Welcome to today’s discussion. I believe this topic is one of the most crucial for staying marketable to a law firm. Frankly, most attorneys don’t understand this topic or its importance. They make career choices that can often keep them out of law firms for the rest of their careers.
Today, I’m going to discuss various decisions attorneys make and why these decisions can hurt your future in a law firm. This is a live webinar, so after the presentation, we’ll take a short break for a minute or two, then I’ll come back and answer questions. The questions are a vital part of the webinar because other attorneys likely have similar questions. Typically, several hundred people join these webinars, and regardless of what you think of your question, you’re likely helping others facing the same issues.
I talk to attorneys all the time, and many who watch these webinars start making the right choices and learn about things they wouldn’t necessarily learn in a law firm, such as what it takes to be marketable and how to make the right career decisions. Today, I’ll discuss the biggest mistakes people make when they go into law firms or before they even try. Every day, many candidates submit their resumes to BCG, and I spend at least two hours a day reviewing new candidates, deciding who is marketable and can be placed. A substantial number of them, we can’t work with. Many don’t understand why, so I’ll explain that today. Regardless of your practice area—workers' compensation, insurance defense, litigation, corporate—the rejection rate is typically over 90%. The only reason people are rejected is due to the mistakes we’ll talk about today.
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I’ve been doing this for over 25 years. Over 600,000 candidates have applied to BCG, and we can’t work with the majority of them. I understand who’s marketable and who’s not. I’m not bragging, but I don’t know anyone else with a company that has had that many applicants. Our goal is to make placements, so we want to work with everyone we can. We put our resources behind candidates whose resumes and experience follow the rules I’m going to talk about today. It’s in our best interest to do so, but we can’t put our resources behind those making career errors. It’s very specific what you need to do to work and stay employed in a law firm, and these are mistakes people make.
At the outset, I want to tell everyone why working in a law firm is a good decision. Starting or transitioning your career to a law firm is much more powerful than going in-house, to the government, academia, or other paths. It takes at least five years to become proficient in a practice area. To become a good attorney, you need to stay in a law firm for at least five years. After that, you can consider going in-house or other options. The problem with going in-house is the instability—companies experience financial problems and let people go. It’s difficult to find a new in-house position, especially if you’re unemployed.
In a law firm, after becoming an associate and learning, you have the opportunity to start your own business supported by the law firm, which means bringing in business. Once you have clients, you’re stable for the rest of your career. You can always get jobs in law firms and will always be paid a percentage of the work you bring in. A law firm supports you with secretaries, paralegals, associates, office space, etc. Partners with business in law firms are in a much different place than those working for someone else. In-house jobs are insecure and can disappear when new general counsels bring in their own legal departments.
Law firms offer employment stability and the opportunity to start your own business within the firm. Any other route involves more risk. People in in-house jobs often get laid off because they are cost centers. Law firms provide more security and opportunities. Even if you start your own law firm, your income is based on the business you bring in. Working in a law firm is an excellent choice for most attorneys, but people often get psyched out by the idea. BCG rejects most people because they make mistakes that make them unmarketable. It’s sad because no one teaches how to be marketable in law school or in most law firms.
This webinar is essential because learning these rules could save your career and provide a long-term career in a law firm. Just because you’re unhappy at one law firm doesn’t mean there isn’t a law firm where you’ll be happy. BCG helps people find the right fit in different law firms, considering work-life balance, salary, and other factors. There are many opportunities out there. If you know how to search for a job, there’s a law firm for you.
In this webinar, I’ll also show you how to find opportunities in the BCG database. There are opportunities for every attorney, regardless of background. It’s important to understand that your law school, grades, and other factors don’t matter as much as staying committed to a practice area. I’m part of a business group called YPO, and several members are personal injury attorneys who went to local law schools and are making far more money than those who went to top law schools and work at big firms. Personal injury attorneys can make millions a year with enough cases. There’s so much opportunity in law firms.
Understanding these 10 rules of staying marketable can make your career take off and provide employment stability. Law firms are always looking for people with business, not senior associates. Once you bring in business, you can do very well in law firms.
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The first rule to staying in a law firm and getting jobs is to specialize in one practice area. Be as specific as possible about what you do. Young attorneys often think having experience in different areas is beneficial, but law firms want specialists. Law firms prefer candidates with specific experience in one practice area. For example, if you had brain cancer, you wouldn’t want a doctor who also does orthopedic work and studies blood. You’d want a specialist who focuses on brain cancer.
Law firm clients want attorneys who specialize in one area. If you do municipal law transactions, for example, that’s a rare skill. Law firms contact us daily looking for specialists in specific practice areas. Your objective should be to get the best experience in your practice area. Law firms value specialists because they can charge higher billable hour rates for their expertise. Generalists don’t become experts and are less valuable to law firms.
Your resume should focus on your specialization. Law firms will hire you if you have experience in a specific practice area. Choose a practice area, gain experience, and look like the best expert in that area by writing papers, joining associations, and getting on boards. Your competition is people committed to that practice area. Over time, fewer people will stay in the same practice area, reducing your competition.
I look at resumes all day, and the main thing I care about is commitment to a practice area. Law firms care about experience in a single practice area. Even if you didn’t go to a top law school or work at a prestigious firm, you can still do well by specializing.
It's amazing to me. I remember I had one candidate who got a summer associate job but didn't get an offer. He was very upset because he thought he would. Then he took the bar and failed it two or three times in California. He started at a small firm, focusing on privacy or something similar. Ten years later, he's at one of the most prestigious firms in the world, probably in the United States, with a significant book of business. He's doing cases that are in the news, like in the New York Times. It's all because he focused on one practice area.
You need to choose a practice area that interests you. It should be something empowering and enjoyable. I'm not telling you to go into a practice area you don't like. It has to appeal to you. Different types of practice areas appeal to different people. For example, I took tax law in law school, expecting it to be complicated, but I found it came naturally to me, and I loved it. However, I went into litigation because I enjoyed writing and solving conflicts. I disliked corporate work as a summer associate.
People who enjoy writing and subjects like history and English often become litigators. Those interested in math and science may become corporate attorneys or engage in transactional work like real estate. It's essential to pick a practice area that you can see yourself doing for the rest of your career. Once you have that interest, attend conferences, network with other attorneys, and become deeply knowledgeable in that area.
One of the most successful corporate attorneys I know in Los Angeles makes a base compensation of seven and a half million dollars a year, plus bonuses. He can work at any firm he wants. When he was younger, he would call companies to advise them and offer insights because he loved the practice area. His passion and knowledge helped him develop a huge book of business.
Focusing on a practice area and becoming an expert can lead to significant success. Clients want attorneys who show enthusiasm, understand their problems, and know how to fix them effectively. An example is an attorney who worked for me, specializing in student loans. Despite competing against attorneys from large firms, his focus and expertise made him incredibly effective.
You need to choose a specialty and go all in. Many attorneys don't commit to one practice area, which makes it difficult to develop a book of business. The smartest attorneys often go to the best law schools but fail to commit to a practice area. Think about what you would want if you were hiring an attorney. You would likely choose the one with the most enthusiasm and insight into your problems.
Starting your own firm can hurt your career if it shows a lack of commitment to working with other attorneys. Law firms value experience from other law firms because they understand the quality of work expected. Solo practitioners often face difficulties getting hired because their work isn't held to the same standard. Law firms want attorneys who value working with others and rely on the firm's resources.
As you advance in a law firm, you need to be manageable and dependent on the firm. Successful attorneys often stay with law firms because they attract bigger clients. Going in-house or starting your own practice usually means working with lower-caliber clients. The most successful lawyers are managed by law firms and depend on them for resources and branding.
If you start your own practice without a book of business, it's rare to make it back to a law firm. Law firms know that solo practitioners often leave because they couldn't find a new job. Developing a book of business is crucial to standing out as an attorney. Even if you're getting a lot of work at a law firm, you should also spend time prospecting for new work.
There are various ways to generate business. Corporate attorneys can find companies to work with, while litigators can call people who have been sued. It's important to do whatever you can to generate work and stay in a law firm. You can also become an expert and find law firms that need someone like you. You may need to broaden your job search to different locations or apply to many firms to find the right fit.
So the next important step to stay in a law firm is to gain law firm experience. That's your goal. If you go into other practice settings early in your career or make that decision later, law firms aren't necessarily going to be interested in you. They want people who have that experience. For example, a lot of times people will go in-house. When you work in-house, law firms have no idea what sort of legal work and the level of legal work is expected. They can't gauge the work quality.
I'll tell you briefly, because I know a lot of people are interested in going in-house. The problem with going in-house is that companies will hire someone to do a certain type of work. Then that attorney might find reasons to give work to outside counsel, creating more free time for themselves. They might tell the company it would be unethical for them to do certain work that firms should be doing. This often results in much lower productivity from attorneys going in-house. Also, in-house companies value young attorneys, believing they will work hard and solve problems rather than delegating work to others.
As you get older, becoming an in-house attorney makes it much more difficult to return to a law firm. You should try to get as much as you possibly can on your resume by working in a law firm.
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Another crucial point is for law students: if you do not work in law firms during the summer, law firms will think you're not interested in them. They want people who decided early in their career to pursue law firm work. If you work in another type of job during the summer, law firms will either think you're not interested or couldn't get a job in a law firm. Law students need to do whatever they can to get into a law firm, even if it means offering to work for free. This will make it much easier to get a job in a law firm later. If you leave a law firm, the odds of getting back are very slim unless you have a highly valued experience, like a federal clerkship or working as a prosecutor.
Federal clerkships are valued because they expose you to significant work and involve a lot of writing. There are certain paths back to law firms, but you really need to stay in a law firm and do whatever you can to get into one. If you lose your job at a law firm, you can always find another one. I'll show you at the end of this webinar how you can do that.
It's crucial to stay in a law firm as a junior attorney, law student, and even as you get more senior. Don't leave or try to get a job somewhere else. Do whatever it takes to get a job in a law firm. At BCG, if you are looking for a job because you're going to lose a job, we may help you apply to hundreds of firms in your practice area because it works.
Most people are skeptical of approaches that don't involve applying to jobs posted online. If you apply to jobs on Law Crossing, Indeed, LinkedIn, or similar sites, anyone with an internet connection or subscription can apply to those same jobs. Are you going to be the most qualified person if there are 100 applications? The odds are slim.
When you apply to jobs, unless you are one of the first applicants and see the job immediately, your odds of getting an interview are slim, even if you are a better candidate. After a few days, emails and applications often aren't looked at because they've already received good candidates. So, if you're searching for a job, you need to be on it, applying immediately and checking job sites frequently.
There's another important point: if you are an associate at any level and applying to jobs but not getting interviews, or a law student not getting any interviews, you need to apply to places that do the type of work you do, even if they don't have openings. In most markets, if you are a senior associate in a slow market and can't find anything online, apply to firms that do the work you do. You'll likely get several interviews.
At BCG, 85% of our placements are with firms that don't have openings. This speaks for itself. If you're having problems staying in a law firm, you need to find a way to apply to every potential firm without openings.
Graduating from law school without law firm experience will hurt you. Law school provides theoretical knowledge but not practical experience, which is crucial to succeed in a law firm. Law firms typically seek candidates with two to six years of practical experience. If you don't have that when you graduate, it won't help you. As a law student, you need to get experience as soon as possible, whether through associate positions, clerkships, or other means.
Staying with a law firm is extremely important. If you don't stay in a law firm, you'll have problems because law firms have different requirements in terms of the type of work they do. Staying in a law firm helps you develop skills and experience that are valued by law firms. Transitioning to a non-law firm role makes it difficult to return to a law firm unless you are the best or only applicant for what they are seeking.
Unemployed attorneys face a major challenge. If you're unemployed, it will be very difficult to get another job. Most people assume you were fired or left without a job, both of which are negative marks on your background. You need to be very careful about the firms you join out of law school or as a lateral. Some firms, especially those specializing in corporate work in places like Silicon Valley, New York, and Chicago, frequently let attorneys go without notice.
In my experience, major law firms almost never interview someone who is unemployed. If there's an abundance of attorneys for every job, why would they choose someone unemployed when they could have been fired or left on their own accord? Even if you left a firm due to low morale, it won't matter if the firm has been around for over 100 years. You can't leave a job without another one lined up. You have to stay employed as a lawyer without breaks throughout your career.
Staying employed isn't that hard. You can look at smaller markets. For example, a woman I worked with years ago had been unemployed for three months after her boyfriend committed suicide. She was a corporate attorney at a big firm. I sent her to firms in smaller markets like Akron, Ohio, and Madison, Wisconsin. She received several job offers. You can always find a job.
You can look at smaller markets or more firms in your market. You should never be unemployed. If it ever looks like you're going to be unemployed for a long time, you need to get out there and apply to everything you possibly can. This includes firms without openings because once you're unemployed, it becomes much more difficult to get a job. Think about how this works: if you've been unemployed for a long time, or even a short period, it becomes a black mark on your record.
Maybe you're not interested in working at a particular firm. Maybe you left due to personality conflicts, or perhaps you got fired, which is a judgment against you. Attorneys get laid off all the time. Law firms will overhire during booming economies and then let people go. The problem with getting laid off is that it means the law firm chose you to lay off over others because law firms never lay everyone off. Wherever you go, you need to commit and do the best you possibly can to avoid getting laid off. Develop positive relationships with other attorneys at the firm, be likable, and do the best work you can.
Sometimes, people get fired for different reasons. I had a candidate who went to Columbia Law School and was on law review. He came to me after being fired, but he kept using the firm's voicemail and remained on their website. I told him to do whatever he could to stay on their website and keep his voicemail because removing those would make it very difficult to get a job. I recommended he apply to tons of firms, even those without openings, to maintain the appearance of being employed.
If you're unemployed, you can stay active in associations, but the most important thing is to start applying to places where there's likely to be interest. If you're in a big market like Chicago and lose your job at a firm, you have two choices: try to get jobs in Chicago or start looking at other markets with fewer attorneys. This is important because big markets like Chicago, Washington, DC, and Boston are oversaturated with attorneys. How are you going to stand out in those markets? Law firms look for people who are consistently employed with no issues.
Your best bet is often to apply to smaller markets where there are fewer attorneys with your qualifications. For example, in markets like Memphis, Tennessee, where the economy is booming and there are openings for real estate attorneys, there aren't enough good real estate attorneys. It would be smart to apply to such places. Staying in a market with many people like you will make it difficult. Law firms value stability.
When I do interview prep at BCG, I notice most candidates have employment stability, meaning they join a firm and stay there for three or four years. Law firms are keen to interview such candidates. However, some people leave firms after a year or two, which is risky. It suggests that perhaps their work quality wasn't good, and the law firm pushed them out. There are very few ways to judge candidates because there's no consistent rating agency for attorneys' quality. Surveys might exist, but they don't carry much weight.
If someone's been at a law firm for three or four years, they're likely doing good work. Law firms reward good work with bonuses, praise, and good reviews. But if you're frequently leaving jobs, law firms will presume you'll do it again. Resumes showing frequent job changes are common but not favorable.
I remember a candidate who was first in her class at a big school and went to Yale Law School. She started at Sullivan & Cromwell, then moved to a big firm in Silicon Valley but didn't like it. Despite her qualifications, she struggled to get interviews because she moved too much. Firms want stability because if they invest in you and you leave, it’s bad for morale, clients, and firm reputation.
If you're looking for a job, would you hire someone who has been at three firms in three years or someone who has been at one firm for five years? Stability matters. Partners are also not immune to this. I knew a partner who had been at five firms in three years due to conflicts and compensation issues. Constantly moving isn't good for your career.
When joining a law firm, you need to stick around, even if there are things you don't like. Stability is crucial. If you have a pattern of short stints, firms will be reluctant to hire you. Even during recessions, law firms are more likely to keep associates who started as summer associates or early in their careers. Firms appreciate long-term commitment.
Negativity exists in every firm—there are always issues like work shortages or problem partners. But you can't conclude that you should leave based on a few negative aspects. It takes strength to stick around through ups and downs.
When I started BCG Attorney Search, I hired recruiters with long tenures at their previous jobs. They believed in the company and were positive. Conversely, those who were unemployed when I hired them were difficult, negative, and eventually left to start competing firms. Stability and positivity are important.
If you keep moving from firm to firm, it reflects poorly on your resume. Law firms invest in training and bringing you up to speed, so they value commitment. Make sure to commit to your firm, build positive relationships, and do your best work.
But anyway, to make a long story short, those people all left; they were huge problems. I would assign them candidates, and they wouldn't work with them. They were undermining the company. However, the people I hired, who had been at their previous jobs for 18 and 14 years, stayed at the company for 10 years and did exceptionally well. One of them, who had come from a firm where her salary was around $120,000 a year, ended up making $300,000 to $400,000 when she came here and dug in. The one who had been at a firm for 14 years stayed here for 16 years.
The point is that there's a certain type of person who buys into negativity, creates problems, doesn't commit, and is negative. These people would stop by your office and give you all sorts of negative things about your firm. Then there are people who don't pay attention to that and just dig in. If you're switching jobs because of negativity, you should think carefully. People who commit to their jobs do well and have stability. You just can't be switching jobs constantly. The longer you stay in a job, the better off you're going to be. The longer you stay in a job, the more the firm will trust you. The more the firm trusts you, the more important work they give you, the less likely they are to lay you off, and the more client contact you'll get. That's the role you want to be in. But if you're just leaving firms all the time, you'll never get there, and every law firm you go to will think you're just a hired gun they can use for a short time.
In most cases, when people leave, they undermine everything around them. You want to be the sort of person who commits and stays as long as you can because you're going to get better work, better relationships, more respect, and all this type of thing. Stay with the firm as long as you possibly can until a move seems like your best option. There's nothing wrong with moving, but you need to be very careful about that. Keep in mind, I make money moving people out of firms, but if I have a candidate that's stable, someone who has been at two firms in six or eight years, that person is going to get way more interviews than someone who has been at every firm for two years. Law firms know that person is likely to stay. It shows commitment to your practice, that you can get along with others, that you're not being fired or asked to leave, and that you're not a negative person undermining things.
Law firms are always on the lookout for people with negativity. If they see you as someone with negativity, they will move in and house on you. I remember not too long ago, a major firm in New York, one of the most respected and top firms, saw an article on Above the Law where someone had written negative things about the firm. The firm quickly identified and fired the person. Similarly, partners at a major firm were reviewing websites that people are on, and no one who spent significant time on negative sites ever made partner. You don't want to expose yourself to things that could be negative. You want to stay positive and believe in your firm, finding reasons to like it rather than dislike it.
People, partners, and firms can tell who's positive and who's negative. They can see whispering and all that kind of stuff. People do not want to be around negative people; they expel them like viruses. In college classes, negative people were not favored by professors. You need to stay positive, stay away from negativity if you want to be stable because that sort of stuff can really damage you. Do whatever you can to be stable, believe in your firm, make a good effort, and play the game the way the law firm wants. Once you do that, you'll be okay.
Becoming a new attorney in a law firm is like getting broken in. You don't know how to do things right or how the politics work, but you learn and commit to it, and you'll be fine. A lot of people leave at the first sign of criticism. Every new attorney should know that in law firms, summer associates typically get good reviews because they're being nice. But as a first- or second-year associate, law firms often give massive criticism to break you in, making you afraid of making typos and errors and teaching you how to play the game. By mid-level, around the third to seventh or eighth year, they start giving incredible reviews because you know what you're doing, and they're making money off you. As a senior associate, reviews might get vague and mixed because they want you to leave unless you look like partner material.
Understanding market dynamics is crucial. If you're trying to work in markets with many attorneys like you, it's going to be very difficult to get a job. Most professions involve moving markets to advance careers. For example, Washington, D.C. has an oversupply of litigators, and New York City has too many corporate attorneys. If you're trying to get a job in a saturated market, you can't expect to succeed unless you're the best candidate or have a perfect background.
I have an attorney I'm working with right now, a senior attorney in his mid-60s. He's been a partner at some firms but has been unemployed for over a year in Boston. He's applying to jobs and getting nothing because there are too many senior attorneys in Boston. Instead, I got him a job in Ohio and another in Missouri. You need to think about the law of supply and demand. Smaller markets often have opportunities where larger ones don't.
You are never unemployable. One of the easiest placements I make is for people in New York City who can't find a job in highly specialized practice areas. There are firms in places like Rochester, Syracuse, and Buffalo that always need attorneys.
When I got out of law school, I clerked for a federal judge. Attorneys in that area were smart and had gone to good law schools, but they were in a less competitive market. You can often have a much better career in a place where your skills are more valued. For example, people in Detroit think being an attorney is amazing, unlike in New York or Washington, D.C., where it's more common.
My point is, if you're doing a job search, think about supply and demand. Being in a market where your skills are valued and there's less competition can lead to a much better career.
And anyway, so I'm used to meeting with all these attorneys. Not a lot of them, maybe four mixers or something, where people got together. But anyway, here's what happened. I left Bay City after my bookship, went to work in law firms, and then started doing this. A couple of years ago, I was just like, I wonder what's going on with all these people. I remember the names of a couple of firms that were there. When I say people, I don't know how many there were, but anyway, I went to the websites of these firms and I was astonished. They were all still there. These attorneys were still in the law firms they were in 23 years ago or whatever it was.
What I learned is that a lot of times, smart career moves are essential. Every attorney I know from the law firms I worked in has been in multiple places, bouncing around in LA, and even people I went to law school with. I bounced around too, but you know what happens? In these markets where there aren't a lot of attorneys, you will have employment stability. You can bring in clients, be respected as an attorney, and you won't be pushed out due to firm dynamics. Why wouldn't you want career stability? Here's the thing that happens to people. I remember my first law firm, Quinn Emanuel, and almost everyone was divorced. How can you maintain a marriage when you're working all the time?
Several attorneys I worked with are dead from heart attacks, and just literally at young ages, in their forties. Do you want career instability, something you might not experience in another market? It's powerful to think about. Who doesn't want to be happy, healthy, and have a stable career? Why would you want anything other than that? Many people commit to a law firm with no future, don't advance, and become very upset. It's common for men to face divorce when they don't make partner and then try going in-house for a year, which often doesn't work out. Smaller markets can often be much better places to work.
The next thing is building and maintaining a book of business. I know I talked about this earlier, but it's very important. If you want to stay employed with a law firm, I would say that terms of the attorneys approaching BCG looking for jobs, maybe 25 percent of them are senior attorneys without business. Becoming a senior associate without a book of business is problematic. I talked to a senior associate not too long ago who hadn't worked in a year after being at a huge law firm like Milbank. These firms don't have any reason to keep people around without business.
The game at a law firm is to learn in your first five years how to do the work. Become very good at it, make the law firm a lot of money, and the law firm makes you a lot of money. It's no different than working in a hospital as an intern. Interns work for very little money, making a lot of money for the hospital. Then you might become an 8th or 10th year associate, and they might make you partner without any business, but with the expectation to bring in business. If you don't, they'll start having conversations about you leaving.
If you're a senior associate, you should be thinking about bringing in business. It is your survival. It's the only thing that will keep you employed. Unless you have business, you're just going to be toast. Some firms may make you partner, but unless you have business, your career is over, at least in that law firm. You can work in smaller markets, but that's the game. If you are a senior associate or a junior associate becoming a mid-level associate, this needs to be in the back of your mind. No law firm will tell you this because they want to make money off your work. You have to do this on your own.
Partners are compensated for the work they do. If a partner's billing rate is $1,000 an hour, they might be compensated 50 percent of that, but if they give the work to you, they might be compensated at 15 percent. So, it's in the partner's best interest to do the work instead of giving it to you. They'll only give you work if they have more than they can handle, which happens, but clients won't want to pay $1,000 an hour for everything. Clients are happy to pay mid-level associates charging $500 an hour because it saves them money.
When you become a senior associate, your billing rate will be close to a partner's rate, and the partner won't want to give you work unless they have to. They'd rather see you leave than pay you a high salary without enough work for you. Clients would prefer having a partner do the work because they believe a partner does better work. So, firms let senior associates go unless they bring in a lot of business. Young partners need to understand how important it is to bring in business. Legal careers fail if you don't have business.
How do you develop business? It's like anything; you figure it out and make it happen. Contact people you know, network, and be nice to people. But you need to develop business. This is crucial.
You need to be an associate, partner, or counsel in a law firm. If you take a position as a staff attorney or contract attorney, there are big problems. It suggests you don't want to work as an associate, and firms don't advance staff attorneys. I remember a guy who went to University of Virginia Law School, started at a big Washington, D.C. law firm, then took a position as a staff attorney at a big firm in Cleveland. He couldn't get firms interested because he was a staff attorney.
Any non-traditional role in a law firm won't help you. It suggests you don't want the commitment or hours required. Becoming a staff attorney means you get less sophisticated work and aren't developing your skills at a high level. If you pass the bar, you can get a job in a law firm as an associate or partner. You need to avoid being a contract attorney or staff attorney and aggressively look for law firm jobs. If you're not getting jobs, it's because there are candidates better than you, so apply to firms without openings and go all out.
You should be proud of watching this whole webinar. This information can change the direction of your career and life. If you've made mistakes, they are fixable. Most people don't learn about this in law school, but if you feel like you've made mistakes, ask about them. I can probably tell you what to do to fix them because that's what I do for a living.
We'll take a quick break for two minutes. I'll grab something to drink, and then we'll come back for questions. If you've made mistakes, don't feel bad. The point is to learn from them. Ask questions about your career, and I'll help you.
QUESTIONS
All right, I’m really excited about this. If we can get over 700 people on this webinar, it’s going to be fantastic because this is a topic where you can learn a lot. So, let me quickly find the questions.
Alright, being on this webinar is a smart choice because I think everyone will learn a lot. Let me pull up a Word document to get the right questions. Okay, I have a lot of questions here, so let me start with the first one.
The first question is: During the webinar, you spoke about the long-term nature of building a book of business. What are some strategies for staying motivated and persistent when progress seems slow? How can I measure and track my progress effectively to ensure that I’m on the right path? What indicators should I look for to adjust my approach if needed?
This is a very important question. From my experience, successful business generators often maintain a list of around 100 people they know. Start by creating a list of 100 people from your past and present. These could be classmates, colleagues, or acquaintances. The reason for this is that when you stay in contact with these 100 people, they may refer you to others who need your services.
I remember when I was an associate, developing business was crucial. I began calling people I knew from high school and college, simply to check in and see how they were doing. I didn’t sell myself; I just made the call to reconnect. To my surprise, two of my high school friends referred significant business to me. One had a graphic design business and referred me work worth about $200,000 a year. This happened because I reached out and showed genuine interest without pushing for business.
I later encountered a course on generating business, which advised creating a list of 100 people and checking in with them periodically. This strategy proved effective, and even now, keeping in touch with people can yield substantial business opportunities. I used this approach when I left my last law firm and reached out to former partners, who then referred work to me.
Networking is key. For instance, a partner I know in San Francisco built his business by helping people without asking for anything in return. By providing valuable advice or assistance, he created a network that eventually referred work to him. Similarly, an attorney I spoke with got business by connecting with surfers he met while traveling. The principle is simple: build relationships and offer help without immediate expectations.
Another example is a lawyer I knew from Detroit who, before law school, was a contractor. After helping a corporate attorney with paperwork, he ended up receiving significant business referrals. This demonstrates how networking and offering assistance can lead to valuable connections.
In summary, relationships are vital in generating business. It’s not just about direct solicitations but about building trust and rapport. Keep in touch with people, help them when you can, and maintain these connections. Networking should be part of your ongoing strategy, whether through calls, emails, or face-to-face meetings.
Remember, clients hire you because they trust you and value the relationship, not just because they need something. Building and maintaining these relationships is crucial for long-term success in business development.
So the next question is about how lateral attorneys should navigate salary negotiations when moving from a long-term unemployment phase to a new firm without underselling their value. If you’ve been unemployed for a while and are negotiating the salary for a new job, it's important to approach the situation strategically. You need to strike a balance between being eager to secure the position and ensuring you’re not undervaluing yourself.
In salary negotiations, it’s crucial to be thoughtful about your responses. One effective approach is to express that you would like to be compensated in line with other attorneys at your level, either from your previous role or in the new firm. This response suggests that you’re focused on fairness and equity rather than just the salary itself.
Another important point to mention is that your primary concern is getting back into a law firm rather than just focusing on the salary. This demonstrates that you value the opportunity to gain experience and training, which is essential if you’ve been unemployed for a long period. In the legal profession, particularly in the first five years, gaining experience and training is often more valuable than the initial salary.
If the law firm asks about your salary expectations, you should mention what you were earning before, provided it meets your needs, and emphasize your interest in rejoining a firm rather than just focusing on salary. If you’re underpaid initially, you can gain experience and then seek opportunities with higher pay later. Negotiation is possible, and many firms are open to it, but avoid asking for too much, as this can lead to the breakdown of negotiations.
If negotiations do break down, you might find yourself without a job, so proceed with caution. It’s essential to strike a balance between negotiating effectively and securing the position.
Regarding addressing gaps in employment on a resume, particularly for attorneys facing long-term unemployment, it’s common to encounter such gaps. You have a few options for addressing these gaps:
- Do Not Address It Directly: Simply leave it on your resume.
- Provide Explanations: Offer valid reasons such as illness, family issues, or market conditions. For example, if you were ill or had a family emergency, this can be a reasonable explanation, though it may not always be ideal.
- Market Conditions: Explain that you faced challenges due to the economic downturn or market conditions.
Lastly, job opportunities are abundant, and it’s important to actively search for positions. Many job databases and resources are available to help you find opportunities, even in niche areas of practice. For example, there are extensive job listings for different practice areas and regions. By leveraging these resources and applying to a broad range of firms, you can increase your chances of finding a suitable position.
Right now, for this particular person, we have a list of hundreds, probably over 500 firms. Regardless of whether this person is employed or unemployed, if they were to apply to these firms, they would have a very good chance of potentially getting hired. This firm right here, for example, is not that big. The more of these smaller firms you find, the more likely you are to secure a job. The key is finding firms that are likely to have openings. The larger the region you target, the more opportunities you'll have. For instance, if you’re in New York, you'll find even more job opportunities.
As an attorney, your goal should be to find as many places to apply as possible. Some of these applications will lead to positions. Following this method, everyone who applies to jobs as we guide them gets hired. It's almost inevitable because you're reaching out to places that might not have current openings but may still hire you if they need someone with your skills. Building these lists involves searching for firms, using tools like Google, which is very effective.
Let me show you one more thing. It frustrates me that people don’t do this. For example, if you are a corporate attorney in Syracuse, New York, you can find a list of firms online. BCG, US News, and Super Lawyers provide lists and rankings of firms. By looking at these lists, you can find various firms in Syracuse. Some firms, like the NABE Law Firm, might not receive many applications. It's essential to check their websites to confirm if they do the type of work you're interested in.
Business and commercial law firms might not be receiving many applications, making it easier to get a job if you apply. Creating a list of these places and applying directly can be very effective. Visit their websites, find the HR contact or person in charge, and apply. Even if a firm doesn’t seem like a corporate law firm, you can still try applying. Often, no one is applying to these less obvious firms. If you find a firm where the key person is Mark Walvis, for instance, and you apply, they will likely be very interested in you.
If you’re a corporate attorney, even if unemployed, this strategy is crucial. It’s something that few people do, but if you follow it, you have a very good chance of getting a job. The strategy for someone long-term unemployed is to apply to firms that others are not applying to but that would be interested in your skills. This approach is more effective than focusing on long-term employment gaps. If you apply only to firms with current openings, you’ll compete with everyone else, and the odds of being the best candidate are lower.
Moving on to the next question about adapting to the dynamics of politics within law firms, especially for those who may find such environments intimidating, there are strategies for building influence and credibility among peers and senior attorneys. When joining a new law firm, the most important things are doing good work, being dedicated, billing hours, and being nice to everyone. Building influence among peers involves helping others and not sharing personal problems. For instance, sharing inappropriate personal details can lead to problems, as seen in a case where an employee was fired after discussing personal matters. Keeping relationships cordial and avoiding personal disclosures is crucial.
Senior attorneys will respect you more if you produce high-quality work and take their feedback seriously. Helping peers and respecting senior attorneys are key to building credibility.
Another significant question is how lateral law firm attorneys can effectively demonstrate their value during interviews to avoid being perceived as risky hires. Emphasize your achievements such as building the most hours, working on sophisticated cases, collaborating with important partners, and receiving excellent reviews. You can also explain any gaps or issues like losing a client, but focus on how your experience and performance reflect your value.
Regarding why people from the Securities and Exchange Commission (SEC) or Federal Reserve don’t have trouble getting law firm jobs, there are some insights. Firms may be interested in candidates from these agencies, but it can be challenging. The work environment in government agencies differs significantly from law firms, which require billable hours and a different type of work. Law firms may view a transition from a government role as less favorable due to these differences.
Law schools often push students into government roles with promises of future law firm jobs, but this is not always realistic. Law firms might see candidates from government agencies as having different skills and expectations. Working in a government role involves inefficiencies and less client-driven pressure, which contrasts with the demanding nature of law firm work.
Finally, concerning LLM graduates from foreign countries and their difficulty in getting hired by law firms despite passing the bar, the issue is often with how LLM programs are perceived. Many LLM programs are viewed as money-making ventures for law schools rather than rigorous academic training. These programs do not always have the same admission standards as JD programs, which affects how employers view LLM graduates. Consequently, foreign LLM graduates often struggle to secure positions in U.S. law firms and may need to return to their home countries or work in other fields.
So, employers are aware that individuals who obtain LLM degrees often come to the U.S. with the expectation of finding a job, but many are unaware of the actual job market conditions for LLM graduates. Let me explain the type of people who get LLMs in the U.S. and why LLM programs don't hold significant weight with employers.
Employers value JD degrees more highly because they are based on LSAT scores, which measure legal intelligence and predict performance in law school. LLMs, on the other hand, do not provide the same benchmark. Admission to JD programs depends on LSAT scores and academic performance, which are clear indicators of a candidate's potential. This is not the case with LLM degrees, which lack a standardized measure for employers.
Another crucial point is that law school grades determine the quality of firms you can join. Your grades in law school will directly impact your employability. High grades will lead to interviews with prestigious firms, and securing a position with a top firm reflects well on your marketability and personal skills. Law firms assess candidates based on JD performance, including participation in Law Review or Order of the Coif. LLM degrees don't offer comparable metrics, making them less valuable in the hiring process.
Moreover, LLM graduates often face additional hurdles. Firms must spend money on sponsorships for international candidates, which complicates the hiring process. Why would a firm sponsor an LLM candidate when they can hire a U.S. attorney without the need for sponsorship? Additionally, international candidates may come from different legal systems and cultures, which can pose integration challenges within U.S. firms.
Firms prefer candidates who will stay long-term, and if you come from a foreign country, there's a risk that you may return home. This uncertainty makes it less attractive for firms to hire international LLM graduates.
These challenges explain why many LLM graduates struggle to find jobs in the U.S., despite their investment of time and resources. While some individuals from prestigious programs like Harvard may succeed, such cases are rare.
Now, if you're transitioning from a non-traditional role back into a law firm setting, there are several key challenges to anticipate. Law firms are often hesitant to hire candidates from non-traditional backgrounds, such as in-house or government roles, when they can hire a U.S. attorney with similar qualifications. The difference in work environments, such as the lack of billable hours in in-house positions, can also be a challenge.
To position your diverse experience as an asset rather than a liability, target smaller firms or firms in geographic areas with fewer candidates like you. This strategy can help you stand out and be seen as an asset rather than a competitor.
When evaluating lateral opportunities, consider whether the move will enhance your career in the long run. It is generally beneficial to work for larger clients early in your career to gain complex experience. Larger clients offer more in-depth work and higher billing opportunities. Later, as you build a book of business, moving to a smaller firm can offer more opportunities to generate business and provide value.
Thank you for participating in this webinar. The insights shared today on business development, avoiding common mistakes, and navigating career transitions are designed to help you make informed decisions. I appreciate your engagement, and I hope this information proves beneficial as you advance in your careers. We'll continue these discussions next week.
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.
