I worked at several different law firms over the course of my career before I decided to open my own shop a few years ago. As I transitioned from firm to firm, it was interesting to see how some firms had almost the exact same resources and initiatives as other shops even though I thought that such programs were original to the firm at which I previously worked. Of course, it is great when law firms copy good ideas from other shops, but sometimes, law firms do not have the resources or infrastructure needed to offer certain kinds of benefits, and this keeping up with the Joneses problem could actually hurt law firms.
At the beginning of my career, I worked at a firm that most people would consider a traditional Biglaw shop based on its international presence, head count, starting salaries, and other factors. This Biglaw shop spent money in unbelievable ways. For instance, they flew almost all of their first-year associates to their headquarters right after we all started at the firm for an orientation, and this must have cost an incredible sum. Moreover, the firm hosted an annual or biannual associates’ retreat at a well-known resort and convention center for all of the firm’s associates, and this must have cost a boatload. Among other resources at the firm, the shop had an in-house CLE program that was called “___ University” with the blank being the name of the firm. (I think I still have a tote bag somewhere that has this name on it!). The firm also spent incredible sums on branding and even produced a beautifully illustrated coffee table book about the firm that I still have to this day.
In any case, later in my career, I worked at a national law firm that in no way should be considered a Biglaw shop. The salaries of people who worked at this latter firm were far below what people earned in Biglaw, and the billable hours we charged were far below the rates at more prestigious firms. I assumed that because this latter firm was not a Biglaw shop, and presumably had less resources than Biglaw firms, this shop would not have the same resources as my prior firm.
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Although the latter firm definitely did not have the same resources as the Biglaw shop at which I worked (such as a library staff, evening secretaries, and the like), I was shocked at how similar the offerings were at this latter firm to the Biglaw firm that previously employed me. This latter firm also had an in-house CLE program called “___ University” with the blank being the name of the firm, and this program was almost identical to the program at my Biglaw firm. I have learned through a little investigation that many firms have in-house training programs called “___ University” or “____ Academy” or the like (maybe firms changed to other names after Trump University got in hot water for using “University” in its name!), and if your firm has a similarly named program, please let me know — I’m interested to see if this is a trend among law firms.
In addition, this firm also spent boatloads of money to fly their associates to an associates’ retreat. I think this latter firm only had an associates’ retreat every other year, unlike my Biglaw firm that I believe had one each year, but this affair was similar to the associates’ retreat at my Biglaw firm. This latter firm put us all up in an extremely expensive hotel, arranged remarkable social events for us, and had the same team-building exercises and panel discussions that were present at the retreat at my Biglaw firm. In addition, this latter firm produced a beautifully illustrated coffee table book about the shop, and I have that book in my condo alongside the book produced by my earlier firm.
Of course, if law firms have the resources, they should offer initiatives like in-house CLE programs and associates’ retreats. Such programs make it easier for associates to work efficiently, and associates’ retreats can help foster collaboration among associates in different offices and help build a corporate culture at a law firm. However, the latter, non-Biglaw firm that I worked at likely did not have the finances to provide the same resources that were available at the Biglaw firm at which I worked. Indeed, this firm suffered serious financial issues, and although I am not too familiar with the inner workings of that firm, the shop clearly should have cut the fat.
It seems like some law firms like to give off the appearance that they are in the elite class of law firms, and this may require such shops to show that they have the same resources and initiatives that are available at more exclusive law firms. Of course, such a veneer can help law firms attract talent to a shop because attorneys would likely be more comfortable working at a law firm that has substantial resources that can support the work of attorneys. In addition, such a veneer may also help attract clients to a shop because many clients may feel more comfortable working with a law firm if they think that the shop is an elite class of law firms. However, law firms should not keep up with the Joneses if they do not have the finances to provide resources that may be available at more elite shops.
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Jordan Rothman is a partner of The Rothman Law Firm, a full-service New York and New Jersey law firm. He is also the founder of Student Debt Diaries, a website discussing how he paid off his student loans. You can reach Jordan through email at [email protected].