Working for a large firm has its benefits, such as how you are usually too busy billing to spend all the money you are making. But the fact is that most lawyers work at smaller law firms, where not only do you know everyone’s names but also the last time they got their hair cut and how they feel about cats as house pets. Indeed, small firms and solo practices employ 60 percent of the lawyers in Washington State, where I practice.
I co-own a five-attorney law firm in downtown Seattle. At a small firm, it’s not enough to simply keep your head down and your billable hours up. That’s because, by accepting a job there, you are agreeing to become part of a family of unrelated people that is frequently worried about money. There are accordingly particular ways to demonstrate your value at a small firm that may differ from methods that might work at a larger practice.
1. Think like a business owner.
Owners of small firms notice when their employees think about the needs of the firm as a whole. That might mean taking the time to develop new forms to more efficiently handle routine projects, or driving across town to meet with a potential client in rush hour traffic when you know you have half a delicious leftover burrito at home. Identify ways for the firm to save or make money beyond just what you can contribute through billing. It might not be something that immediately results in hours on your time sheet, but your supervisors will notice.
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2. Be dynamic.
Lawyers and staff members at small law firms often wear many hats simply because there are fewer heads. We have an associate who is our go-to guy for interfacing with our IT people when, say, a law partner named Allison accidentally trips on a cord and smashes her office computer. I manage our firm Facebook page, which mysteriously includes many glowing references to my accomplishments. We have an accounts manager who not only handles all of our billing but also plans parties, puts together furniture, and does our taxes. Anticipate that you will be expected to contribute to the health and survival of the firm in non-billable ways, and figure out the way that you can best contribute. And don’t avoid any task as below your pay grade — nobody is too important to load the dishwasher.
3. Be visible.
When you practice at a smaller firm, you can’t simply rely on name recognition or the cache that comes with working at a big firm to convince people to hire you. You have to put yourself out there. This means attending networking events and joining committees and doing other things that aren’t hiding in your office or going home and watching Stranger Things: Season 2, which I haven’t finished yet because it’s getting really scary. Volunteer to write articles and make presentations. Share firm social media posts on your personal account so people know what it is that you do to pay for your breakfast sandwiches. Shamelessly talk about your job even if doing so would bore a corpse.
4. Practice good customer service.
A good source of referrals for new clients of small firms is existing clients. Sometimes those existing clients might seem a bit… high maintenance. Perhaps they are overly generous with their email communications, or request a time-consuming project on a dollar-menu budget. Nevertheless, every client counts at a small firm — especially if you work at a firm like mine, which relies heavily on word of mouth and repeat general counsel business from existing clients. Treat every client like your favorite client. Be responsive: Acknowledge client communications promptly even if it is just to let them know that you received the email and will provide a substantive response soon. Clients who recommend you to others don’t just remember the quality of the legal services you provided — they also remember what it was like to work with you.
5. Be efficient.
Small firms often represent individual clients or clients who are otherwise more cost-conscious. My firm represents non-profit community associations, for example, where every dollar that goes to my firm comes out of a homeowner’s pocket. Figure out how to balance quality with quickness. Aim toward “good enough in a reasonable amount of time” rather than “dang, that’s a Pulitzer-worthy motion for reconsideration, and it only took me 25 hours.” Avoid going down the research rabbit hole. Ask for help if you feel yourself getting stuck on a particular project or legal issue, which can prevent the firm from having to write off a lot of your time. Be mindful of how much time you are taking on a given project, so clients don’t get sticker shock when the monthly bill arrives. It’s okay to warn them: “This is the best advice I can give you based on a quick review of the pertinent facts and law. It will cost more to do a more extensive analysis.”
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6. Be thoughtful.
When reviewing employee performance, my co-owners and I care as much about attitude as we do about production. When an associate invests time and energy into others, it makes us want to keep that attorney around — not just because working with grumpy jerks sucks and less office square footage means they are harder to avoid, but also because the firm as an entity performs better when everyone is lifting each other up. Remember birthdays, ask how kids are doing, treat your paralegal to lunch after completing a court filing. Bring bagels. The delightful surprise of bagels in the morning will work wonders to earn you love and appreciation in a law office.
7. Make yourself useful.
Specialization has its benefits, but at a small firm with a wide-ranging practice area, the most valuable attorneys are often those who can handle a wide range of cases and tasks. Volunteer to take on matters and projects involving unfamiliar legal issues. Learn stuff by working with more experienced colleagues instead of just sticking with what you know. There’s going to be a learning curve at first, and it will be uncomfortable, but eventually you will become the person who people come to when they need help instead of the other way around. There will also be more types of billable work that you can handle if firm workloads get light.
8. Step up.
Become someone who people can rely upon to get the job done. I’m known in my office as the lawyer who handles the miserable crap cases. If a depressing slog of a litigation nightmare turns up, I will always have work to do at my firm, and we can advertise to potential clients that we have an attorney on staff who has gotten good results in seemingly endless and difficult situations. Plus my war stories are entertaining. Don’t be the person who pushes complicated or time-sensitive work away out of fear or inconvenience. Cover for people. Take on the challenge and people will know that you are someone they can depend on when things get tough. That’s the type of person who firm owners will want to keep around, especially if you also bring bagels.
Allison Peryea is a shareholder attorney at Leahy Fjelstad Peryea, a boutique law firm in downtown Seattle that primarily serves community association clients. Her practice focuses on covenant enforcement and dispute resolution. She is a longtime humor writer with a background in journalism and cat ownership. You can reach her by email at [email protected].