As many might guess, I’m not a big fan of walking. I find the activity primitive in terms of travel, and I think people under the age of 70 who use walking for “exercise” should be hunted by wild animals for my amusement.
But as a form of meeting, walking makes a lot of sense. I’ve heard of people who have running meetings, and that seems stupid to me. One’s ability to make a decision should not be artificially limited by one’s physical fitness. But a walking meeting would seem to attract only those who really wanted/needed to be at the meeting, and the informal nature of the strolling activity would probably limit self-centered monologues.
It should go almost without saying that the person ready to implement this concept is an academic out in California. That’s right, a law school out west is ready to bring you the walking office hours….
Do you remember our Lawyer of the Month for March, Tyler Coulson? In case you don’t, he’s the former Sidley Austin Chicago associate who decided that he’d rather take his dog on a cross-country walk than do another day of lawyering. Before leaving, Coulson sent what was described by a fellow Sidley source as the “coolest ‘f**k you I quit’ email” ever:
On March 9, 2011, Coulson began his journey in Delaware with his pooch Mabel, in the hopes of making it to California by September. So, inquiring minds at Above the Law want to know: What the heck happened to Coulson and man’s best friend?
Did he have to pull any crazy Bear Grylls maneuvers, like creating his own “sheeping” bag for warmth? Did he have to hack off his own arm with a dull blade, like in 127 Hours? To find out if Coulson’s story turned out anything like Into the Wild, read 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 six years. You can reach them by email: email@example.com.
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.
When you talk to a prospective lateral about your firm during their first meeting, the conversation can go deep, sideways, and in circles. There is so much to share and discuss. What path of a dialogue can you follow to get better odds of a favorable conclusion?
Consider this template as a model you can use to discuss your firm’s opportunity. This simplifies the conversation and gives you a mental framework so the discussion is meaningful, relevant and moves things forward.
The Four P’s
In my transition from retained corporate executive search to legal search, I saw that there were many levels of complexity in the move of a partner transitioning from firm A to firm B. In placing an executive in a corporation, it was simple because of the linear nature of relationships in corporations. In a law firm, because of the multi-layered aspect of the interdependent relationships that each partner must manage with others, the dialogue is much more involved.
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