1. The Generalist: Jack of All Trades, Master of None
Explanation:
Candidates who claim expertise in multiple, unrelated practice areas (e.g., entertainment law and trusts and estates) often appear unfocused. Law firms prefer specialists who can provide deep knowledge and skills in a single practice area. A specialist is more likely to bring unique value to a firm, helping it to excel in a specific domain. In contrast, generalists may struggle to keep up with the latest developments in multiple fields, making them less effective.
Why It Matters:
Specialization allows lawyers to develop a profound understanding of their field, keeping up with new laws, regulations, and best practices. This expertise is invaluable to a firm’s reputation and success. Clients seek firms with deep knowledge in specific areas, as they trust these firms to handle complex issues more competently. Moreover, specialists are often more efficient, reducing the time needed to resolve cases and thereby increasing profitability for the firm.
2. The Lone Wolf: Solo Practitioners Without a Book of Business
Explanation:
Solo practitioners who lack their own business present several challenges. These individuals often turn solo because they struggled in firm environments or prefer autonomy over collaboration. Without a client base, they may not bring significant value to the firm. Additionally, solo practitioners might have developed habits and workflows that don’t align with firm standards.
Why It Matters:
Hiring a solo practitioner without clients can be risky. Such individuals might not be accustomed to the collaborative and hierarchical nature of a law firm. They might also have developed idiosyncratic practices that could disrupt firm operations. Moreover, without clients, they don’t contribute to the firm’s revenue, making them a potential financial burden. Firms need team players who can integrate smoothly and contribute to the collective success.
Potential Exceptions:
There are exceptions, such as solo practitioners with extensive prior firm experience (10+ years) who only recently went solo (1-2 years). These candidates might still possess the necessary skills and habits from their firm experience, making them more adaptable.
3. The Unproven: No Law Firm Experience
Explanation:
Candidates who have never worked in a law firm, or haven't for over a year, can be a gamble. They lack the proven ability to navigate the firm environment and the training that comes with it. For example, an associate who clerked for a judge but never worked in a firm might struggle to secure a position because they have not demonstrated they can thrive in a firm environment.
Why It Matters:
Law firm experience is crucial because it ensures that a candidate is familiar with the rigorous demands and expectations of firm life. This includes understanding billable hours, handling multiple clients, and working under tight deadlines. Candidates without this experience might struggle to adapt, potentially leading to lower productivity and higher turnover.
Training Concerns:
These candidates lack the training that law firms provide, which includes understanding firm culture, workflows, and client management. Without this training, they may require extensive onboarding, which can be time-consuming and costly.
4. The Fresh Graduate: Too Green to Be Useful
Explanation:
Recent law school graduates (e.g., 2023 grads until September 2024) often lack the practical experience law firms need. It typically takes at least a year of training for them to become minimally effective, with firms preferring those with 2-6 years of experience.
Why It Matters:
While fresh graduates might bring enthusiasm and new perspectives, they often lack the practical skills and experience that more seasoned candidates offer. Firms need associates who can hit the ground running, handling complex cases with minimal supervision. Recent graduates typically require significant training and oversight, which can strain resources and reduce overall productivity.
Value Proposition:
Firms are unwilling to pay for someone who lacks practical experience. Hiring recent graduates often means investing considerable time and money in their development, with no guarantee of return if they choose to leave after a few years.
5. The Non-Firm Employee: Lost in Translation
Explanation:
Candidates currently working outside law firms (e.g., in-house, government, accounting firms) often struggle to adapt to the unique demands of law firm life. Law firms require specific skills such as business generation, specialization, and billable hours.
Why It Matters:
Non-firm employees often possess different skill sets and work habits. They might be used to more stable hours and less pressure to generate business. Transitioning to a law firm environment, with its emphasis on billable hours and client acquisition, can be challenging. They might also lack the depth of specialization that law firms demand.
Commitment Concerns:
Those who have left firm work once are unlikely to stay long in a firm environment again. They might have left firm work because they didn’t enjoy it, and returning might only reinforce their initial decision to leave.
Quality Assurance:
Firms are familiar with the standards of other law firms but not those of non-firm environments. The quality of work in non-firm settings might differ, making it hard to assess the true capabilities these candidates.
- See Also: Why Law Firms Do Not Like to Hire Attorneys From Most Practice Settings Other Than Law Firms
Issues with In-House Experience:
Different Work Types:
In-house attorneys often handle varied tasks and refer out complex work. This means they might not have the depth of experience in any one area that a law firm would expect.
Quality Unknown:
The quality of in-house departments and their work is often uncertain. Without a clear understanding of the standards in these environments, it’s challenging to gauge a candidate’s true capabilities.
- See Also: The 'Dark Side' of Going In-house
6. The Unemployed: A Risky Bet
Explanation:
Long-term unemployment is a major red flag. Whether fired or voluntarily unemployed, these candidates often carry hidden issues. Firms prefer hiring those who are already employed to avoid potential problems.
Why It Matters:
Unemployment often implies firing or voluntary departure, both of which are concerning. Firms prefer hiring those who are already employed to avoid potential problems. Candidates who are currently unemployed might have underlying issues that led to their unemployment, such as poor performance or difficulty working with others.
Stability Concerns:
Unemployed candidates may struggle to find new jobs quickly, indicating possible performance or adaptability problems. Firms need stability, and long-term unemployed candidates might not offer that.
Risk Aversion:
Firms prefer hiring candidates who are already employed because it suggests that they are valued and competent. Unemployed candidates are seen as riskier, as their recent lack of employment might indicate underlying issues.
7. The Nomad: Lack of Stability
Explanation:
Candidates who frequently change jobs exhibit instability. Frequent moves suggest poor performance or an inability to settle, which are risky traits for any firm.
Why It Matters:
Frequent job changes can indicate a lack of commitment or poor performance. Firms invest significant resources in training and developing their associates, and they want to ensure that these investments are worthwhile. Candidates who frequently move from one job to another are seen as risky, as they might not stay long enough to justify the investment.
Performance Issues:
Frequent moves suggest poor performance or an inability to settle. These candidates might have been let go from previous positions due to poor performance or difficulty adapting to firm culture.
Risk:
New firms face significant risks with unstable candidates. The constant turnover can disrupt team dynamics and client relationships, ultimately affecting the firm's reputation and bottom line.
8. The Market Misfit: Saturation vs. Opportunity
Explanation:
Supply and demand dynamics are crucial in legal recruitment. High-supply markets like New York are oversaturated, increasing competition. In smaller markets like Omaha or Reno, firms might accept less-than-perfect candidates due to limited options.
Why It Matters:
In saturated markets, there are more candidates vying for fewer positions, making it difficult for firms to identify the best talent. Conversely, in smaller markets with less competition, firms might lower their standards to fill positions, potentially compromising on quality.
Market Saturation:
High-supply markets have abundant candidate supply, increasing competition. This can lead to longer hiring processes and more difficulty in finding the perfect fit.
Opportunities in Smaller Markets:
In smaller markets, firms might accept less-than-perfect candidates due to limited options. This can be an opportunity for candidates who might not stand out in larger markets but can thrive in smaller ones.
9. The Senior Attorney Without Business: An Expensive Liability
Explanation:
Senior attorneys (pre-2010) without a book of business are generally unmarketable unless there’s a specific need for their experience. Without clients, they’re a costly addition to the firm.
Why It Matters:
Senior attorneys without a client base don’t contribute to the firm’s revenue, making them a financial burden. Firms prefer senior attorneys who can bring in business and mentor younger associates.
Financial Considerations:
Without a book of business, these candidates are costly additions. They require higher salaries but don’t bring in corresponding revenue, straining the firm’s financial resources.
Mentorship Value:
While they might offer valuable experience and mentorship, this is often not enough to justify the cost. Firms need senior attorneys who can contribute to both revenue and the development of junior associates.
- See Also: The “Senior Attorney Trap”
10. The Non-Traditional Role Holder: A Question of Commitment
Explanation:
Candidates in roles like staff attorney or contract attorney often signal a lack of dedication to traditional law firm careers. These positions are perceived as less demanding and lower commitment, which can raise questions about the candidate’s competence and commitment.
Why It Matters:
Staff attorneys and contract attorneys are often seen as less committed to their careers. They might have chosen these roles for the lower stress and better work-life balance, which can be viewed negatively by traditional law firms looking for driven, high-performing individuals.
Perceived Lower Quality:
Firms may view these candidates as less competent. The perception is that these roles attract those who might not have the skills or dedication required for more demanding positions.
Commitment Concerns:
A lack of dedication to traditional law firm careers can be seen as a red flag. Firms want to invest in candidates who are committed to their careers and the success of the firm.
Conclusion: The Importance of Discernment in Legal Recruitment
Avoiding these types of candidates can save your firm significant time and resources. By understanding these unmarketable traits, you can make more informed hiring decisions, ensuring a better fit and ultimately leading to a more successful and productive team. Don’t just find a candidate; find the right candidate.
Identifying unmarketable candidates is crucial for maintaining the efficiency and reputation of your law firm. By recognizing these red flags early in the recruitment process, firms can focus on candidates who offer the best potential for long-term success. This not only saves time and resources but also helps in building a more robust, skilled, and dedicated team.
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.
Harrison Barnes does a weekly free webinar with live Q&A for attorneys and law students each Wednesday at 10:00 am PST. You can attend anonymously and ask questions about your career, this article, or any other legal career-related topics. You can sign up for the weekly webinar here: Register on Zoom
Harrison also does a weekly free webinar with live Q&A for law firms, companies, and others who hire attorneys each Wednesday at 10:00 am PST. You can sign up for the weekly webinar here: Register on Zoom
You can browse a list of past webinars here: Webinar Replays
You can also listen to Harrison Barnes Podcasts here: Attorney Career Advice Podcasts
You can also read Harrison Barnes' articles and books here: Harrison's Perspectives
Harrison Barnes is the legal profession's mentor and may be the only person in your legal career who will tell you why you are not reaching your full potential and what you really need to do to grow as an attorney--regardless of how much it hurts. If you prefer truth to stagnation, growth to comfort, and actionable ideas instead of fluffy concepts, you and Harrison will get along just fine. If, however, you want to stay where you are, talk about your past successes, and feel comfortable, Harrison is not for you.
Truly great mentors are like parents, doctors, therapists, spiritual figures, and others because in order to help you they need to expose you to pain and expose your weaknesses. But suppose you act on the advice and pain created by a mentor. In that case, you will become better: a better attorney, better employees, a better boss, know where you are going, and appreciate where you have been--you will hopefully also become a happier and better person. As you learn from Harrison, he hopes he will become your mentor.
To read more career and life advice articles visit Harrison's personal blog.
