Interviewing a Law Firm: Distinctions that Make the Difference

That usually leaves the job to the lateral partner candidate.


I speculate that the reason that law firms aren''t experts at distinguishing their firm from competitors is that they want to keep their pitch upbeat and palatable, and the safest way to do this is often by speaking in generalities. For example, a lockstep partner compensation system may be viewed very positively or very negatively, depending on the lateral partner candidate. I think that firms feel they remain more appealing to candidates when they aren''t getting into those nitty-gritty details that risk turning off (and losing) candidates who may otherwise have been interested in the firm. (Since I am writing this in the midst of the 2008 presidential election, I am starting to see some parallels. Everything, it seems, is ‘change'' and ‘maverick'' and ‘hope'' and ‘oversight.'' I see this tendency to stick to broad statements that people can''t really take issue with, and a failure to deliver detailed information. While I''m not holding my breath for politicians to start talking specifics, I do encourage law firms to start out talking to partner prospects about those business principals and plans that are distinguishing.)

I tell my law firm clients that the most powerful way to recruit lateral partners is by focusing on the details. As popular as it is to be a ‘great'' law firm that ‘makes a lot of money,'' more is needed for a powerful hire. Even if the specifics of your compensation system (or business philosophy or management structure) will dwindle the pool of interested candidates, narrowing down is critical to finding the right partners for the future of the firm. As a law firm, you have made a myriad of choices and decisions about how that firm will do business and thrive — this is what defines you. In practice, though, law firms can tend towards the general.

Thus, I suggest to my partners interviewing with a new firm to take the lead in helping the firm define and distinguish itself. At the end of the day, deciding which firm to join is ultimately a question of looking at the individual equity partners and making a decision whether these are people with whom you want to partner. Taking aside the obvious, that means have you asked the questions that will give you enough information to determine whether these are lawyers who 1) share your point of view as a businessperson, who 2) are your equals in the ability to create a profitable business, and 3) who you could see yourself really trusting?

In my experience, most of these questions are answered at a gut level once you''ve spent enough time with your potential new partners. As you''ll see below, there are important questions to ask, though, that help you outline the answers as you move through the process. Some of these questions will be fundamental to understanding how the partnership works. Some of the answers to these questions may simply lead you to eliminate the firm as one in which you are interested. All of the answers, taken together, will provide you with the tools you need to define and distinguish, even if the firm hasn''t attempted to do that for you.

What is your compensation philosophy? We''re all familiar with eat-what-you-kill versus a merit-based scheme versus a lockstep partnership system. While one is not innately superior to another, a firm chooses its compensation philosophy for a reason. It speaks volumes about its culture and its business. Obviously, some will be more interesting to you than others. Secondly, ask who determines the compensation, and whether partners are compensated on an open or closed basis. Third, ask whether behaviors that are important to you (e.g., referring work and cross-selling) are rewarded in the firm''s compensation structure.

How many tiers is your partnership? The trend today (overwhelmingly) is a two-tiered partnership. What it means to be a partner has changed dramatically over the past 10 to 15 years, and becoming an equity partner has, in some ways, become more difficult. A two-tiered partnership may offer a firm more freedom to promote its lawyers without having to split up the profits. It usually also raises the barrier to entry for the equity level. Ask about why the firm chooses to have the partnership structure it has. You should also ask whether the firm has de-equitized partners in the past, and under what circumstances.
 

• See Top Ten Interview Questions for more information

How is my compensation affected in a down year for my business? Again, there aren''t any right or wrong answers to this question, but if your business is one that runs with the ups and downs of the economy, it is important to try to anticipate how a more modest year of collections will be viewed by a new firm.

What business lines are you focusing on in the next 5-10 years? The uncertainty in today''s economy underscores this question — which is often forgotten when law firms are thriving. Is the firm thinking ahead of the market to anticipate what practice areas will be most in demand down the road? As a corollary, how dependent is the firm on any one particular practice area? If the market for a particular legal service wanes, what are the other practices that will pick up the slack?
 

• See Interviewing Tips for more information

How much debt does the firm have? Both capital investment and ongoing debt obligations of partnership are paramount issues in joining a firm as an equity partner. A firm should be forthcoming about its debt and use of lines of credit. In my opinion, profits per partner figures on which we''ve relied so heavily in the past will not be as reliable as indices of future success as a more critical analysis of how the firm manages its business on behalf of capital partners.

Is there a mandatory retirement age? Like partnership tiers, the mandatory retirement age issue has been one in transition at many firms. However, this is a defining question I''ve seen be a pivotal issue in terms of suitability.

What are the firm''s aspirations for new and existing satellite offices? Large-scale expansion, through merger and acquisition, has been extremely important in the last several years. As we move through a recessionary economy, though, I suspect we''ll see an increasing emphasis on those law firms that have been conservative in opening new offices. Again, it is not a matter of what is objectively right or wrong — but the geographic decisions a firm makes say something about the firm. This may or may not work for your practice.

I encourage firms to resist the short-hand temptation to try to simply say ''we''re better than the rest.'' I prefer a law firm that can identify those lateral partner candidates in the market to whom its particular business model is attractive, and sell the firm on that basis. As important as it is to acknowledge what types of attorneys succeed at your firm, it is as important to acknowledge what types of attorneys don''t succeed.

Lastly, profitability is paramount, but the structure that supports that profitability is what makes a law firm a good home for its particular partners. When a lateral partner in the market can make those distinctions on his or her own, the decision-making becomes far more clear.

See the following articles for more information:

• 21 Major Interview Mistakes to Avoid at All Costs
• The Best Way to Prepare for a Job Search and Interviews
• How to Talk About Other Interviews in Your Interviews
• How to Answer the Tell Me About Yourself Interview Question
• How to Answer the Do You Have Any Questions for Me Interview Question

About Harrison Barnes

Harrison Barnes is a prominent figure in the legal placement industry, known for his expertise in attorney placements and his extensive knowledge of the legal profession.

With over 25 years of experience, he has established himself as a leading voice in the field and has helped thousands of lawyers and law students find their ideal career paths.

Barnes is a former federal law clerk and associate at Quinn Emanuel and a graduate of the University of Chicago College and the University of Virginia Law School. He was a Rhodes Scholar Finalist at the University of Chicago and a member of the University of Virginia Law Review. Early in his legal career, he enrolled in Stanford Business School but dropped out because he missed legal recruiting too much.

Barnes' approach to the legal industry is rooted in his commitment to helping lawyers achieve their full potential. He believes that the key to success in the legal profession is to be proactive, persistent, and disciplined in one's approach to work and life. He encourages lawyers to take ownership of their careers and to focus on developing their skills and expertise in a way that aligns with their passions and interests.

One of how Barnes provides support to lawyers is through his writing. On his blog, HarrisonBarnes.com, and BCGSearch.com, he regularly shares his insights and advice on a range of topics related to the legal profession. Through his writing, he aims to empower lawyers to control their careers and make informed decisions about their professional development.

One of Barnes's fundamental philosophies in his writing is the importance of networking. He believes that networking is a critical component of career success and that it is essential for lawyers to establish relationships with others in their field. He encourages lawyers to attend events, join organizations, and connect with others in the legal community to build their professional networks.

Another central theme in Barnes' writing is the importance of personal and professional development. He believes that lawyers should continuously strive to improve themselves and develop their skills to succeed in their careers. He encourages lawyers to pursue ongoing education and training actively, read widely, and seek new opportunities for growth and development.

In addition to his work in the legal industry, Barnes is also a fitness and lifestyle enthusiast. He sees fitness and wellness as integral to his personal and professional development and encourages others to adopt a similar mindset. He starts his day at 4:00 am and dedicates several daily hours to running, weightlifting, and pursuing spiritual disciplines.

Finally, Barnes is a strong advocate for community service and giving back. He volunteers for the University of Chicago, where he is the former area chair of Los Angeles for the University of Chicago Admissions Office. He also serves as the President of the Young Presidents Organization's Century City Los Angeles Chapter, where he works to support and connect young business leaders.

In conclusion, Harrison Barnes is a visionary legal industry leader committed to helping lawyers achieve their full potential. Through his work at BCG Attorney Search, writing, and community involvement, he empowers lawyers to take control of their careers, develop their skills continuously, and lead fulfilling and successful lives. His philosophy of being proactive, persistent, and disciplined, combined with his focus on personal and professional development, makes him a valuable resource for anyone looking to succeed in the legal profession.

About BCG Attorney Search

BCG Attorney Search matches attorneys and law firms with unparalleled expertise and drive, while achieving results. Known globally for its success in locating and placing attorneys in law firms of all sizes, BCG Attorney Search has placed thousands of attorneys in law firms in thousands of different law firms around the country. Unlike other legal placement firms, BCG Attorney Search brings massive resources of over 150 employees to its placement efforts locating positions and opportunities its competitors simply cannot. Every legal recruiter at BCG Attorney Search is a former successful attorney who attended a top law school, worked in top law firms and brought massive drive and commitment to their work. BCG Attorney Search legal recruiters take your legal career seriously and understand attorneys. For more information, please visit www.BCGSearch.com.