From the 3/26/09 Wall Street Journal Law Blog
Advice from John Quinn, one of the founders of the LA-based litigation shop, Quinn Emanuel Urquhart Oliver & Hedges.
How to succeed at your law job:
First, it’s important to ask questions. Never leave a partner’s office after getting an assignment without knowing exactly what’s expected of you and don’t be afraid to ask questions.
Second, it sounds basic, but it’s worth mentioning: You need to be reliable. If you promise a memo or a piece of research by a certain time, it absolutely has to be delivered on time.
Third, I think that young lawyers just have to realize that this job — performed at a very high level — is labor intensive. That’s not at all about billable hours, either. To do well, you simply have to work hard. There’s no way to write a great brief without putting in a lot of time, and that’s what pretty much every first-rate piece of work requires. It doesn’t matter if you’re the brightest person I’ve ever met, the best lawyers work hard. There are no shortcuts.
Lastly, take ownership of the matters assigned to you. Don’t just follow orders. Think strategically. Anticipate what needs to be done and do it, before you are asked. Do not be shy. We want to know what you think.
Friday, March 27, 2009
Wednesday, March 25, 2009
Communication skills are crucial to succeed
Steven C. Bennett / Special to NLJ.com
August 25, 2008
Law is a service profession. Good service depends on good communication. Good communication must be relevant, focused and timely. Yet, law school essentially teaches future lawyers nothing about good communication skills. There are courses in legal writing and advocacy, but little about the day-to-day practice of law. Freshly-minted lawyers, as a result, often have poor communication skills. Such under-developed skills can, in practice, be as harmful to a budding career as lapses in judgment or even downright incompetence.
Let's review some key aspects of good communication that junior lawyers should begin to develop in their first days of practice. These skills are enduring. No matter the area of practice, type of position (government, in-house or law firm), and no matter the size of institution with which the lawyer associates, good communication skills will always serve a lawyer well.
Ask questions The most basic form of communication, designed to maximize exchange of relevant information, is the question. Yet, many bright, motivated junior lawyers, accustomed to asking questions in law school, suddenly are struck dumb during their first days in practice. Perhaps they assume that the partner or other senior lawyer must know all the relevant facts and issues that the junior lawyer should possess to understand an assignment. Perhaps they fear that asking questions may reveal their ignorance or somehow constitute an annoyance. All these attitudes and assumptions are invalid. You can never ask too many questions, and there really are no "dumb" questions.
Remember:
August 25, 2008
Law is a service profession. Good service depends on good communication. Good communication must be relevant, focused and timely. Yet, law school essentially teaches future lawyers nothing about good communication skills. There are courses in legal writing and advocacy, but little about the day-to-day practice of law. Freshly-minted lawyers, as a result, often have poor communication skills. Such under-developed skills can, in practice, be as harmful to a budding career as lapses in judgment or even downright incompetence.
Let's review some key aspects of good communication that junior lawyers should begin to develop in their first days of practice. These skills are enduring. No matter the area of practice, type of position (government, in-house or law firm), and no matter the size of institution with which the lawyer associates, good communication skills will always serve a lawyer well.
Ask questions The most basic form of communication, designed to maximize exchange of relevant information, is the question. Yet, many bright, motivated junior lawyers, accustomed to asking questions in law school, suddenly are struck dumb during their first days in practice. Perhaps they assume that the partner or other senior lawyer must know all the relevant facts and issues that the junior lawyer should possess to understand an assignment. Perhaps they fear that asking questions may reveal their ignorance or somehow constitute an annoyance. All these attitudes and assumptions are invalid. You can never ask too many questions, and there really are no "dumb" questions.
Remember:
- You must ask questions to make sure you fully understand an assignment (including when it's due, the preferred format, and a rough estimate of how much effort you should put into the assignment – "once over" or "no-stone-unturned").
- When obstacles arise during a project (and they inevitably will) you must formulate your best suggested solution, and then ask questions to make sure that your solution is approved.
- When you think you're done with the assignment, you must confirm that fact, and ask questions to see whether there's anything else you can do to help.
Check in regularly
Busy senior lawyers prioritize their days. Client calls, court appointments and the like generally have top priority. Research, writing and consultation with other senior lawyers comes next. Last on the list may be checking up on junior lawyers. Many senior lawyers hand out assignments, and assume that they will be done, on time and in good form, unless they hear to the contrary. This "see-no-evil" supervisory approach means that junior lawyers must regularly "check in" with senior lawyers, to report their progress and to discuss any problems.
Consider:
- Even if the assignment is going well from your perspective, the senior lawyer may have new information, or new directions, that will affect the assignment.
- Check in regularly, to find out whether circumstances have changed. Check in sessions can be great opportunities for you to integrate yourself into a practice team. A report on your progress may lead to a longer discussion on strategy for the matter, giving you a sense of the "big picture," and helping you learn how such projects get done.
- Even the briefest of check in messages (an email or voice-mail summarizing your progress) gives the senior lawyer confidence that you are on track, and an opportunity to correct any missteps in your approach.
Vet drafts
Many junior lawyers harbor tremendous anxiety about their writing abilities, which can produce a "you can't see it ‘til it's done" attitude. Worse, some junior lawyers send out materials (to senior lawyers and even to clients) without soliciting input from their immediate supervisors. The result may be grave disappointment or embarrassment.
Notice:
- The point here is not to foist all responsibility for your written work on to your supervisor. Do your best work, always. Do not turn in a "rough draft," if you know it requires revision, and you know you have the time to revise it.
- Outlines and rough drafts, however, can be an essential part of good communication. By providing them to your supervisor (early, to give a reasonable opportunity for review) you may communicate (quite cogently) your thoughts about the matter, and open a dialogue with your supervisor on the merits of your approach (versus any alternatives the supervisor may have in mind).
- Failure to share drafts and outlines can produce communications errors that may undercut your hard work. For example, a misspelling of a client's name, or failure to use the proper title, while trivial in the scheme of things, can irritate your audience in ways that prevent a fair assessment of your effort. Quick review by a supervisor can eliminate these and other communication errors.
Respond promptly
Many clients and senior lawyers wait until the last minute to ask junior lawyers for help. As a result, when they ask, they generally need (and expect) a prompt reply. Even when the matter is not urgent, moreover, a prompt reply is a sign of respect, generally well appreciated. Yet, many junior lawyers can fall into mental traps about such communications.
Observe:
- A prompt, incomplete response beats a complete, tardy response virtually every time. Reply promptly even if your answer is "I'm not done yet" or "I can't talk in detail right now." Clients and senior lawyers understand that you may be busy. They do not understand when you go missing for extended periods.
- Anticipate your absences. Tell clients and senior lawyers when you will not be available. Put an "away from office" message on your voice-mail and email. Remind your secretary to tell people you are out. Make sure to reply as promptly as you can after you again become available.
- Use the regular "check in" system to avoid emergency, last-minute calls from clients and senior lawyers. Ask (frequently) about their expected future needs. Suggest steps that could be taken now (or soon) to advance the project (rather than waiting to perform the same steps later, at the last minute).
Good communication will serve you well, throughout your career. Develop and hone good communication skills, just as diligently as you develop substantive skills in your chosen area of practice.
The author is a partner in the New York City offices of Jones Day, and a member of the firm's Training Committee. His publications include The Path to Partnership: A Guide For Junior Associates (Praeger 2004). The views expressed are solely those of the author, and should not be attributed to the author's firm or its clients.
PRACTICAL SKILLS FOR RETURNING TO LAW PRACTICE
New Directions is a two semester, three-part bridge program designed to give lawyers the substantive law updates, professional skills and the practical experience they need to return to the legal workforce. Many business, legal and other professionals are seeking to return to their professions after taking a break for child-rearing, pursuit of a different career or other reasons. Pace Law School has developed a program to assist attorneys in their efforts to return to the legal marketplace as an attorney or in an alternative legal career.
PROGRAM HIGHLIGHTS
• Two-semester program consisting of an academic semester and an externship semester.
• Externship will place participants with a sponsor organization which will provide supervision and mentoring.
• Session 1 will continue the 2008 focus on training General Counsel (and their outside counsel or other practitioners) and will offer practical legal skills covering a variety of practice areas. The focus for Session 2 has not yet been confirmed.
• Refresher courses in legal research and writing
• Networking with the legal community
• Resume and cover letter preparation
• Interview preparation including mock interviews
• Training with on-line legal databases as well as other information and software systems
The Open Houses for the second session will be held on April 28, 2009 and May 21, 2009, from 5pm-7pm.
Second session: July 13, 2009 -- December 18, 2009
Each session begins with a weeklong "boot camp" designed to refresh lawyers' skills with the basic tools of the job market, including how to craft a resume, how to approach an interview, how to use the Internet for legal and job-related research, communications skills, basic computer skills, and networking and marketing skills. Classroom work runs for 10 weeks, on Tuesday mornings from 9am-1pm and Thursday evenings from 5pm-9pm. The 10-week externship begins upon completion of the classroom component. The externships require a minimum commitment of 150 hours.
The application deadline for Session 2 is June 15, 2009.
To apply, please send a current resume and statement of interest, (no longer than 2 type-written pages), which explains why you are interested in this program and how it fits in with your career goals. Please e-mail these materials to Amy Gewirtz at agewirtz@law.pace.edu. There is no application fee, but an interview may be required.
In order to provide the individual attention that we believe is integral to the New Directions program, we purposely aim to enroll a relatively small group of attorneys for each session of the program. In that regard, we encourage you to apply early.
PROGRAM HIGHLIGHTS
• Two-semester program consisting of an academic semester and an externship semester.
• Externship will place participants with a sponsor organization which will provide supervision and mentoring.
• Session 1 will continue the 2008 focus on training General Counsel (and their outside counsel or other practitioners) and will offer practical legal skills covering a variety of practice areas. The focus for Session 2 has not yet been confirmed.
• Refresher courses in legal research and writing
• Networking with the legal community
• Resume and cover letter preparation
• Interview preparation including mock interviews
• Training with on-line legal databases as well as other information and software systems
The Open Houses for the second session will be held on April 28, 2009 and May 21, 2009, from 5pm-7pm.
Second session: July 13, 2009 -- December 18, 2009
Each session begins with a weeklong "boot camp" designed to refresh lawyers' skills with the basic tools of the job market, including how to craft a resume, how to approach an interview, how to use the Internet for legal and job-related research, communications skills, basic computer skills, and networking and marketing skills. Classroom work runs for 10 weeks, on Tuesday mornings from 9am-1pm and Thursday evenings from 5pm-9pm. The 10-week externship begins upon completion of the classroom component. The externships require a minimum commitment of 150 hours.
The application deadline for Session 2 is June 15, 2009.
To apply, please send a current resume and statement of interest, (no longer than 2 type-written pages), which explains why you are interested in this program and how it fits in with your career goals. Please e-mail these materials to Amy Gewirtz at agewirtz@law.pace.edu. There is no application fee, but an interview may be required.
In order to provide the individual attention that we believe is integral to the New Directions program, we purposely aim to enroll a relatively small group of attorneys for each session of the program. In that regard, we encourage you to apply early.
Stimulus Money and Jobs in Government
Regardless of your views on the federal stimulus package, it is creating jobs in government. Some agencies need to fill the jobs quickly and, thus, aren't listing them. You may want to check with federal agencies in your area to see if they are hiring. And, of course, set up an automatic e-mail notification with usajobs.com to receive daily job notices based on your criteria.
Wednesday, March 18, 2009
An upside of recession: opportunity for reevaluation
William A. Chamberlain / Special to NLJ.com
February 23, 2009
In a time of short days and increasing numbers of pink slips, it is easy to let our concept of what is possible for us narrow down with the early twilight. But one of the few upsides of the recession is the opportunity to reevaluate not only what we want in a job but also who we are. Beyond the paycheck, having a job that we love and that aligns with our values allows us to use our talents and skills in ways that make us feel productive or helpful or creative.
Self-assessment, in whatever form works for you, can open up possibilities, give you direction and give you the confidence as you pursue your search. Asking a few key questions is the first step. Are we satisfied with our jobs? With some parts of our jobs? Do we enjoy going to work? If we have been laid off, did we enjoy what we did? What do we want to do next? On a more practical level: What will make us attractive to our next employer? What skills do we possess beyond the list of projects on our resumes? Are we great with spreadsheets? With any or all forms of technology? Do we thrive on working with people? Do we enjoy managing? Are we more entrepreneurial? What do we dislike? Staring at a computer screen all day? Meetings? Do we meet new people easily? Do we enjoy writing? What motivates us? Money? Prestige? Altruism? Security? Self-assessment gets us thinking in terms of "career" rather than "job."
While Lawyers tend to prefer "doing" to "being," time spent in "stillness" and reflection can help us to determine the right direction for our careers. Our best ideas usually come to us when we are in a reflective mode. Those of us who are laid off should resist the temptation to apply to the first job we see. Taking some time off to regroup is a necessary part of the job search. Try a self-assessment instrument like the Myers-Briggs Type Indicator or the Strong Interest Inventory. While no one instrument tells us all we need to know to pursue that next job, such self assessments can provide useful information. Not surprisingly, in Myers-Briggs terminology, the legal profession tends to select for those who identify as thinkers — those who favor the impersonal, logical and objective over the subjective and interpersonal — and judgers, who are organized and work-focused. Myers-Briggs feelers have a tougher time in law, but we need more of them. Feelers bring the human dimension to legal issues and often pursue public interest jobs — and career services positions. If you are a feeler or an entrepreneurial type in a large law firm, you may have felt out of place and alone — a layoff might be a wake-up call to pursue a better fit.
Take a look at a number of good books that will help you better understand your talents and passions. The first third of Deborah Arron's What Can You Do with a Law Degree? focuses on self-assessment, with practical exercises to explore whether you want to leave law at all and to evaluate transferable skills as well as interests and values that shape your ideal job. The final third of her book contains a list of resources for various law-related careers such as advertising and legal publishing. The classic What Color is Your Parachute? and various books by Barbara Sher, such as Wishcraft, provide step-by-step advice on getting what you really want from work. Sher shows how so-called obstacles and limitations can be overcome by creative brainstorming, often with a supportive group of friends — or a career counselor. The Artist's Way by Julia Cameron outlines a process to overcome writers' block that is equally useful working through job search frustration or inertia. Start each day, she suggests, with a few minutes of free writing — about whatever comes to mind without any kind of critical eye. For me, that exercise is a great way to bring up what's on my mind and free my thinking for the day. Finally, Timothy Butler's Getting Unstuck provides a guide to working through life's crises or periods of "impasse." One of the developers of a widely used CareerLeader assessment tool for MBA students, Butler advocates experiencing the negative feelings of impasse before creating a map that will lead to a more fulfilling and exciting career. He provides helpful exercises to get beyond the negative feelings inherent in the loss of a job.
Once you have a better idea of what you want to do with the rest of your working life, get moving. Don't overlook informational interviewing, an underutilized method for discovering a new path. Think about people you know or have read about whose jobs you would like to have (okay, Oscar-nominee is a long shot). What is it about these jobs that attract you? Don't limit yourself with "Oh, I could never do that!" Ask for half an hour of time from an informational contact. Or ask your law school or undergraduate career office to steer you toward helpful alumni. Before you meet with your informational interviewee, develop a list of questions from your research on the web or in print. Check out Lisa Abrams' Official Guide to Legal Specialties or read up about other fields. Get as much information as possible about the person you are interviewing and his or her job — both the good and the bad. If you can find out the salary range, all the better. Ask what a typical day is like. What does the interviewee read online or in print to stay current? How did she or he get into the field? What additional education or training would be helpful or essential? Don't ask for a job! The interviewee surely will mention an opening if he or she thinks you're the right fit. Do ask for suggestions of others to talk with, and, of course, follow-up with a thank-you note. Keep your new contacts apprised of developments in your search — they are now a part of your professional network.
My first question for students who have no idea about what they want to do: What do you do for fun? I don't ask them to begin with a book or the MBTI . Rather, I inquire about what they enjoy most about law school and about previous jobs or internships. What were their dream careers when they were contemplating law school? The job search comes down to what will make us happy going forward. Especially in the darkest economic times, we need to begin a job search not from a place of anger, frustration or fear. Self-assessment can help you avoid taking another job where you are not happy — you will not last long there in any case. On a practical level, if you take the time to explore your likes, dislikes, skills, interests, and values you will have answers to the two basic interview questions: "Why are you here?" and "Why should we hire you?"
William A. Chamberlain is assistant dean, Law Career Strategy and Advancement, Northwestern University School of Law.
February 23, 2009
In a time of short days and increasing numbers of pink slips, it is easy to let our concept of what is possible for us narrow down with the early twilight. But one of the few upsides of the recession is the opportunity to reevaluate not only what we want in a job but also who we are. Beyond the paycheck, having a job that we love and that aligns with our values allows us to use our talents and skills in ways that make us feel productive or helpful or creative.
Self-assessment, in whatever form works for you, can open up possibilities, give you direction and give you the confidence as you pursue your search. Asking a few key questions is the first step. Are we satisfied with our jobs? With some parts of our jobs? Do we enjoy going to work? If we have been laid off, did we enjoy what we did? What do we want to do next? On a more practical level: What will make us attractive to our next employer? What skills do we possess beyond the list of projects on our resumes? Are we great with spreadsheets? With any or all forms of technology? Do we thrive on working with people? Do we enjoy managing? Are we more entrepreneurial? What do we dislike? Staring at a computer screen all day? Meetings? Do we meet new people easily? Do we enjoy writing? What motivates us? Money? Prestige? Altruism? Security? Self-assessment gets us thinking in terms of "career" rather than "job."
While Lawyers tend to prefer "doing" to "being," time spent in "stillness" and reflection can help us to determine the right direction for our careers. Our best ideas usually come to us when we are in a reflective mode. Those of us who are laid off should resist the temptation to apply to the first job we see. Taking some time off to regroup is a necessary part of the job search. Try a self-assessment instrument like the Myers-Briggs Type Indicator or the Strong Interest Inventory. While no one instrument tells us all we need to know to pursue that next job, such self assessments can provide useful information. Not surprisingly, in Myers-Briggs terminology, the legal profession tends to select for those who identify as thinkers — those who favor the impersonal, logical and objective over the subjective and interpersonal — and judgers, who are organized and work-focused. Myers-Briggs feelers have a tougher time in law, but we need more of them. Feelers bring the human dimension to legal issues and often pursue public interest jobs — and career services positions. If you are a feeler or an entrepreneurial type in a large law firm, you may have felt out of place and alone — a layoff might be a wake-up call to pursue a better fit.
Take a look at a number of good books that will help you better understand your talents and passions. The first third of Deborah Arron's What Can You Do with a Law Degree? focuses on self-assessment, with practical exercises to explore whether you want to leave law at all and to evaluate transferable skills as well as interests and values that shape your ideal job. The final third of her book contains a list of resources for various law-related careers such as advertising and legal publishing. The classic What Color is Your Parachute? and various books by Barbara Sher, such as Wishcraft, provide step-by-step advice on getting what you really want from work. Sher shows how so-called obstacles and limitations can be overcome by creative brainstorming, often with a supportive group of friends — or a career counselor. The Artist's Way by Julia Cameron outlines a process to overcome writers' block that is equally useful working through job search frustration or inertia. Start each day, she suggests, with a few minutes of free writing — about whatever comes to mind without any kind of critical eye. For me, that exercise is a great way to bring up what's on my mind and free my thinking for the day. Finally, Timothy Butler's Getting Unstuck provides a guide to working through life's crises or periods of "impasse." One of the developers of a widely used CareerLeader assessment tool for MBA students, Butler advocates experiencing the negative feelings of impasse before creating a map that will lead to a more fulfilling and exciting career. He provides helpful exercises to get beyond the negative feelings inherent in the loss of a job.
Once you have a better idea of what you want to do with the rest of your working life, get moving. Don't overlook informational interviewing, an underutilized method for discovering a new path. Think about people you know or have read about whose jobs you would like to have (okay, Oscar-nominee is a long shot). What is it about these jobs that attract you? Don't limit yourself with "Oh, I could never do that!" Ask for half an hour of time from an informational contact. Or ask your law school or undergraduate career office to steer you toward helpful alumni. Before you meet with your informational interviewee, develop a list of questions from your research on the web or in print. Check out Lisa Abrams' Official Guide to Legal Specialties or read up about other fields. Get as much information as possible about the person you are interviewing and his or her job — both the good and the bad. If you can find out the salary range, all the better. Ask what a typical day is like. What does the interviewee read online or in print to stay current? How did she or he get into the field? What additional education or training would be helpful or essential? Don't ask for a job! The interviewee surely will mention an opening if he or she thinks you're the right fit. Do ask for suggestions of others to talk with, and, of course, follow-up with a thank-you note. Keep your new contacts apprised of developments in your search — they are now a part of your professional network.
My first question for students who have no idea about what they want to do: What do you do for fun? I don't ask them to begin with a book or the MBTI . Rather, I inquire about what they enjoy most about law school and about previous jobs or internships. What were their dream careers when they were contemplating law school? The job search comes down to what will make us happy going forward. Especially in the darkest economic times, we need to begin a job search not from a place of anger, frustration or fear. Self-assessment can help you avoid taking another job where you are not happy — you will not last long there in any case. On a practical level, if you take the time to explore your likes, dislikes, skills, interests, and values you will have answers to the two basic interview questions: "Why are you here?" and "Why should we hire you?"
William A. Chamberlain is assistant dean, Law Career Strategy and Advancement, Northwestern University School of Law.
Networking is key to navigating recession
Ari L. Kaplan / Special to NLJ.com
March 2, 2009
There have been thousands of layoffs in the legal market since the financial crisis began, but if you are one of its casualties, you have options and can still create opportunity. In the current market, those who continue to think of ways to provide value to others will stand out in a sea of people that is only growing more crowded as the credit crunch lingers.
Start thinking about who inspires you in your community and why. Then try to meet one or all of those individuals. It is important to begin this process of finding inspiration because as you hone those skills, you will be able to nourish your appetite for interesting and unique perspective throughout your career. The manner in which you can meet them varies depending on your style. Some people are comfortable cold-calling or e-mailing prospects. Others prefer to use technology. Still others are only comfortable with an introduction by a friend. While all of these methods work, you may not have the luxury of pursuing only the option with which you are most comfortable.
Buoyant times allow us to relax, but in leaner periods, we must explore all possibilities for distinction. That said, your personal style is critical to your professional success. Many types of personalities can arrive at the same destination — they just need to do so by taking different routes. If you are more comfortable in small groups, consider individual interviews or small discussion groups. Meal-time events, e.g., dinner clubs, can be productive gatherings where contacts are more inclined to discuss issues of greater importance to them, including family, sports and hobbies. These conversations provide deeper insight into an individual than changes in the market or frustrations with billable hours. Book clubs offer a similar environment. The key to finding value in these interactions is to use what you learn for genuine follow-up. For instance, if an individual mentions an upcoming vacation, you can e-mail him or her in a few weeks and ask about the vacation. If he or she has an important client meeting in a few months, you can calendar that event and wish him or her luck. You can do this by e-mail, phone or handwritten note (a personal favorite for many), but the act itself is more critical than the means. Also, consider interviewing people that you want to meet or with whom you would like to develop stronger relations. Start a podcast, which can be as simple as posting telephone interviews online, or write an article. Again, it is the act, rather than the method that will help you enhance your profile. You can follow up on what you learn by developing panel presentations to bring members of your new network together. If you can find ways to spotlight career milestones and showcase the achievements of another, you will go beyond building a network. You will begin setting the foundation for friendship. Those who think of others are often more successful because of the reflection it brings on their character.
Consider conducting a survey to connect. Identify an issue that is of importance to the population of people that you are trying to reach. Then contact members of that community and ask them about the problem and potential solutions. It is a great opportunity to get to know someone and it positions you as an insightful advisor. Once your survey is complete, you can publish the results and position yourself as an expert in the area you have covered. It will enhance your name recognition and encourage others to market your work. Journalists will be curious about your findings and many will be looking to your results to benchmark their own insights and performance. The key to getting your conclusions published is to position it as relevant at the time you are issuing the results. For example, if it is early in the year, you can position it as a tool for planning for the next year. Since the economy is a popular issue in the current environment, you can characterize your survey as a means for streamlining operations by incorporating some of your conclusions. Depending on the confidential nature of your study, ask certain participants, particularly those who may have a higher profile, if you can quote them because it will associate them with your work. As others Google them, they will find you. They will see that you are associated with high caliber individuals and make similar judgments about your qualifications.
Many lawyers (and most professionals) believe that client development and even career satisfaction are the result of luck. Some people get lucky with their mentor, with their assigned practice area and with their first client. The truth is, everyone benefits from random luck at least once. The great ones, however, attract luck as well. The chance you have in the downturn is an important one, and you get to choose to take advantage of it. You can build the foundation for your next opportunity, when it is almost effortless, or wait and force it into a complex schedule competing with many other prospects when you find employment again.
Ari L. Kaplan, a lawyer and a writer in New York City, is the author of The Opportunity Maker: Strategies for Inspiring Your Legal Career Through Creative Networking and Business Development from Thomson-West (2008). He delivers keynote presentations, in-house programs and university lectures at law schools, bar associations and law firms nationwide. Download a free discussion guide on creating opportunities at http://www.AriKaplanAdvisors.com. And, for a free 1-hour program on ideas for creating job and business development opportunities, contact the author directly at ari@arikaplanadvisors.com.
March 2, 2009
There have been thousands of layoffs in the legal market since the financial crisis began, but if you are one of its casualties, you have options and can still create opportunity. In the current market, those who continue to think of ways to provide value to others will stand out in a sea of people that is only growing more crowded as the credit crunch lingers.
Start thinking about who inspires you in your community and why. Then try to meet one or all of those individuals. It is important to begin this process of finding inspiration because as you hone those skills, you will be able to nourish your appetite for interesting and unique perspective throughout your career. The manner in which you can meet them varies depending on your style. Some people are comfortable cold-calling or e-mailing prospects. Others prefer to use technology. Still others are only comfortable with an introduction by a friend. While all of these methods work, you may not have the luxury of pursuing only the option with which you are most comfortable.
Buoyant times allow us to relax, but in leaner periods, we must explore all possibilities for distinction. That said, your personal style is critical to your professional success. Many types of personalities can arrive at the same destination — they just need to do so by taking different routes. If you are more comfortable in small groups, consider individual interviews or small discussion groups. Meal-time events, e.g., dinner clubs, can be productive gatherings where contacts are more inclined to discuss issues of greater importance to them, including family, sports and hobbies. These conversations provide deeper insight into an individual than changes in the market or frustrations with billable hours. Book clubs offer a similar environment. The key to finding value in these interactions is to use what you learn for genuine follow-up. For instance, if an individual mentions an upcoming vacation, you can e-mail him or her in a few weeks and ask about the vacation. If he or she has an important client meeting in a few months, you can calendar that event and wish him or her luck. You can do this by e-mail, phone or handwritten note (a personal favorite for many), but the act itself is more critical than the means. Also, consider interviewing people that you want to meet or with whom you would like to develop stronger relations. Start a podcast, which can be as simple as posting telephone interviews online, or write an article. Again, it is the act, rather than the method that will help you enhance your profile. You can follow up on what you learn by developing panel presentations to bring members of your new network together. If you can find ways to spotlight career milestones and showcase the achievements of another, you will go beyond building a network. You will begin setting the foundation for friendship. Those who think of others are often more successful because of the reflection it brings on their character.
Consider conducting a survey to connect. Identify an issue that is of importance to the population of people that you are trying to reach. Then contact members of that community and ask them about the problem and potential solutions. It is a great opportunity to get to know someone and it positions you as an insightful advisor. Once your survey is complete, you can publish the results and position yourself as an expert in the area you have covered. It will enhance your name recognition and encourage others to market your work. Journalists will be curious about your findings and many will be looking to your results to benchmark their own insights and performance. The key to getting your conclusions published is to position it as relevant at the time you are issuing the results. For example, if it is early in the year, you can position it as a tool for planning for the next year. Since the economy is a popular issue in the current environment, you can characterize your survey as a means for streamlining operations by incorporating some of your conclusions. Depending on the confidential nature of your study, ask certain participants, particularly those who may have a higher profile, if you can quote them because it will associate them with your work. As others Google them, they will find you. They will see that you are associated with high caliber individuals and make similar judgments about your qualifications.
Many lawyers (and most professionals) believe that client development and even career satisfaction are the result of luck. Some people get lucky with their mentor, with their assigned practice area and with their first client. The truth is, everyone benefits from random luck at least once. The great ones, however, attract luck as well. The chance you have in the downturn is an important one, and you get to choose to take advantage of it. You can build the foundation for your next opportunity, when it is almost effortless, or wait and force it into a complex schedule competing with many other prospects when you find employment again.
Ari L. Kaplan, a lawyer and a writer in New York City, is the author of The Opportunity Maker: Strategies for Inspiring Your Legal Career Through Creative Networking and Business Development from Thomson-West (2008). He delivers keynote presentations, in-house programs and university lectures at law schools, bar associations and law firms nationwide. Download a free discussion guide on creating opportunities at http://www.AriKaplanAdvisors.com. And, for a free 1-hour program on ideas for creating job and business development opportunities, contact the author directly at ari@arikaplanadvisors.com.
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