Partner meetings should be better. As I discussed in last week’s column, Biglaw firms tend to hold glorified lunches, sprinkled with some generic info-passing, instead of real informative meetings for partners.
It does not have to be that way — even if your Biglaw firm ascribes to a “partners are just our highest-paid employees” ethic. And especially if your firm is serious about involving partners in the firm’s business as much as possible in these days of behemoth Biglaw firms.
What kinds of improvements to partner meetings would I advocate implementing?
I’m all about Skype. It’s a wonderful and useful technological tool. Still, I would want to trust my hypothetical law school admission process to it as much as I would entrust my (also hypothetical) new Ferrari to a 17-year-old on a Friday night.
Every firm has them. And partners dutifully show up. Mostly for the free lunch. This month we are serving Tex-Mex. One percenters’s loading up on the free food like a Soviet-era pensioner given the keys to the potato warehouse. It can be a gruesome scene.
So what happens at these monthly gatherings of Biglaw’s barons and baronesses? Nothing important. (You want important stuff, you need to crash an Executive Committee meeting. Or for the increasingly common Biglaw dictatorships, you need to bug Chairman Mao’s office.) At least at the scheduled monthly partner meetings. “Special” partner meetings are a different story. You want those to be boring, like calling for a vote on a group of laterals. “Exciting” special meetings, while good for Lat, are not good news for the average partner usually. Stability is one of the biggest draws of a Biglaw partnership. Stability means no shocking announcements, over which you have no control.
Anyway, here is how the typical monthly partner meeting goes….
At the end of last month, various legal media began buzzing about a new legal technology start-up on the block: LawZam! The company (which doesn’t really have an exclamation point, but I can’t say the name without yelling like Champ from Anchorman) offers free video conferencing services for prospective clients looking for representation; more specifically, it purports to be something akin to “speed-dating for attorneys.”
An new editorial published today touts the benefits of services like this, and shopping “online in the lawyer district” more generally.
Now, I have to say, I’m a little cynical here. And I’m afraid even touching this subject will inspire Brian Tannebaum to fly across the country, come to my house, and stab me in the eye with a letter opener. But let’s look a little closer and get your opinions in a reader poll….
Companies are doing more business internationally and dragging their lawyers along with them. As you can imagine, doing international work has obvious challenges — foreign law, culture and language, time zone issues, cardboard that airlines call “food,” etc. These next couple of Moonlighting posts are going to delve into some of the nitty gritty of practicing in a global arena by examining one very basic, but essential, part of the in-house practice that I’ve discussed before — a meeting.
But first, a clarification of terms. People often use the terms “international” and “global” interchangeably. However, in-house lawyers who practice in these areas may disagree. Assuming the terms are used by Americans, an “international” U.S. business refers to a business that is headquartered in the United States and operates individual businesses in other countries that focus on the market in each of those countries. In this structure, each business in each country focuses on its own business and does not often coordinate with the others — communicating primarily with the U.S. headquarters in a hub and spoke kind of structure.
On the other hand, a “global” U.S. business is one that’s headquartered in the United States and builds businesses in other countries that focus on how the market in those countries could support cross-border business growth. In the global model, businesses in the other countries often work directly with each other. For the sake of simplicity though, I’ll use the term “global” for the rest of this post to refer to both international and global work. Now that you’re sufficiently confused, we can move on….
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 seven years. You can reach them by email: firstname.lastname@example.org.
Please note that Evan Jowers and Robert Kinney are still in Hong Kong and will stay FOR THE REMAINDER OF THIS WEEK. We still have a handful of available slots for meetings with our Asia Chronicles fans. If we have not been in touch lately, reach out and let us know when we could meet! There is no need for an agenda at all. Most of our in-person meetings on these trips are with folks who understand that improving a legal practice through lateral hiring is an information-driven process that takes time to handle correctly.
Regarding trends in lateral US associate hiring in Hong Kong, we of course keep much of what we know off of this blog. Based on placement revenue, though, Kinney is having one of our most successful years ever in Asia. We are helping a number of our law firm clients with M&A, fund formation, cap markets, project finance, FCPA and disputes openings. These are very specific needs in many cases, so a conversation with us before jumping in may be helpful. As always, we like to be sure to get the maximum number of interviews per submission, using a well-informed, highly targeted, and selective approach, taking into account short, medium and long-term career aims.
Making a well informed decision during a job search is easier said than done – the information we provide comes from 10 years of being the market leader in US attorney placements at the top tier firms in Asia. There is no substitute for having known a hiring partner since he/she was an associate or for having helped a partner grow his or her practice from zip to zooming, and this is happily where we stand today – with years of background information on just about every relevant person in all the markets we serve, and most especially in Hong Kong/China/Greater Asia. So get in touch and get a download from us this week if we can fit it in, or soon in any case!
The legal industry is being disrupted at every level by technological advances. While legal tech entrepreneurs and innovators are racing to create a more efficient and productive future, there is widespread indifference on the part of attorneys toward these emerging technologies.
When the LexisNexis Cloud Technology Survey results were reported earlier this year, it showed that attorneys were starting to peer less skeptically into the future, and slowly but surely leaning more toward all the benefits the law cloud has to offer.
Because let’s face it, plenty of attorneys are perhaps a bit too comfortable with their “system” of practice management, which may or may not include neon highlighters, sticky notes, dog-eared file folders, and a word processing program that was last updated when the term “raise the roof” was still de rigueur.