Ed. note: This is the first in a new series, “Across the Desk,” from Bruce MacEwen and Janet Stanton of Adam Smith Esq. and JDMatch. “Across the Desk” will take a thoughtful look at recruiting, career paths, professional development, human capital and related issues. Some of these pieces will have previously appeared, in slightly different form, on AdamSmithEsq.com.
As noted in the American Lawyer recently, the lateral recruiting boom of recent years continues unabated. As the Am Law article points out, “At the same time [as they’re focused on hiring lateral partners], firms appear to be homing in on their poor performers. Nine out of 10 survey respondents said their firm has ‘unprofitable’ partners, and seven out of 10 said their firms have partners at risk of being deequitized or ‘put on performance plans.’ As one survey respondent put it: ‘There are too many partners without sufficient billable work.’”
Now, wouldn’t you think it would make sense — if firms are worried about underperformers — to pay some attention to associates as well as partners? After all, some of those associates should, speaking theoretically at least, be your future partners.
Yet there’s unrebutted evidence that firms look at the wrong criteria when hiring associates….
For the past seven years, the National Association of Women Lawyers has tracked women’s progress at the 200 largest firms in the nation by comparing their careers and compensation with similarly situated men. And for the past seven years, reading NAWL’s report has been like drinking a fifth of gin, and then watching Requiem For A Dream: it’s really freaking depressing.
For every two steps forward the legal industry takes, female attorneys seem to move two steps back. Despite Biglaw firms’ purported support for gender equity, women just aren’t achieving the same success as their male peers, either economically or in terms of attaining leadership roles. From associates to partners, women are always left holding the bag.
With that backdrop, let’s check out the excruciatingly discouraging news for women in Biglaw….
Staci here. Earlier this week, in response to a reader question, Vivia Chen at The Careerist engaged in a discussion about female lawyers who curse like sailors. She noted that she found cursing to be “rather cathartic,” but her takeaway was this: “If four-letter words just roll off your tongue, go for it. And if people have problems with your style, you can tell them where to stick it.”
And while staying true to yourself and unleashing as many f-bombs as you can may be alright in some circumstances (i.e., social settings), in the workplace, it can lead to some rather negative consequences — for both women and men. But that’s really beside the point, because cursing on the job is just plain disgusting, no matter which gender it’s coming from.
I know that I may get my bra-burning card revoked for this, but I think that it’s even more appalling when it’s coming from a woman. Of course, not everyone agrees with me — one of my fellow editors thinks women should be able to drop as many expletives as they want. Before you tell me where to stick it, let me explain…
Back in June, we wrote about the lawyers in the Fashion Victims Unit at litigation powerhouse Quinn Emanuel. We were a little surprised when we found out that partner Bill Urquhart was allowing — nay, encouraging — all associates to dress über casually at the office.
As Vivia Chen of The Careerist so eloquently put it, it seems that the age of “jaw-droppingly sloppy” lawyers has arrived. Jeans and t-shirts are the style of choice at Quinn Emanuel. Instead of the clicking of heels, the most familiar sound at the firm is one that has been banned from bar exams across the country: flip-flop, flip-flop, flip-flop, flip-flop.
News of the firm’s kitschy footwear leaked during the height of its summer program. But did you really think that Quinn Emanuel would let its new-found fashion fame go quietly into the night?
The statistics about women equity partners are bad. There is no shortage of “experts” opining on how to improve the statistics. The solutions often involve a cardigan (apparently the successful woman’s secret weapon), full-time nannies (the successful woman’s not-so-secret weapon), and a miracle.
There are some who offer more specific solutions. I personally love Skadden’s idea of hiring a “den mother” to mentor and guide their young female associates. Indeed, Sheli Rosenberg is correct when she channeled Madeleine Albright’s famous saying that “[t]here’s a place in hell for women who don’t support other women.”
I have had many conversations with small-firm attorneys about whether or not small firms may offer the solution to the gender gap among partners. Unfortunately, there is little to no research regarding the statistics of female partners in small law firms, so the discussions are based on personal experience as opposed to objective facts. Given the sources of the data, the results are, not surprisingly, mixed. Some say that small firms are better for women because the women have direct access to the decision-makers and clients, and there is less politics when it comes to promotion decisions in small firms. Some say that small firms are worse because the firms, unlike Biglaw, often do not disclose demographic information and so feel insulated — and because firm managers, who tend to be male, promotes their own….
The holiday season is upon us, and yet again, you have no idea what to get for the fickle lawyer in your life. We’re here to help. Even if your bonus check hasn’t arrived yet, any one of the gifts we’ve highlighted here could be a worthy substitute until your employer decides to make it rain.
We’ve got an eclectic selection for you to choose from, so settle in by that stack of documents yet to be reviewed and dig in…
Ed. note: The Asia Chronicles column is authored by Kinney Recruiting. Kinney has made more placements of U.S. associates, counsels and partners in Asia than any other recruiting firm in each of the past six years. You can reach them by email: firstname.lastname@example.org.
We currently have a very exciting and rare type of in-house opening in China at one of the world’s leading internet and social media companies. Our client is looking for an IP Transactional / TMT / Licensing attorney with 2 to 6 years experience. The new hire will be based in Shenzhen or Shanghai. Mandarin is not required (deal documentation will be in English) but is preferred. A solid reason to be in China and a commitment to that market is required of course. This new hire will likely be US qualified (but could also be qualified in UK or other jurisdictions) and with experience and training at a top law firm’s IP transactional / TMT practice and could be currently at a law firm or in-house. Qualified candidates currently Asia based, Europe based or US based will be considered. The new hire’s supervisors in this technology transactions in-house team are very well regarded US trained IP transactional lawyers, with substantial experience at Silicon Valley firms. The culture and atmosphere in this in-house group and the company in general is entrepreneurial, team oriented, and the work is cutting edge, even for a cutting edge industry. The upside of being in an important strategic in-house position in this fast growing and world leading internet company is of the “sky is the limit” variety. Its a very exciting place to be in China for a rising IP transactional lawyer in our opinion, for many reasons beyond the basic info we can share here in this ad / post. This is a special A+ opportunity.
If your firm is in ‘go’ mode when it comes to recruiting lateral partners with loyal clients, then take this quiz to see how well you measure up. Keep track of your ‘yes’ and ‘no’ responses.
1. Does your firm have a clearly defined strategy of practice groups that are priorities of growth for your office? Nothing gets done by random chance, but with a clear vision for the future. Identify the top practice areas for which you wish to add lateral partners. Seek input from practice group leaders and get specifics on needs, outcomes, and ideal target profiles.
2. In addition to clarifying your firm’s growth strategy, are you still open to the hire of a partner outside of your plan? I’ve made several placements that fit this category. The partner’s practice was not within the strategic growth plan of my client, but once the two parties started talking with each other, we all saw how it could indeed be a seamless fit. Be open to “Opportunistic Hires.” You never know where your next producing partner might come from, so you have to be open to it. I will be the first to admit that there is a quirky element of randomness in recruiting.
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