Law professor Jeff Robbins writes about his experience as an ambassador, senate counsel, assistant U.S. attorney, and partner at Mintz Levin and Saul Ewing.

Robbins began his career as an associate at Mintz Levin before joining the U.S. Attorney’s Office as an assistant U.S. Attorney. After returning to Mintz Levin as a partner, he was hired to be deputy chief counsel for the Democratic Senators. Robbins is currently a partner at Saul Ewing. 

Robbins writes that the best piece of advice he ever received was from his mentor Bob Popeo, a senior partner and chairman at Mintz Levin. “Bob told me that in some ways you have an adversary relationship with your client,” he said.  “What he meant to convey, and the way I took it, was that you have to maintain a certain distance. I do think that there are clients who will seek to use you and exploit you, and who will not tell you the truth. They may have you do things that they assume you will do only because they tell you they want it done. So, I think that having a very healthy skepticism right from the beginning serves one well.”

Robbins advises attorneys to deal with stress by forming healthy habits, but also knowing one’s limits and when to stop. 

“There is a direct line, unfortunately, unless you’re a genius, between neurosis and excellence,” he writes. “It’s stressful being a lawyer; I mean it’s really stressful. Especially being a litigator… it also may make you more inclined to do the kinds of things that you should do to reduce the stress. Exercise, eating well, sleep, family, friends. And if possible, stopping—as an act of self protection.”

Are you interested in more advice from an experienced lawyer? Read more in this law.com article.

Isaac Marcushamer, co-founder of DGIM Law, shares lessons that helped him and his partner’s success in running their South Florida law firm, dispelling myths that money and traditional rules are the only way to run a successful firm.  

“In hindsight, my partner and I likely broke every ‘rule’ on starting a law firm, but we were committed to the belief that if you are not having fun, you are doing it wrong,” he wrote. “We love what we do, even if it can be draining. I’m here to tell you that you can practice law in a way that fulfills you without sacrificing your personal life for your profession.”

Among some of the tips Marcushamer shares:

–Money Is Not the Only Motivating Factor

–Speaking of Culture, It Is Queen (and King)

–Throw the Box Away

–Be Open to Advice. And, If It Comes From an Expert, Take It.

–Pivot, Pivot, Pivot

–Be Brief but Impactful

Marucshamer stressed that “the big picture is viewing yourself and your teammates as more than just lawyers.”

Are you interested in more advice on finding success as a lawyer without sacrificing your personal life? Read more in this law.com article.

After the widespread availability of the COVID vaccine, law firms have worked to find the balance of a new hybrid work model. The hybrid work model has seen increased flexibility and productivity by allowing employees to work from home at least part of the week. 

Almost 60 percent of firms mandate employees to be in the office, according to a December 2022 poll by The Tilt Institute. The same poll found that less than 10 percent of firms do not have return-to-work guidelines and more than 85 percent of firms described enforcement of returning-to-the-office guidelines as lax. 

Firms sometimes try to conquer this lack of enthusiasm for returning to the office by encouraging partners to give messages to associates about the value of office attendance and culture.

However, there are four myths in the idea of returning to the office, as outlined in the law.com series “Myth or Reality: Conquering the Enemies of Return-to-Office” saying that unless we go back to the office, we can’t:

• -Cultivate our culture
• -Provide the right development and mentorship
• -Develop and enhance personal connections
• -Attract and retain talent

The second article in this series explores the mentorship aspect of the hybrid-work model. Are you interested in more advice on employees returning to the office? Read more in this law.com article.

Lauren Krasnow, leadership coach, advises on how attorneys can succeed in in-house legal departments. Krasnow writes that most in-house positions draw on the following qualities:

-Being business-savvy. In-house lawyers need business acumen and common sense to give pragmatic, business-friendly (or at least “business-reasonable”) advice. 

-Being curious about the business. A priority for in-house lawyers must be to learn the details of the business. 

-Understanding your value to the enterprise. In a law firm, subject matter expertise (SME) is prized above many other considerations since that is a key reason most institutional clients retain external counsel. 

-What is valued, universally, in-house is a lawyer’s ability to listen, to communicate complex information to diverse internal and sometimes external constituencies, to make recommendations, to forge relationships, and to inspire trust. 

-Being decisive AND comfortable with ambiguity. The ability to make thoughtful and intelligent real time recommendations without waffling is an essential quality for most in-house lawyers.

-Staying politically astute. While office politics occur in every workplace, firm lawyers are sometimes surprised by the magnitude of the change when they first move in-house. 

-Having “executive presence” and a strong backbone. Executive presence can be defined as “when you speak, people listen and take your ideas seriously.” 

-Having, or getting, management skills. Many in-house lawyers manage others, either directly or indirectly; this includes outside counsel, plus individuals within the organization (e.g., other lawyers, assistants, staff). Since management skills are required, in-house lawyers need the drive and the humility to learn them.

Are you interested in more advice on becoming a successful in-house lawyer? Read more in this law.com article.

Although it seems counter-intuitive to job hunt during the holiday season, it’s a great time to step up your efforts while your competition is taking a break. Legal employers begin interviewing candidates in the fourth quarter to fill openings anticipated in the new year. You can take advantage of this time to position yourself ahead of the January rush when many attorneys start a new job search after year-end bonus and salary decisions.

Scheduling interviews during the holidays sometimes is complicated but law isn’t a seasonal business. The vast majority of attorneys don’t take long vacations around the holidays (or any time of the year). Likewise, you shouldn’t take extended time off from your job search. Rather, be flexible and accommodate the prospective employer’s schedule and make yourself available on short notice. You may need to return for several interviews over the holiday period to see all the key players, or meet at odd times and at different places to make it happen. If other candidates aren’t available during the holidays and you are, you’re in a better position to get the offer.

Celebrate the season

Many jobs are found through networking, and this time of year is filled with events ideal for reconnecting with people and adding new contacts to your network. Prepare by practicing an upbeat “micro pitch”, 50 words maximum, stating your unique selling proposition. Then, accept all invitations – both personal and professional – that fit into your schedule.

Once there, talk to as many people as you can, whether or not they are connected to the legal profession. You never know who will produce your next job lead. Remember that you’re trying to impress potential professional connections, so dress conservatively (though appropriately festive) and limit your alcohol consumption.

If you find it difficult to walk into networking events alone, find a “job-search buddy” (possibly a non-lawyer) for mutual encouragement and commiseration. Attend holiday gatherings together, but separate and see who can meet the most new people, checking back with each other every half hour or so.

Perfect the gift of gab

When networking at holiday parties, follow the same rules as in any other venue. Take advantage of the season’s easy conversation openers. Remark about the festivities, complain of the crowds and bustle, or ask about holiday plans. Focus on the person you’re speaking with, not on you and your agenda. The topic of employment will come up eventually, and you can mention your job search casually. If appropriate, you can launch into your “micro pitch.” Just make sure it’s truly micro!

Although you attended with an ulterior motive, others came to the party for a pleasant time. Listen to what they have to say, and see if there’s some way you can be of assistance in return. Keep the discussion with each person short and light, then circulate. If there appears to be an interest in continuing a conversation, suggest a follow-up meeting or phone call.

Don’t bring your resume to a holiday gathering, but ask for business cards and hand out yours so you can keep in touch. If you’re not currently employed, have cards printed with your name, a title such as “business litigator”, contact information, and the URL for your professional website or LinkedIn profile. After the party, don’t forget to follow up, even if it’s just an email saying it was nice to meet you (or see you again) and include a copy of your resume, if appropriate. Add them to your network and communicate periodically.

Send season’s greetings

Holidays are a natural time to reinforce relationships and reconnect with acquaintances you haven’t been in touch with for a while. Mail holiday cards with your business card enclosed, or email greetings with a v-card attached. Facebook, LinkedIn, Twitter and other social networking sites allow job seekers to expand their contacts exponentially. The holiday season is a good excuse to touch base and build your network. Send festive greetings to all your online contacts and update them on your job search status, as well.

Reach out to everyone on your professional networking list – lawyers and non-lawyers – as well as family, friends, former co-workers, college and law school classmates, and recruiters. Pick a nonreligious sentiment that’s seasonal but professional. Or, stand out from the crowd by sending Thanksgiving or New Year greetings. Mention that you’re on the job hunt and thank them for their advice, support, or friendship.

Don’t hesitate to ask for guidance or advice – someone in the holiday spirit might offer a helping hand. Season’s greetings are a great icebreaker, and from there you can transition into a more professional conversation.

Embrace the giving spirit

Boost your holiday season networking efforts by volunteering with organizations that need extra assistance this time of year. Besides giving you an emotional and spiritual lift, volunteering is an excellent way to meet new people to add to your network. Furthermore, depending on the activities you choose, it may provide experience to put on your resume.

Boost your sparkle-factor

Use the slower pace of the holidays to examine every part of your job-search plan. Refine the definition of your ideal next position. Polish your marketing tools including your resume, cover letter, writing samples, and business plan. Practice your interviewing and follow-up techniques. Renew your relationship with your recruiter. The more preparation you do now, the further you’ll be ahead of your competition at the start of the new year.

Valerie Fontaine is a partner in SeltzerFontaineLLC, a legal search firm based in Los Angeles. The second editionof her book, “The Right Moves: Job Search and Career Development Strategies for Lawyers,” published by NALP., is in its second edition. She can be reached at [email protected] or310-842-6985.

A lot of attention has been paid lately to lateral partner hiring and compensation,
recently I sat down with Tina Solis, a top litigator at Nixon Peabody.  In this article
Tina shares what new trends are emerging in the legal landscape as we approach the new year.

In this active legal market, as law firms adjust and solidify their new work policies,
they are also incorporating provisions into their partnership agreements to protect
against departures.

Despite recent signs of a slowdown, the lateral attorney market continues to
boom. With the ever-changing remote work landscape and the frequency with
which attorneys are moving firms, law firms have increased their reliance on law
firm partnership provisions to protect the firm. 

With the fiscal year coming to a close for many firms, recruiters and attorneys
must be cognizant of the provisions in law firm partnership agreements that can
have considerable implications when an attorney decides to make a move.

For instance, firms are including clawback provisions with regard to bonuses
and/or advances/distributions paid to the departing attorney within a certain
amount of time prior to their departure. Some provisions provide for a mandatory
clawback, while others leave it to the discretion of the firm’s management. Such
mandatory provisions are likely unenforceable under a forfeiture for competition
argument but largely go unchallenged in the public arena because many firms
have arbitration provisions in their partnership agreements.

Firms are also changing how and when they pay bonuses. Rather than paying
the bonus in a lump sum, many are choosing, instead, to pay out the bonus in
installment payments at certain times throughout the subsequent year. This
means that a departing partner either has to forego a certain amount of their
bonus or wait to depart for a new firm until such time as the prior year’s bonus
has been paid in full.

Also, more frequently firms are including non-solicitation provisions in their
partnership agreements to prevent additional departures. These provisions, for
example, prohibit the direct or indirect solicitation of colleagues for a certain
period of time after a partner leaves their current firm. Generally, however, these
types of provisions are not enforceable post-departure.

How does this impact lateral recruiting?

In short, laterals need to be more precise about timing when making a move.
Money is oftentimes forfeited or clawed back, so the new firm may need to
provide a “make-whole” signing bonus or provide additional compensation to
offset this loss. Consulting with counsel to address these issues and properly
planning the timeline of a departure is crucial. 

Be sure to look out for an in-depth interview with Tina Solis of Nixon Peabody, on
‘Best Practices For Departing Attorneys’ and the upcoming CLE: Ethical Guiding
Principles to Changing Law Firms Ethically.  

This is the time to start strategically  to look at your future. Let’s take 10 minutes
and chat. Call me at 516.731.3400 or email me at
[email protected]. To learn more about the legal marketplace visit
our website at https://www.onbalancesearch.com .

About Tina B. Solis, Litigation Partner, Nixon Peabody, Chicago, IL 
Tina advises businesses on issues involving trade secrets, unfair competition and
complex commercial litigation in state and federal courts. She also counsels
lawyers and law firms on professional responsibility issues. Tina regularly
represents regulators in federal court litigation related to the failure of banks.

Tina is also leader of the firm’s Financial Institutions & Banking Disputes team,
which represents institutions and individuals in a full range of civil litigation,
enforcement matters, Financial Industry Regulatory Authority (FINRA)
arbitrations, and compliance investigations on issues such as consumer
protection, fair lending, anti-money laundering, and violations of fiduciary duties.

#law #lawjobs #lawyerlife #attorney #legalrecuriter #legalcareer #lateralpartnermove  

About On Balance Search Consultants
On Balance offers great insight and industry intelligence.  Shari Davidson,
president of On Balance Search Consultants, advises law firms on how to take a
firm to the next level and helps rising talent make the transition to the right law
firm.

Contact us today.  Call 516.731.3400 or visit our website at
https://www.onbalancesearch.com .

Please note that the content of this blog does not constitute legal advice and is
only intended for the educational purpose of the reader. Please consult your legal
counsel for specifics regarding your specific circumstances and the laws in your
states pertaining to social media and any legal restrictions regarding the law.

Attorneys and office staff are refusing to be bound by 80-hour work weeks in the office. Company and firm leaders need to navigate this new transition in the post-pandemic world.

There’s no one-size-fits all solution for every firm and company but Marcie Borgal Shunk, President and Founder of the The Tilt Institute Inc., offers a few suggestions.

According to Shunk, a few of the old perceived notions about working in-office include:

• -Unless we go back to the office we can’t …
• -Cultivate our culture
• -Provide the right development and mentorship
• -Develop and enhance personal connections
• -Attract and retain talent

Shunk writes that there is little evidence to support these “myths.” Law firms should be able to cultivate culture in the hybrid work model. Ways to cultivate culture remotely include:

• -Tangible representations
• -Collisions for hybrid work (digital workspaces) 
• -Integrate aspirational values
• -Model and normalize vulnerability
• -Personalize interactions
• -Adopt a growth mindset

Shunk also mentions that providing mentorship opportunities and paths for personal connection could help retain talent in the new hybrid work world.

Are you interested in more advice about returning to the office? Read more in this law.com article.

Lawyers need to branch out of social media and other apps to build on relationships. During the legal industry’s current layoffs, attorneys need to network and build connections.

“It is human connections that will set you apart,” one Silicon Valley in-house recruiter said. “Lawyers sometimes get a little robotic about it.”

Mike Evers, a legal recruiter in Chicago, advised that in-person speaking at events or attending conferences were crucial to networking, though attorneys often turn down these events or conferences.

“The reason to engage in this activity is to create a personal brand for yourself outside the confines of your place of employment,” Evers wrote in a Corporate Counsel column. “By personal brand, I simply mean a sense of recognition among peers within your industry or within the in-house community generally.”

Jodi Golinsky, the general counsel of Current, gave advice at the Women, Influence and Power in Law conference in October at its panel titled “How to Build and Keep a Network that Fosters You Through Your Career.”

“Networking is something that you do to close the sale, and that is very valuable to me as a lawyer, as an adviser or professional,” Golinsky said.

Are you interested in more advice from Inside Track? Read more in this law.com article.

Andrew Almand, a finance partner at Ballard Spahr in Washington, D.C., was an associate at his firm for seven years before making partner this year. Prior to that, he worked at Odin, Feldman & Pittleman for three years. He shares his biggest insights on what helped him on his path to making partner at a law firm.

Almand says that “everything builds on everything else, and it’s good to occasionally check in, whether with yourself or a mentor, and make sure you’re on the right road.” Selecting which firm to work for is important. He said he accepted the offer to work at his current firm because Ballard Spahr allowed associates to pursue professional interests with assignments that help them grow and develop as lawyers.

Almand believes what helped him make partner was his proactiveness. “For me, I think it was noted and appreciated that I took the initiative and really learned deeply about all facets of my niche industry,” Almand said. 

The key to successful business development is no longer clearly defined, according to Almand. “So much depends on the resources you have and what your clients or prospective clients want from you,” he said. “My advice would be to make an informed decision as to where you want to focus your efforts and why, and then, whether in-person, remotely, or both, work toward that.”

For those who want to make partner, Almand advises: “Find an area you’re passionate about and learn it inside and out. Genuine interest in a topic shines through and is noticed by people you’re working with, and you will develop a solid reputation and image that will help immensely with your career development.”

A common setback or mistake from attorneys trying to navigate within a law firm is being discouraged. “Instead of giving in to discouragement, try to learn what you can from the scenario, dust yourself off, and try again in a better-informed way. Persistence and dedication really go a long way,” Almand said.

Are you interested in more advice from Andrew Almand? Read more in this law.com article.

Regina Rousseau formerly practiced intellectual property law and now works as a legal recruiter with VOYlegal in Boston. After sharpening interviewing skills, gaining experience, building a network and polishing your resume, prospective employees need to ace the interview to get the job at a great firm. Rousseau advises the best ways for attorneys to stand out and leave a positive impression on the legal recruiter by also asking the firm well-researched questions.

Rousseau highlights the top questions attorneys should ask legal recruiters at their law firm interviews, with interview prep being an important component of the process.

Do Your Research

Rousseau says to stay away from generic questions by researching the company, learning about the firm, practice group, and the individuals you will work with.

Ask Follow-Up Questions

Listen closely to the answers given by the recruiter and ask follow up questions to create more connection during the interview.

Learn Everything You Can About the Job and Firm

Rousseau advises interviewees to inquire about the firm. Some potential questions are:

-How would you describe the firm’s culture and values?

-Can you tell me more about some of the people in the group I’ll be part of?

-What do you like best about working here?

-What are some of the biggest challenges the firm faces in the next few years?

-What are the types of projects I’m likely to be working on upon starting?

-What is the practice group’s plan for growth moving forward?

-What does the path to partnership look like here?

Are you interested in more interview tips from Regina Rousseau? Read more in this law.com article.