[TRANSCRIPT] Common Questions and Answers About Law Firm Interviews

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Welcome. Today, I'll be discussing the most important and commonly asked interview questions, along with how to respond to them. We will also cover special situations like writing thank-you notes.

I'll begin by addressing the key questions. These are typically the most important and common questions you'll encounter in interviews. How you answer them will significantly impact whether you get hired. I've been doing this for over 25 years, and I often see people answering these questions inappropriately, which costs them the job. In the current tight job market, where a firm might interview nine candidates but only make one offer, your ability to answer these questions appropriately can make all the difference.

Even if you feel less qualified than other candidates, how you handle these questions can give you a much better chance of getting hired. It's essential to understand that when you apply for a job, you're already 100% in the running— the firm has reviewed your resume, liked what they saw, and brought you in for an interview because they want to hire you. It takes significant time and effort to interview candidates, so how you respond to interview questions is crucial.

This might be the most important webinar you'll ever attend because you're going to learn how to answer these critical questions. I'll be referencing a book I wrote on interviewing, which I previously sold online for about $40. Today, I'm providing it to you for free. I've also made sure it's available to all BCG candidates we work with. It's a comprehensive guide, about 150 to 160 pages long, because interviewing with a law firm is incredibly important, and how you approach it matters.

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Now, let's talk about the questions that I believe are the most important based on my 25 years of experience. Lawyers often make mistakes during interviews, sometimes by answering questions about personal matters like marriage or politics. If you're asked about being married, it's generally okay to answer, as law firms value stability. Being married often indicates that you need to support someone or are settled down, which firms see as a positive sign.

However, be cautious with political discussions. Even if an attorney brings up a political topic, it's safer to avoid engaging. You could say, "I'm not really interested in politics," even if you are. This helps avoid the potential negative perceptions that could disqualify you from the job. These are traps that many fall into, so it's crucial to stay focused and avoid taking sides on contentious issues. If you take the wrong side, it could harm your chances.

Remember, interviewers are often looking for mistakes, and how you handle these situations can determine your success. If something in your resume raises concerns, try to gloss over it and steer the conversation toward your strengths. Lawyers, by nature, are adversarial and will focus on any weaknesses they find. Sometimes, firms that overly critique candidates may not be good places to work. If faced with tough questions, stay composed, give straight answers, and avoid getting flustered.

Finally, I'd like to share a story that illustrates the importance of handling these situations with care. It's a long story, but it highlights the critical points we've discussed.

When I was in college, I wrote a book about Detroit. I was deeply passionate about the subject, spending years working on the report, traveling to Detroit, and interviewing people. It was a major focus for me. When people asked me about it, I would sometimes talk for 30 to 45 minutes, especially during interviews with investment banks, agencies, and others. I’d go into such detail that it was likely boring the attorneys I was interviewing with to tears. It had absolutely nothing to do with the job I was applying for, but I was so caught up in my own interest that I didn't realize it at the time.

One day, I walked into an interview with a very famous hedge fund manager, Victor Niederhoffer. At that point, he was likely worth hundreds of millions of dollars. I had no idea what he was looking for, but when he looked at my resume, he said something that stuck with me. He told me my resume was ridiculous because it included all this stuff about Detroit that had nothing to do with the job I was interviewing for. Then he asked me a very practical question about how many bricks were on a building across the street. That was really the only question he had. He told me that if I could answer that correctly, I could be very good at the job. I did some quick math, gave him my conclusions, and explained how I reached them. The next day, I received a call from his office.

This experience taught me a critical lesson: your resume needs to reflect that you want the job you're applying for. It should be 100% focused on the position you're seeking. If your resume is filled with things that have nothing to do with the job, it will disqualify you. For example, my resume at that time looked like I was more interested in discussing Detroit than in working at a hedge fund. Even though I was enthusiastic and could answer a practical question, no one in their right mind would hire someone whose resume didn't match the job requirements.

I learned that your resume should emphasize your practice area and eliminate anything irrelevant. Associations, past experiences, and other details that don't directly relate to the job should be removed. You need to present yourself as someone who is fully committed to the position you're applying for. Many attorneys make the mistake of including all sorts of irrelevant information on their resumes—things like being involved in protests or having academic qualifications that don’t pertain to the job. Law firms, frankly, only care about your current experience in the relevant practice area. They don’t care about other unrelated activities or interests. Your resume should be laser-focused on demonstrating your qualifications for the specific job you want.

I’ve seen so many attorneys make this mistake, and it’s a huge misstep. If your resume includes interests or experiences that have nothing to do with the job you're applying for, it’s not going to help you. In fact, it can seriously harm your chances. You have to ensure that your resume is entirely focused on the practice area you're targeting, with no distractions or irrelevant information. No one cares about the unrelated things you’ve done; they only care about whether you’re the right fit for the job they’re hiring for.

It's just how it is. You wouldn't hire someone for a job if their interests had nothing to do with your practice area. It's crucial to be direct in your answers and on your resume.

Let me share a story about my grandfather. He grew up on a small farm, and his sister paid to send him to the University of Michigan. He had a unique skill—he could explain complex ideas to people without much education. He started writing about foreign affairs in a way that made sense to those with limited educational backgrounds. After World War II, he covered the war from Paris and later returned to Detroit, where he continued simplifying complex topics. His ability to break down intricate ideas into simple points made him very famous in Detroit. His column ran on the first page of the paper, and his picture was on billboards. He became one of the most well-known people in the city by focusing on just one thing—foreign affairs.

His success came from making things simple and focusing on one area. People relied on him because they knew he was the expert in that field. If you're focused on a specific practice area, people will appreciate that, and your resume should reflect this focus. Your publications, interests—everything—should align with that one area, not something else. If your resume lists activities or interests unrelated to the job, employers will lose interest.

Interestingly, some of the best resumes I've seen are very straightforward. For example, someone might list that they went to Harvard, graduated magna cum laude, and worked as an associate in a corporate department at a big firm for five years. That's all they say. There's no need to list every association or activity they've been involved in. The resume is direct, and people can quickly understand the candidate's focus.

This isn’t a resume workshop, but it ties into how you should answer questions. Everything needs to be about what you do and your practice area. Law firms don't hire generalists; they hire people who are focused on one thing. That focus makes you a much stronger candidate because it shows you're committed, and there's no noise in the background distracting from your qualifications.

I remember when my resume had all this research about Detroit, which had nothing to do with getting a job in an investment bank. Similarly, whatever you do on your resume needs to be very clear about what you do.

Just this morning, I spoke to a woman who had a strong resume highlighting her experience in healthcare law at a law firm. However, at the end of her resume, she listed various pro bono activities she was proud of while at the firm. Although pro bono work is commendable, it complicates your resume. It shows that you have other interests, which can be a red flag for employers looking for someone dedicated to one area.

For example, if someone has "Entertainment Law Society" on their resume and has worked at an entertainment company, any law firm interviewing that person for a corporate position would likely not hire them because it looks like they want to do something else. The healthcare woman I mentioned also had her resume filled with social justice activities from her college and law school days, which could be polarizing.

You need to be very clear about who you are and what you want. If your resume suggests you're interested in something other than the job you're applying for, it's going to hurt your chances. Focus is key, and everything on your resume should reinforce your commitment to the specific practice area you're targeting.

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There's a famous copywriter, Joe Sugarman, who, though he has passed away, made a significant impact in the world of advertising. He was renowned for running magazine ads, particularly in Popular Science, where he sold various products, including watches. Joe had no formal education in marketing, but he learned what makes people buy, eventually selling hundreds of millions of dollars worth of products and retiring very wealthy—over $500 million.

Joe's success story includes a valuable lesson he learned through an A/B test while selling watches. Initially, he ran ads showcasing multiple watch colors, but the ad didn't perform well. Then, he decided to simplify the ad, focusing on just one watch. The ad that focused on a single product significantly outperformed the original, many times over. This taught him—and us—a crucial lesson: when people have fewer decisions to make, they're more likely to choose.

This principle directly applies to your resume. When your resume focuses only on your practice area, it gives law firms a single, clear decision to make about you. If your resume is cluttered with unrelated interests, law firms won’t know what you truly want or where your commitment lies. You need to strip away anything that doesn’t pertain to your practice area so you come across as focused and dedicated to that one thing.

Every job posting is looking for a specific type of person. They don’t care about your research in college or unrelated experiences. They care about your suitability for the job at hand. The same is true in other industries. For example, when Honda first entered the U.S. market, they focused only on two models—the Civic and the Accord. They didn’t confuse customers with a wide range of options, and as a result, they succeeded. It was only later, when they expanded into SUVs and other models, that they started facing challenges.

The point is, when Honda was focused on doing just a few things, they excelled. The same goes for your resume. If it’s not focused, it won't look as strong as it could if it were centered on just one thing.

At BCG, I review resumes every day—sometimes hundreds in a single day. Out of 300 resumes, I might see only four or five that are truly focused. It doesn’t matter what your practice area is; if your resume is focused, people will want to hire you because they know exactly what you do and what you want to do. This focus also makes interview questions easier and more directed, which helps you succeed in the interview process.

Lawyers often make the mistake of including multiple practice areas on their resumes, thinking that more experience makes them more marketable. However, almost all firms hiring lateral attorneys are looking for someone specialized in one practice area. You want your interview questions to be about that specific area—not about irrelevant experiences. While you might be proud of your past achievements or associations, if they don’t align with your current goals, they won’t help you. In fact, they could make you look like someone who wants to do something else, which isn’t what the law firm is looking for.

I see this all the time: candidates who are underqualified for a firm but get interviews because their resumes are focused. For example, I had a healthcare attorney who had worked in a couple of in-house positions that weren’t particularly prestigious. But because he consistently focused on healthcare law, he landed an interview with a top New York-based firm, even as a 12-year associate, which is almost unheard of. His commitment to one practice area made him a strong candidate, despite not having the typical qualifications.

When you go into an interview without the traditional qualifications, the most important thing you can do is highlight your experience and make sure your resume reflects that focus. If your resume is focused, you can land interviews with better firms. These firms often look to hire people from less prestigious firms because they see potential in candidates who are committed to advancing in their practice area.

If you're moving from in-house back to a law firm, or from a less prestigious firm to a more prestigious one, your resume needs to reflect your commitment to your practice area. This focus is what will get you interviews with top firms, and it happens all the time. Those who concentrate on one thing can always move up, but your resume must be consistent and not all over the place.

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If your resume is scattered, you’ll struggle to get interviews and job offers. Your resume should be 100% focused on your practice area, and when you go into the interview, you need to articulate that you have the experience they’re looking for. This approach is something I highly recommend.

I recommended that this candidate apply to a firm even though they didn't have an open position at the time. The firm specialized in healthcare law, and after several months, they decided they wanted to interview the candidate. They were very excited about him. This highlights the importance of showing commitment to your practice area, especially if you're interviewing with a firm where you might be considered underqualified.

Another point I want to emphasize is that if you do get interviews with better firms, it's a significant selling point. You can convey to them that you’re genuinely interested in being at a firm that's more focused on your practice area, and that this is a great opportunity for you. Sometimes, this can actually make you look better than candidates coming from similar or even better firms. Those candidates might be moving down, which can make them seem less motivated or less interested in the position. So, having a focused resume and expressing your commitment to the practice area is incredibly important.

Now, let's talk about thank-you letters. I get questions about them at least once a week from candidates. In my opinion, most attorneys don’t write good thank-you letters. Often, they contain typos, and the quality of writing isn’t perfect. These letters can backfire, making you seem desperate, as if you have no other options. Law firms want to feel like they’re in a chase, that you’re a hard-to-get candidate. If you start writing thank-you letters, it can give the impression that you’re too eager, which can hurt your chances.

Thank-you letters are tricky. Even if they are gracious and well-written, they can still backfire. For example, I remember a situation from my college days. I went on a first date with a girl from Northwestern, and everything seemed to be going well. She even mentioned that she might break up with her boyfriend because they weren’t a good fit. After our first date, I made the mistake of writing her a long thank-you letter, telling her how great I thought she was. It completely backfired. She thought it was weird, and it tanked the momentum of our relationship. The same concept applies to thank-you letters after an interview. You don’t want to come across as too eager or desperate.

Think about how you would feel if you received a thank-you note from someone after an interview. It might seem odd or unnecessary, and it could make you question their motives. People like to feel that there’s a bit of a chase, that they’re pursuing something of value. If you express too much interest too early, it can take away from that.

There are positives to thank-you letters—they show that you’re interested in the job and appreciative of the opportunity. They can also help you stand out since not many people write them. However, if you send a thank-you letter, the firm might start to wonder if you have other options. You might go on a great interview, but then the thank-you letter makes them think they don’t need to chase you anymore, and they might lose interest.

I had a candidate recently who was working in-house in San Francisco. A law firm in LA was very interested in him, even though he had never worked at a law firm before. Unfortunately, after he sent a thank-you note, the firm suddenly went dark for a couple of weeks. When they finally responded, they offered him a position as a contract attorney for the first few months, rather than bringing him on as a full associate right away. In this case, the thank-you letter likely hurt his chances.

Thank-you letters are full of potential pitfalls. You might think you’re saying something positive, but it could be taken the wrong way. For example, if you say that the position would be a great opportunity for you to get trial experience, the firm might think you’re inexperienced and not ready for the job. Or if you express a desire to work on corporate transactions, but the firm isn’t set up to offer that, it can work against you. These letters are full of landmines, and it’s important to know how to navigate them.

That said, there are some situations where I do recommend thank-you letters, but generally, I advise against them because they can be very dangerous.

Here's how the process typically works when a law firm receives your resume and cover letter: The recruiting coordinator reviews the resumes, filtering out the ones that don’t fit, and then circulates the best resumes to the relevant partners. The partners usually spend 1 to 5 seconds reviewing your resume. All they’re looking for is whether you seem focused on the practice area they’re hiring for. They don’t care about your social justice activities, hobbies, or unrelated aspirations. They only care if you look like the right fit for the job.

If your resume is cluttered with unrelated information, the partner will quickly lose interest. They’re looking for someone who fits the mold of a corporate M&A attorney, a commercial litigator, or a healthcare transactional attorney—whatever the specific need is. That’s all they care about. When you show up for the interview, they’ve already formed an impression based on your resume. They make decisions about you very quickly, often within the first few seconds.

There’s a rule that people make decisions about others in just a few seconds—maybe 30 seconds—based on how you look and how you carry yourself. Typically, one-third of the people they see will make a strong positive impression immediately, another third they’re neutral about, and the remaining third they might dislike right away. It’s just how people are.

Your job in the interview is to change their minds if you don’t immediately make it into that first third. You can do this by talking about your relevant experience, showing that you’re genuinely interested in the firm, and making an effort to connect with them. If you can do that, you stand a good chance of swaying their opinion in your favor.

After the interview, the partner and associates who interviewed you will fill out an evaluation form, which typically takes just a few minutes. The recruiting coordinator will then review the feedback and advise the hiring partner or the team on what the consensus is.

If you seem like someone who would be a good hire, someone who would fit in well at the firm, work there for a long time, and be likable, this will positively influence how the partners and associates evaluate you. Most hiring decisions are based on these evaluations, which are completed after your interview. The evaluators will fill out a questionnaire with their impressions, and those impressions will play a significant role in whether you are invited back for further interviews or ultimately offered the job.

At the end of your interview, you can subtly reinforce your interest by saying something like, "This is the job I've wanted for a long time. I'm very interested and would appreciate the opportunity to come back." While this does express interest, it’s also important to balance it with a sense of confidence and assurance that you would be a great fit. If you’ve connected well with the interviewer and demonstrated your commitment to the practice area, this approach can be very effective.

After your second interview, the firm may discuss your candidacy internally, sometimes in a committee setting, and decide whether to hire you. They might also compare you to other candidates using the same evaluation process. Depending on how these discussions go, you may be hired, put on hold, or, in some cases, not hear back from the firm for a while. It's not uncommon to be "ghosted" by firms—meaning they don’t give you an answer right away. This could be because they’re still interviewing other candidates, evaluating their workload, or dealing with internal politics.

In some cases, the firm may be waiting for other candidates to accept or decline offers before making a decision on you. If you follow up too aggressively during this period, it might not work in your favor. It’s a delicate balance.

I remember an experience from law school where students were interviewing for summer clerkships after their first year. These interviews were typically with small regional firms. The students’ resumes didn’t have much on them beyond grades, so they had to rely heavily on how they presented themselves. I noticed that these students would talk about how it was their dream to work in a small town or at a small firm, tailoring their story to what the firm wanted to hear. This strategy is crucial in interviews: understanding what the firm is thinking and addressing their concerns directly.

For example, a small firm might worry that if they hire someone from a top law school, that person might leave for a larger firm later on. You need to convincingly commit to the idea that you’re interested in what they have to offer and plan to stay. This approach can make a big difference in whether you get hired.

There’s also a point to be made about people’s inherent biases and how they judge others. Judges, for instance, often have a particular leaning and rarely change their position. I once worked for a judge who, in 10 years on the bench, never ruled in favor of the defense in a criminal case. People, like judges, can be set in their ways, so it’s important to be aware of this when trying to influence their opinions.

One example that stands out in my mind involves a candidate who didn’t get the job after a full day of interviews on a Friday. He had some personality issues, and his practice area wasn’t as focused as it should have been. He was working at a small law firm in Tokyo, commuting two hours each way, and living in a tiny apartment with his wife and child. He desperately wanted to return to California. Despite his struggles, we worked together on writing thank-you letters after his interviews, really putting a lot of effort into them. We spent hours crafting these letters to show his commitment, how much the job meant to him, and why he was the right fit. We sent them via fax from a hotel in downtown Los Angeles late at night.

In this case, the thank-you letters worked. They helped him secure the job, even though it seemed like a long shot at first. However, this is a rare outcome. More often than not, thank-you letters can make you appear desperate, especially if they’re not executed perfectly. Most attorneys don’t have the experience or training to write thank-you letters effectively, and they can inadvertently raise red flags.

For example, if you make a typo or include something irrelevant, it can give the firm a reason to think negatively about you. In some cases, thank-you letters might also give the impression that you’re not considering other options, which can make you seem less desirable as a candidate.

While there are situations where thank-you letters can be beneficial, such as when you’re interviewing with a firm that might think you’re too overqualified and likely to reject their offer, they should be used cautiously. For instance, if an AM Law 100 attorney is interviewing with a small firm, the small firm might feel hesitant to make an offer, fearing rejection. In such cases, a well-crafted thank-you letter can help alleviate their concerns by demonstrating genuine interest in the firm and the role.

Ultimately, the key takeaway is to be mindful of the potential pitfalls of thank-you letters. They can sometimes do more harm than good if not handled carefully. When deciding whether to send one, consider the specific circumstances of your situation, the nature of the firm, and whether you can effectively communicate your interest without appearing desperate.

Law firms want to see that you have a genuine desire to work with them, especially if they’re not as prestigious as your previous experience might suggest. In such situations, thank-you letters can be effective because they help ease the concerns of the firm. They might worry that you won’t accept an offer because you’ve worked at more prestigious firms or have had more high-profile experience. A well-crafted thank-you letter in this context can show them that you’re genuinely interested and committed to the opportunity, which can be reassuring.

However, another common scenario candidates face is not hearing back after an interview, even after sending a thank-you letter. This lack of response often leads people to assume the worst—that they didn’t get the job or that the firm isn’t interested. But there are many reasons why a firm might not respond immediately. It could be that they’re still deciding between candidates, they’re unsure if they have enough work to justify hiring someone, or they’re dealing with internal discussions about who to hire. Just because you don’t hear back doesn’t mean you’ve been rejected; it often means the firm simply hasn’t made a decision yet.

The thank-you letter itself carries a lot of potential dangers, as I’ve mentioned before. It’s crucial to be very careful about when and how you send one. For instance, at BCG, when we work with candidates, we often record a conversation with them after their interview, asking detailed questions about who they spoke with, what was discussed, what they liked about the firm, and what they felt went well. We then use technology to process this information and craft a message that the recruiter can send to the firm. This message is often more persuasive than one coming directly from the candidate because the recruiter can highlight positive aspects that might come across as bragging if the candidate said them themselves. This is one way to effectively use a recruiter to help secure a job you might not otherwise get.

There are many ways candidates can inadvertently screw up an interview, and it’s important to be aware of these pitfalls. For example, I once showed up 20 minutes late to an interview because I underestimated the traffic in Los Angeles on a Monday morning. Despite leaving extra time for my commute, I still arrived late. As a result, the interview didn’t go well—the interviewers cut it short, and I didn’t get the job. Being late to an interview sends a message that you don’t respect the firm’s time, and it can severely damage your chances. Law firms want to hire someone who cares enough to show up on time, as punctuality is a basic expectation in professional settings.

Your interview is essentially a pitch—similar to pitching a client. Throughout your career, you’ll be expected to sell yourself, whether to law firm partners or potential clients. You need to demonstrate that you can do good work, that you’re punctual, reliable, and that you understand their needs. Eventually, as you gain more experience, you’ll go on client pitches, where you need to convince clients that you’re the best choice for their legal work.

In every pitch—whether to a law firm or a client—the key is to present yourself as someone who is an expert in their practice area, someone who is highly focused, and who doesn’t have distracting outside interests. When pitching to a client, you wouldn’t start talking about your interest in social justice or your political affiliations because it’s irrelevant to the client’s needs. The same principle applies to your resume and your interview. Your resume should reflect that you are an expert in one practice area, just like a law firm’s bio emphasizes their expertise to potential clients.

Law firms sell their clients on the fact that their attorneys are specialists in a specific area of law. This is what clients value and what they’re willing to pay for. Your resume and interview should reflect this focus. Avoid including anything that doesn’t directly support your expertise in the practice area you’re targeting. This is incredibly important because it demonstrates that you’re dedicated, focused, and capable of delivering the specialized legal services that firms and clients are looking for.

Young professionals often feel compelled to list every experience and interest on their resume, even if it’s not relevant to the job they’re seeking. This is a mistake. Just like showing up late to an interview communicates disrespect, including irrelevant information on your resume signals to a potential employer that you may not fully understand the role or the industry.

When it comes to interviews, law firms often ask key questions to gauge your fit and intentions. Among the most common are:

Are you interviewing anywhere else?
Why did you leave your last job?
Why are you interviewing with us?

These questions are landmines, and how you answer them can make or break your chances of getting the job. They are critical because they reveal your motivations and how you handle transitions.
Let’s break these down:

Why did you leave your last position?
- This is probably the most important question you’ll be asked. It’s tempting to give negative reasons, such as conflicts with toxic partners, disorganization within the firm, or a lack of work. However, this can backfire. You want to stay positive and professional. Good responses include wanting to seek increased responsibility, looking for a firm more focused on your practice area, or needing to relocate for personal reasons, like being closer to family. The best reason is often that you’re seeking a firm with more work in your specific practice area. This shows ambition and focus without disparaging your previous employer.

Are you interviewing anywhere else?
- This question, while often inappropriate, is common. It’s tricky because your answer can disqualify you if not handled properly. If you’re interviewing with a small firm and they learn you’re also interviewing with large, prestigious firms, they might assume you’ll prefer the larger firm if an offer is made. Conversely, if you’re interviewing with a large firm and they know you’re also considering smaller firms, they might question your commitment. The key here is to make the firm feel like they are your top choice, no matter what. You can say something like, “I’m focused on finding the right fit, and I believe your firm offers the best opportunity for that.”

Why are you interviewing with us?
- Law firms don’t want to feel like just another option on your list. They want to know that you’ve chosen to interview with them because you see them as a top choice. If you’re moving to a smaller firm, you can emphasize your desire to work in a more focused environment where you can have a greater impact. If you’re moving to a larger firm, you can highlight the opportunity for growth and working on more complex cases. Always tailor your answer to make the firm feel special.

Law firms are sensitive about their reputation and want to feel like their brand is desirable. If they sense you might reject an offer, it can make them hesitant to extend one. This is why it’s so important to frame them as your first choice. Whether you’re moving up to a bigger firm or shifting to a smaller, more specialized one, you need to convey that this firm is where you want to be.

Now, let’s return to the topic of thank-you letters briefly. They can be helpful in certain situations, such as when you’re interviewing with a firm that might think you’re overqualified or unsure of your interest. However, they also come with risks, especially if not done correctly. If you decide to send one, make sure it’s well-written, sincere, and avoids any hints of desperation. A thank-you letter should reinforce your enthusiasm for the role without making you seem overly eager or uncertain about other options.

It’s crucial to remember that every interaction with a law firm during the hiring process is a form of selling yourself, just like you would pitch to a client. You need to show that you are dedicated, focused, and the best candidate for the job. Just as a law firm’s bio emphasizes their expertise in a specific practice area, your resume and interview answers should reflect your specialization and commitment to that area. This approach helps build confidence in your ability to contribute to the firm’s success.

In summary, young professionals should focus on what truly matters in their resumes and interviews. Stay relevant, positive, and demonstrate that you are genuinely interested in and committed to the firm you’re interviewing with. Whether it’s through your resume, your answers to key questions, or even a carefully considered thank-you letter, the goal is to present yourself as the perfect fit for the job and the firm.

Some attorneys focus too much on explaining why they are interested in multiple firms, rather than concentrating on convincing the interviewer that the firm they are speaking with is their top choice. This can create doubts in the interviewer's mind about your commitment and sincerity, which are critical factors in the hiring decision.

When employers ask if you're applying to other firms, they're not just making conversation. They are gauging your level of interest and determining whether you're genuinely invested in the opportunity they offer. If you tell them you’ve applied to many other firms, especially firms of different sizes or specializations, they might start to wonder if their firm is just a backup option for you. This is why it’s crucial to position their firm as your first choice, even if you're considering others.

Let me share a personal story from my time working in admissions at the University of Chicago. Part of my job was to interview prospective students. I remember one year, over three days, I had to interview around 50 people because we were short-staffed. These interviews were critical because the University of Chicago, like many top-tier schools, was competing with other prestigious institutions like Harvard, Yale, and Stanford for the best applicants. The school’s goal was not just to admit qualified students but to admit those who were genuinely interested in the unique culture and rigorous academic environment of the University of Chicago.

During the interviews, I would often ask applicants where else they were applying. Their answers were telling. If they mentioned schools that didn’t align with the culture and values of the University of Chicago, it was a red flag. It indicated that they might not fully understand what makes Chicago different or that they weren’t genuinely committed to attending if admitted. On the other hand, those who could articulate why Chicago was their first choice and how it fit with their academic goals and personal values stood out. They were more likely to receive an offer because we knew they were a good match for what the university offered.

This principle applies directly to job interviews. Firms want to hire candidates who are enthusiastic about what they offer, not those who are just looking for any job or are using them as a safety net. They want to know that you’ve done your homework, that you understand their culture, their work, and their values, and that you’re eager to contribute to their success.

For instance, if you’re interviewing with a smaller firm after working at a larger, more prestigious one, the smaller firm may worry that you’re just passing time until something better comes along. To alleviate this concern, you need to clearly articulate why the smaller firm is your preferred choice. You might emphasize the opportunity to work more closely with clients, the chance to take on more responsibility earlier in your career, or the appeal of a more collaborative work environment.

One challenge many candidates face is that they don’t take the time to genuinely connect with the firm they’re interviewing with. They focus too much on what the firm can offer them, rather than on what they can bring to the firm. This lack of connection can be a major drawback. Employers want to feel like you’re committed to their team and that you’re there for the long haul. They’re looking for indications that you’re not just capable of doing the job but that you want to be there, that you’re passionate about the work, and that you fit into the culture they’ve cultivated.

When answering questions about why you’re leaving your current position or why you want to work at a particular firm, it’s essential to stay positive and avoid any negative comments about your current or past employers. Employers are looking for signs that you might be difficult to work with, that you don’t handle stress well, or that you might bring negativity into their workplace. Instead, focus on what excites you about the new opportunity and how it aligns with your career goals.

For example, if you’re leaving your current job because there wasn’t enough work in your practice area, frame it as a positive move towards finding a place where you can be more fully engaged and make a greater impact. If you’re relocating, explain how this move is a strategic decision to be closer to family or to live in a community that aligns with your values. Whatever your reason, keep it constructive and forward-looking.

Remember, interviews are not just about proving you can do the job; they’re about proving you’re the right person for this job at this firm. Every answer you give should reinforce the idea that this firm is where you want to be and that you’re excited about the opportunity to contribute to their success. This is how you differentiate yourself from other candidates and leave a lasting, positive impression.

I see this scenario all the time when discussing the ratio of interviews to offers. For some firms, it might be as high as 20 to 1, meaning that people are making a lot of mistakes in the interview process. I'm going through this today because I don't want you to make those same mistakes. I believe you're going to learn a lot from this, and it's admirable that you're investing your time in this session.

When you're interviewing, especially in situations where a firm has multiple interviews before making an offer, it’s crucial to understand that these firms are looking for someone who genuinely wants to be there. If there are 10 interviews and they still haven't made an offer, it means that candidates are likely answering questions incorrectly or failing to convey their enthusiasm for the firm.

Before you go into an interview, you need to determine why that firm is your top choice. You can't approach the interview with an attitude of just asking questions and deciding later whether the firm is a good fit. You need to make the firm believe that if they offer you the position, you would accept it without hesitation. This involves really impressing them during the interview by making them think that their firm is your first choice.

It’s not about directly stating that they are your first choice but rather emphasizing the things they do that align perfectly with your career goals. If you can make the employer believe that working there fits perfectly with what you're trying to achieve in your career, then you're on the right path.

Avoid asking questions about salary, remote work, health insurance, or how many hours are required—these are all things that can make it seem like you’re not fully committed. Instead, make it clear that you’re interested in what the firm does, the people who work there, and the work culture.

You don’t necessarily need to say that the firm is your first choice, but you can express your admiration for what they do and how it fits with your career aspirations. For instance, if you know someone at the firm who has said good things about it, mention that. I recently had a prep call with a candidate who wanted to move from insurance defense to more sophisticated work, like mass tort and products liability. He mentioned that his best friend's father, a partner at the firm, had always spoken highly of the firm. This personal connection, along with his professional aspirations, made a strong impression on the interviewers.

When discussing your background, focus on aspects that align with the firm’s practice areas. Include relevant associations and achievements on your resume that relate to the type of work the firm does. I’ve seen candidates get offers because they highlighted how the firm's location was convenient for them or how a smaller firm’s collegial environment appealed to them.

Law firms want to hire candidates who are genuinely interested in working there, not just someone looking to be convinced. They want to feel that the candidate has done their homework and has specific reasons for wanting to join their firm.

During interviews, law firms may also ask if you’re interviewing with other employers. This is a common way for them to gauge your level of interest. There are generally three scenarios here: you're not interviewing with other employers, you're interviewing with firms of similar prestige, or you're interviewing with firms that are less or more prestigious.

If you're not interviewing with other employers, that can actually send a positive message. It shows that you’re focused and selective, rather than casting a wide net. You can tell the firm that they are the only place you're interested in because of specific reasons related to your career goals, and that you believe no other firm offers the same opportunities.

This approach often goes over very well because it signals to the firm that if they make you an offer, you're likely to accept it. It also demonstrates that you’ve done your research and are truly interested in the firm’s work. When you frame it this way, it makes the firm feel like they’re not just one of many options for you, but your top choice.

If you're interviewing with less prestigious employers, that can also be a positive. Candidates often secure positions at firms that are more prestigious than where they are currently employed. The key is to have good reasons for wanting to move to a more prestigious firm and to clearly communicate those reasons during the interview.

And typically, the way attorneys position themselves for these more prestigious firms is by expressing their desire to work on more complex matters. They might say it’s always been their dream to work at a firm like this, even if they didn’t land such jobs right out of law school for one reason or another. Firms love hiring people who are eager to move up because it shows ambition and dedication. If you’re a second or third-year attorney, for instance, and the firm sees that their current associates didn’t necessarily like their previous jobs at other prestigious firms, they might hesitate to bring them on board.

But when someone is clearly striving to improve their station in life, as so many have done in the broader American culture—immigrants coming to this country and working to move up, for example—it resonates. People respect that drive to improve, and law firms are no different. They prefer candidates who are not just looking to make a lateral move but are genuinely excited about the opportunity to grow and excel in a more challenging environment.

So, when you tell an interviewer that you're looking to move up, not just sideways, they’re more likely to view you favorably. You can explain that you’ve done well in your current practice area but are hungry for more prestigious work, perhaps at a larger firm where you can handle bigger clients and more complex matters. This approach works particularly well because, in larger firms with more resources, you can dig into the details of cases in ways that smaller firms might not afford due to budget constraints.

And if you’re focused on one practice area and want to move up, it’s much easier to make that case. It’s not about being dishonest but rather about framing your experience and aspirations in a way that aligns with the firm’s strengths. You don’t need to share every detail about where else you’ve applied—focus on the firms that are similar in size and practice area to the one you're interviewing with.

The key is to convey that the firm offers something you need for your growth. Firms want to feel like they’re helping you advance in your career, not just filling a role. They need to believe that if you join them, you’re likely to stay because the role meets all your needs and aspirations.

This strategy is what sets apart the best interviewees. They don’t just talk about their skills; they talk about how the firm can help them grow. This is crucial because most candidates won’t be as prepared. They won’t have thought through how to connect their career goals with what the firm offers, which can make all the difference.

Even if you’re coming from a less prestigious background or have had setbacks like not getting a summer associate position at a top firm, or maybe you started at a smaller firm because that was all you could get, there’s still a path forward. If you focus on one practice area and build a resume that reflects your expertise in that area, and then express a desire to handle more sophisticated work or larger clients, law firms will respond positively.

There’s nothing wrong with wanting to work for more sophisticated clients. It shows ambition and a desire to challenge yourself. But equally, there’s nothing wrong with wanting to work for less sophisticated clients if it aligns better with your career goals. The important thing is to give the impression that you’re thriving where you are but are seeking out opportunities for growth.

Talk about how you’ve been entrusted with important tasks, perhaps those usually reserved for more senior associates or partners, and how you’ve excelled in those roles. But also make it clear that you’re ready for bigger challenges, which is why you’re interviewing with them.

If you can effectively present this during your interview, law firms will see you as someone who is eager to grow and someone who values what they can offer. This makes you a much more attractive candidate because they’ll feel like they’re offering you something special, something that you’ll be grateful for.

Remember, firms respect ambition, and they’re more inclined to hire someone who is looking to move up rather than someone making a lateral move without clear reasons. Moving sideways, especially from one big firm to another, might not be as appealing unless you have a compelling reason for the change. But if you’re moving up, or even down for reasons that make sense for your career, it shows that you’re thinking strategically about your growth, which is something firms highly value.

So, when you're hiring people, or in the case of a law firm deciding between candidates, it comes down to who has compelling reasons for wanting to be there. It’s very common for candidates to walk into an interview and treat it like a simple question-and-answer session without realizing that they need to provide very specific reasons for why they want to work at that particular firm. They need to convey that they would be genuinely grateful for the opportunity. Unfortunately, most people don’t do this. They show up with little to no connection or interest in the firm. They ask questions that are more about themselves than about the firm, and sometimes they even bring up topics that could be embarrassing or negative for the firm.

I remember a situation when I was clerking for a federal district judge in a small town in Michigan. We had a candidate come in from New York, very highly qualified with impressive credentials from NYU. He could have easily landed clerkships at more prestigious courts. But during his interview, he made the mistake of bringing up some negative judge ratings that were published in a book. He asked, "What do you think about that?" And just like that, he lost the opportunity. By asking that question, he showed doubt and a lack of enthusiasm about working there.

In another instance, I had an investment banker interviewing after the 2008 financial crisis. There were some negative reviews about me online written by a former employee, but when the candidate was asked about them, he dismissed them as "garbage" and didn’t give them any weight. I ended up hiring him because he showed respect and loyalty, which are critical qualities in any professional setting.

Law firms have a choice between candidates who are positive and enthusiastic about joining their firm and those who are lukewarm or even negative. They will always choose the former. They want someone who is 100% committed, someone who will have their back, support the firm, and approach the job with enthusiasm.

I’ve had experiences where I was hiring, and the difference in candidate attitudes was stark. I once reached out to UCLA's law school, asking for resumes from graduates who were still unemployed in the fall. I interviewed about 10 candidates. Despite UCLA being a great law school and these candidates having solid grades, many of them lacked enthusiasm. They didn't have compelling reasons for wanting to work with me, even though they could have researched and found something to connect with. They asked about salary right off the bat, didn’t appear excited, didn’t look me in the eye, and even had weak handshakes. There was no connection or interest.

However, there was one candidate the school insisted I meet. She came in with a completely different attitude. She was enthusiastic, had done her research, and even mentioned articles I had written. She expressed genuine interest in the work we were doing and said it would mean a lot to her to have the opportunity to work with me. Needless to say, she was the one I hired.

The point is, you need to show enthusiasm and connection in an interview. It’s not enough to just show up and answer questions. You have to make the firm feel like you genuinely want to be there, that you see something special in them. If there’s no connection, no enthusiasm, then why would they hire you? They will always choose the person who shows the most connection and enthusiasm.

If you were in their position, you’d do the same thing. Whether you’re hiring someone for a job, choosing a nanny, or making any other decision where you need to trust someone, you want to feel good about the person you’re choosing. Employers are no different. They want to feel like they’re offering a special opportunity and that you recognize the value in it. You need to make them feel good about themselves, the firm, and the opportunity they’re offering.

This means pointing out the positive characteristics of the firm, noting things that maybe they hadn’t even thought of themselves, and making it clear that you’re excited about the chance to be part of their team. People want to be around others who make them feel good. If you can do this in an interview, you’re much more likely to get the job.

This skill is incredibly important, not just in interviews but in your career as a whole. Selling yourself to an employer is no different from selling your services to a client. As an attorney, you’ll need to be able to sell your abilities to clients throughout your career. So, developing the ability to sell yourself effectively in an interview, with enthusiasm and connection, is essential. It’s about having a great personality, showing respect, and making the other person feel like you’re the perfect fit for their team.

There's a famous story about Warren Buffett that I find incredibly interesting, and it really drives home the importance of human relations in any profession, especially law. Behind his desk, Buffett has a framed certificate from a course he took—it's not a degree or a prestigious accolade, but rather a certificate from a simple course on human relations. This course was taught by Dale Carnegie, and Buffett has often said it was the best investment he ever made. He claims it made him billions of dollars, all for the cost of a course that was around $50 at the time.

The course, which was part of Carnegie's famous teachings on how to interact effectively with people, emphasizes the importance of getting people to like you, of identifying with them, and of making them feel good about themselves. It's a powerful reminder that, no matter how technically skilled or intelligent you are, success often hinges on your ability to connect with others. Learning how to build these connections can truly change your career and your life.

For instance, Carnegie teaches tactics like never saying anything negative, always using people's first names in conversation—because people love hearing their own names—and generally focusing on positive interactions. There's also a well-known book based on these principles called How to Win Friends and Influence People. While the book is incredibly useful, the course itself is where the real transformation happens. I took it early in my career, and it had a tremendous impact on me. It helped me build stronger relationships with candidates, connect better with law firms, and ultimately, it changed the course of my professional life.

Understanding human relations is crucial in any job interview. You need to make the people you're interviewing with feel respected, valued, and like the work they do is important. You need to convey that you would love to work for them and that you're genuinely excited about the opportunity. This ability to connect and make others feel good about themselves can't be overstated. It's something I can't stress enough.

If you think about upward mobility—whether it means moving to a smaller firm, a larger firm, or just the next step in your career—it’s essential that you phrase things in a way that makes it clear you’re moving because you want to, not because you have to. Employers don’t want to hire people who seem like they’re taking a job out of desperation. They want to hire winners—people who are enthusiastic, who are choosing this job because it’s what they’ve always wanted.

There’s an interesting story I like to share about a candidate from Skadden in New York. She was moving to Martinsburg, West Virginia, where there aren’t many firms that do significant work. Most of the jobs she was interviewing for paid a fraction of what she was making in New York. But instead of feeling defeated, she walked into each interview and blew everyone away. She framed it as exactly what she wanted—a chance to make a name for herself in a smaller market, to bring her experience to a place where she could have a big impact. And she got every job she applied for. Even though these positions weren’t on the same level as her previous role, she knew how to play the game.

And that’s what this is—a game you need to learn how to play. Sales skills are a huge part of it. I suggest taking sales courses or reading books like The Ultimate Sales Machine by Chet Holmes, which offers great insights into selling and business strategies. It’s about positioning yourself in a way that makes it clear you’re moving up, that you’re focused on a specific type of job, and that you’re enthusiastic about the opportunities it presents.

If you're interviewing with big firms, emphasize that those are the only types of firms you’re interested in. If you’re interviewing with smaller firms, make them feel like they’re exactly what you’re looking for. People want to hire someone who knows what they want and is laser-focused on getting it—like a guided missile.

Going back to the candidate from Skadden, she could have easily gone into those interviews feeling down about the jobs being beneath her pay grade, but she didn’t. Instead, she went in with enthusiasm and sold herself, which later allowed her to negotiate better salaries. This is how it works—you need to sell yourself, and you need to do it well.

Interestingly, I've noticed that attorneys in New York tend to be very good at this, likely due to the competitive environment. They know how to sell themselves, and this skill is crucial, not just in New York but anywhere you want to succeed.

Now, let's address other common concerns, like how you did in law school or whether you had bad grades. While it’s not as common for law firms to focus solely on grades once you’ve gained some experience, they do still matter, especially when you're starting out. When a law firm is interviewing you as a first-year associate, they have a lot of candidates to choose from, and they often rely on grades and the prestige of your law school to make those decisions.

However, as you gain more experience, grades start to matter less. For example, someone with a background as a chemical engineer who later became a patent attorney might not have had the best law school grades, but their experience and specialized knowledge could outweigh that. Law firms are more interested in what you’ve done since law school, especially as you move from mid-level to senior associate or partner.

That said, there are still firms, like Gibson Dunn and other top-tier firms, that continue to look at grades throughout your career. But in most cases, your experience and how you’ve performed in your practice area become the most important factors.

In general, once you become an expert in a certain practice area, that expertise becomes your most valuable asset. I was talking to a woman in Milwaukee, Wisconsin, who was trying to get a job as a healthcare attorney. She didn’t have the best grades and attended a third-tier law school, but she had spent her entire career, even before law school, focused on healthcare law. This experience made her resume stand out, and she was able to land a position at a major law firm right after graduation, despite her academic background.

This highlights an important point: as you progress in your legal career, your grades become less important, and your experience in a specific practice area becomes more critical. Larger firms, especially when hiring lateral attorneys, are primarily interested in your expertise and how well-trained you are in your practice area. While they might glance at your grades, they’re often more focused on whether you have the specialized knowledge they need.

For law students, this means that while grades and the prestige of your law school are important early on, what will really make you marketable later is gaining experience in a specific practice area. The more you can concentrate on one area and build expertise, the more attractive you will be to bigger firms down the line. These firms care less about where you went to law school or what your GPA was, and more about whether you’ve developed the skills and knowledge they require.

I remember another case that illustrates this perfectly. A woman who graduated from the University of Minnesota Law School had some of the worst grades I’ve ever seen—Cs and Ds. Yet, she managed to secure a clerkship with a federal appellate judge, which is a highly competitive and prestigious position. The judge apparently didn’t look too closely at her grades, perhaps because she was on law review, likely due to a write-on competition. After her clerkship, she was hired by one of the most prestigious firms in Silicon Valley. They didn’t ask for her grades, likely assuming that someone with her clerkship experience was an excellent candidate. Later, when she moved to another firm, they too didn’t ask for her grades, simply relying on the prestige of her previous positions.

This is a rare case, but it shows that once you start building experience, especially in prestigious roles, the emphasis on grades diminishes. What becomes more important is your work history and the reputation you’ve built.

Another example is with patent attorneys. Patent attorneys often have degrees in sciences, math, or engineering—fields where it’s notoriously difficult to achieve high grades due to strict grading curves. As a result, many patent attorneys attend second- or third-tier law schools because their undergraduate GPAs don’t reflect their true capabilities. Even in law school, they might not excel in the same way their peers in other majors might. However, once they start practicing and writing patents, their grades become less relevant. Over time, as they build a solid resume filled with practical experience and technical expertise, larger law firms begin to overlook their academic records in favor of their specialized skills.

For instance, I had a candidate today who got an interview with a prestigious firm in Omaha, Nebraska. He specialized in a niche area of tax law and, despite not having good grades in law school, his unique expertise made him an attractive candidate. The firm didn’t even look at his grades.

This pattern is something I’ve seen time and again, particularly with patent attorneys. Initially, they might struggle with grades and attend less prestigious law schools, but as they accumulate experience, their expertise outweighs their academic record. Large law firms, when considering such candidates, focus on their work product and the specialized knowledge they bring to the table, rather than their law school grades.

The takeaway here is that while grades and law school pedigree might matter early on, your focus should shift to building deep expertise in a particular area of law as you progress in your career. This expertise is what will set you apart and make you an attractive candidate to top firms, regardless of your academic history.

I don't know the exact percentage, but if there are 100 people in your law school class, maybe only one or two will become patent attorneys. Trained patent attorneys are quite scarce, and as they gain experience, law firms stop relying on their grades to evaluate them. By the time you become more senior, you're not going to get many questions about your grades anymore.

One important tip I want to share, especially for your resume, is to avoid highlighting any weaknesses. Many people are proud of their GPA and might list something like a 3.0 or 3.3 on their resume. But unless your grades are exceptional, such as being Order of the Coif or Magna Cum Laude, it's better not to include them at all. Why draw attention to something that isn't a strong point? You don't want to give the law firm any reason to question your qualifications based on your grades, especially when they might be looking for the best.

There have been times in history, like during the late 1990s or early 2000s, when there was an overwhelming demand for corporate attorneys across the country. During those periods, grades were often ignored, even by big firms, because they were so desperate to get people in the door. As you move up in your career, from mid-level to senior associate, your grades become even less important. By the time you're a senior associate, firms are focused almost entirely on your skill set and experience in your practice area. They're hiring you for your expertise, not for the grades you got years ago in law school.

At every stage of your career, the importance of grades diminishes. They might matter when you're a law student, but once you start working and gaining experience, your practice area expertise is what will make you marketable to better and better firms. Sometimes, people end up in practice areas that are more consumer-facing, like personal injury, trusts and estates, or insurance defense, where they’re working for individuals rather than companies. Even in those situations, the same principle applies: focus on building experience in your practice area because that’s what firms will evaluate you on—not your grades.

When you get to the point of interviewing for partner roles, the conversation almost never revolves around your grades. What matters most are your expertise, your business acumen, and how much business you can bring to the firm. So, as you progress in your career, you need to concentrate on gaining as much experience as possible in your practice area because that’s what will matter most to employers.

For example, patent attorneys often start at smaller firms because their grades might not be stellar due to the challenging nature of their undergraduate courses in sciences, math, or engineering. These courses are notoriously difficult, with strict grading curves, and as a result, many patent attorneys attend second- or third-tier law schools. But once they start practicing, they build a resume full of patents and relevant experience, which eventually makes them attractive to larger law firms. By that time, the firms are no longer concerned about their grades but rather their expertise in the field.

If you're asked about your grades in an interview, it's perfectly acceptable to steer the conversation toward your strengths. You can say something like, "I really excelled in my corporate law classes" or "I was particularly strong in litigation-related courses." It's okay to admit that you didn’t do as well in unrelated areas like property law. This approach shows that you’re focused and dedicated to the practice area you want to pursue.

Now, I want to briefly touch on the importance of how you present yourself in interviews, including what you wear. It’s essential to always dress up for interviews, even if they’re conducted via Zoom. Wearing a suit or professional attire sends a message of professionalism and respect. It shows that you’re taking the interview seriously and that you would treat clients with the same level of respect.

When I was at Quinn Emanuel, they had a casual dress code where people could wear shorts and sandals to the office. But if someone showed up for an interview dressed that way, they wouldn’t get the job. It’s all about showing respect for the process and the people you’re meeting with. You want to look your absolute best and present yourself as someone who is serious about the opportunity.

There’s a story from my early career that illustrates this point. After my second year of college, I worked at a prestigious New York law firm called Reading Priest, which was the oldest law firm in New York at the time. There was a partner there who had a massive book of business, the largest in the firm. He would tell all the associates that when you walk into a room, you need to be the best dressed, have the most presence, and look the most serious. Clients are looking for leadership, and they want someone they can trust to handle their matters. That advice has stuck with me because it’s true—how you present yourself can make a significant impact on how you’re perceived.

I’ll be sending you a book after this interview that goes over some of these points in more detail. It’s a long read, but it’s full of valuable insights that can help you navigate your career more effectively. There’s a lot to cover, and I think you’ll find it helpful as you continue to develop your professional presence and expertise.

So, a lot of times people go into interviews feeling nervous, and that's completely natural. They might be worried about not getting the job, or afraid they won't perform well. This anxiety can manifest in different ways—they might stammer, fidget, or repeat themselves during the interview. They’re not relaxed, and that can come across in the way they present themselves. But here’s the thing: nervousness isn’t necessarily a bad thing. In fact, it can work to your advantage if you frame it correctly.

For example, I had a candidate who had failed the bar exam twice while working at a prestigious firm called Richards, Layton & Finger in Delaware. Unfortunately, he lost his job due to this, and because he was unemployed, he was finding it very difficult to get interviews. When he came to me, I encouraged him to apply broadly—to every firm that could possibly use his skills. Eventually, he got an interview with a small firm. He was incredibly nervous during the interview, which the partner noticed and later mentioned to me. I was able to spin that nervousness in a positive light by explaining that, of course, he was nervous—this opportunity meant a lot to him, and if they hired him, he would likely be the hardest worker they ever had because he didn’t want to make the same mistakes again.

If you find yourself nervous in an interview, you can actually acknowledge it in a way that works in your favor. You might say something like, "I’m sorry I’m a bit nervous, but it’s because I really want this job, and I don’t want to mess up this opportunity." That kind of honesty can humanize you and make you more relatable to the interviewer. It shows that you care deeply about the position, which can be very appealing to a potential employer.

There’s another story I remember from when I was practicing law. There was a partner who was giving us advice on how to build a book of business. He mentioned that the attorney with the most business in Los Angeles was also the biggest "nerd" in the city. This attorney was nervous, socially awkward, and not what you’d typically expect from a rainmaker, but he was incredibly focused and skilled in his practice area. His nervousness didn’t hold him back; instead, it became part of his unique charm that clients appreciated because they saw how dedicated and serious he was about his work.

Now, I want to talk about something that goes beyond just interviews—something that has to do with your sense of self and confidence. How you view yourself and your abilities plays a significant role in how you perform in interviews and throughout your career. I had a friend growing up who was incredibly arrogant. He inherited several million dollars from his mother and didn’t have much of a relationship with his father. He always felt very highly of himself, even though he wasn’t a great student. He believed he would work at a major investment bank and make millions, and nothing could shake that confidence.

Even when he faced setbacks or negative feedback, his self-confidence remained unshaken. I remember sitting in his BMW convertible one day, discussing our futures. He was sure he’d make it big, while I didn’t have nearly the same level of self-assurance. At that time, I was content with the idea of having a modest three-bedroom house, a stable job, and the occasional vacation. I certainly didn’t imagine I’d become an attorney or achieve much beyond that. My surroundings and the people I was around didn’t give me the idea that I could reach for more.

But self-confidence—believing in yourself and your abilities—can change everything. It can help you push through nervousness in interviews and allow you to pursue opportunities that might otherwise seem out of reach. It’s crucial to surround yourself with people who believe in you and environments that encourage growth. If you’re in an environment where people don’t have high expectations or aren’t enthusiastic about achieving big things, it can be easy to settle for less.

I often think about how this applies in various contexts. For example, in environments where crime is prevalent, people often turn to illegal activities because that’s what they see around them—it becomes their norm. But if you believe in yourself and set higher standards, you can rise above those surroundings and achieve more.

Developing a strong sense of self is vital. It’s what will give you the confidence to walk into an interview, even if you’re nervous, and still make a positive impression. It’s what will push you to strive for better opportunities and to believe that you deserve them. Whether you find that confidence through academic success, sports, religion, relationships, or your career, it’s something that can profoundly impact your professional life.

You need to believe in yourself and know that you have the potential to achieve great things. That belief will help you overcome challenges, whether they’re in interviews or in other areas of your career.

I’m not trying to get political here, but I was watching a show about Donald Trump’s history in building in New York, and one thing that stood out was his unwavering belief in his ability to achieve anything he set his mind to. Regardless of whether you like him or not, you can’t deny that his sense of self-confidence—some might even call it arrogance—has enabled him to accomplish a lot. He takes criticism, legal challenges, and financial setbacks in stride, and it doesn’t seem to shake his confidence. He just keeps pushing forward.

That kind of strong sense of self is crucial, not just in politics or business, but in law as well. If you have that unshakeable belief in yourself, you're going to be more successful and live a more fulfilled life. Unfortunately, some law firms can be environments that chip away at your confidence. They can make you feel like you’re only as good as the last mistake you made, or that you’re trapped in a profession that doesn’t make you happy. But if you have a strong sense of self, you’re more likely to thrive in these environments. And if the firm doesn’t appreciate you, you’ll have the confidence to leave and start your own firm, or pivot to something that makes you happier.

You need to believe that you can achieve anything you set your mind to. That belief is what will drive you to overcome obstacles, whether it’s passing the bar after failing multiple times, or starting a successful business after leaving a difficult job. For me, one of the turning points in developing that kind of belief in myself was when I started reading self-improvement books during my last year of high school. Books like Think and Grow Rich by Napoleon Hill made a huge impact on me. They gave me insights into how to build self-confidence and set myself up for success. The book is actually in the public domain now, so you can find it online for free. It’s an amazing resource that I highly recommend.

I was also influenced by Anthony Robbins, who emphasizes the importance of believing in yourself and pushing through limitations. That’s what it’s all about—having the power within you to achieve whatever you want. If you don’t have that strong sense of self, the world can easily knock you down. But once you develop it, it can make a massive difference in your career and your life. You’ll be more successful, happier, and capable of achieving things you never thought possible. And this isn’t just about making yourself feel better—clients want to work with people who are confident and believe in themselves. Law firms want to hire attorneys who have a strong sense of self and the drive to succeed.

If you’re nervous about interviews or unsure of yourself, the best way to overcome that is to work on building your confidence. Stop focusing on the negative things in your life, and start concentrating on the positives. This mindset shift can transform your career. It’s also the kind of attitude that will get you hired—law firms want to see that you’re confident, that you have a clear sense of direction, and that you’re committed to succeeding.

There’s also a significant difference between interviewing with big firms, small firms, and mid-sized firms. Larger law firms often have well-defined procedures for interviews; they know what they’re looking for and have systems in place. On the other hand, smaller firms are usually less formal and may place more emphasis on personal connections rather than rigid interview processes. This means that your approach might need to differ depending on the type of firm you’re interviewing with.

A mistake I’ve seen many attorneys make is choosing a firm based solely on its prestige level. This can be dangerous. I had a candidate years ago who was a staunch Republican and a member of the Federalist Society. He was interviewing in San Francisco, where his political views were in the minority, but he found a firm that really connected with him and shared his values. They offered him a position, but he also received an offer from a more prestigious firm in New York. Instead of going with the firm that he aligned with, he chose the more prestigious one. The result? He found himself working 2,500 to 2,800 hours a year for two years, became completely burnt out, and ended up leaving the profession for a while. He spent years bouncing around as a contract attorney, struggling to find his footing.

The lesson here is that you shouldn’t always go for the firm with the highest prestige. It’s important to find a place where you fit in, where you share values and can see yourself thriving. The most prestigious firm might not always be the best fit for you, and going there for the name alone can lead to burnout and dissatisfaction.

Most attorneys tend to choose firms based on prestige, which I believe is risky. You need to be very mindful of the environment you’re entering and whether it aligns with your personal and professional goals. Prestige isn’t everything; fit and alignment with the firm’s culture and values are just as important, if not more so.

You know, when it comes to the most prestigious firms, it's important to understand that making partner can often be an incredibly difficult, if not impossible, goal. These firms tend to have a very high bar, and the partnership track is often long and arduous. For some, it might never happen, no matter how hard they work or how talented they are. This is why you see many attorneys who don’t get into these prestigious firms right out of law school continuously trying to break in, applying again and again in the hopes of landing a position. But it’s not easy, and it usually requires becoming highly specialized in a specific practice area and gaining enough experience that the firm is willing to take a chance on you.

For those coming from smaller firms, the typical path might involve moving to a mid-sized firm first, gaining additional experience there, and then trying to transition to a larger, more prestigious firm. It’s a process, and it requires strategic career moves. Large law firms are only going to hire you if you bring a skill set or expertise that they need, something that truly sets you apart.

Now, let’s talk about the importance of feeling valued and connected within a firm. One of the main reasons attorneys might turn down higher-paying positions at certain firms is because they don’t feel that sense of importance or connection. People are often drawn to firms that make them feel inspired and valued. You can’t underestimate the power of feeling connected to the people you work with and the firm’s mission.

Interestingly, smaller firms often excel at creating environments where attorneys feel a strong sense of purpose. These firms might not have the same prestige as larger firms, but they offer something just as valuable: a sense of importance and a culture that makes their attorneys feel truly engaged. It’s not uncommon to see attorneys from large firms move to smaller firms for this very reason—they’re looking for a place where they feel they matter and where the work they do has a clear impact.

There’s an example of a firm that had fewer than five attorneys 15 years ago but has grown to over 100 today. One of the keys to their success was the hiring partner’s approach to recruitment. Whenever he saw a resume he liked, he would immediately call the candidate and say something like, “I receive hundreds of resumes each week, and most of them go straight into the trash. But I haven’t seen a resume like yours in a long time.” He would then tell them that although they might not have heard of the firm, it’s one of the best in the United States, with a team of top graduates from prestigious schools. This approach made candidates feel important and valued, which is a huge draw.

This kind of personal touch and the ability to make candidates feel special is something that smaller or growing firms can often offer more effectively than larger firms. It’s a key factor to consider when evaluating potential employers at different stages in your career. A firm that reaches out to you and makes you feel valued is likely to be a good place to work, whereas a firm that doesn’t show much interest beyond offering a high salary might not provide the kind of environment where you can thrive.

Large firms often have similar offerings in terms of pay and benefits, but what really distinguishes one from another is their culture and how they make their attorneys feel. Firms that are growing, that have a clear mission, and that create a sense of belonging and purpose among their attorneys are often the ones where people are the happiest and most successful.

On the other hand, boutique firms offer their own set of advantages. They might not have the same resources as large firms, but they often provide more focused, specialized work and a more intimate working environment. When considering a move to a smaller firm, it’s important to look at factors like the firm’s culture, its clients, and its long-term viability. These aspects are critical in determining whether the firm will be a good fit for you in the long run.

Now, when you’re interviewing with a law firm, it’s crucial to understand that you’ll be speaking with different audiences—partners, junior partners, senior associates, and associates at all levels. Each of these groups has its own set of concerns and perspectives. For example, associates, especially junior ones, are often in competition with each other. They’re trying to bill the most hours, build the strongest connections with partners, and get the best work assignments.

Understanding this dynamic is important because it can influence how you present yourself during the interview process. When speaking with associates, you might want to emphasize how you can contribute to the team’s success without stepping on toes. With partners, it’s about showing how you can bring value to the firm and help drive business. Tailoring your message to each audience can make a big difference in how you’re perceived and ultimately, whether you get the job.

It’s also worth noting that while prestige is an important factor for many attorneys, it’s not the only one. Sometimes, a smaller or mid-sized firm might offer a better overall fit, both culturally and in terms of work-life balance. It’s important to weigh all these factors carefully when making a decision about where to take your career.

There’s a lot of competition among attorneys, especially among those who are really hungry to get ahead. This competitive drive is one of the reasons law firms often prefer to hire younger attorneys rather than more senior ones. Younger attorneys are seen as more moldable, eager, and less likely to challenge the status quo, whereas senior attorneys might bring a wealth of experience but could also come with their own set of expectations and habits that aren’t as easily adapted to the firm’s culture.

When you're interviewing with associates, particularly junior ones, it’s important to be mindful of the dynamics at play. These associates are often still trying to establish themselves within the firm. They’re competing with each other for the best work assignments, trying to impress partners, and looking to bill the most hours. Because of this, they might see you more as competition than as a potential colleague.

If you come into the interview and project that you’re going to outshine them or be the top performer, it could make them feel threatened. This could lead to them giving you less favorable feedback, even if they might personally like you or think you’re a good fit culturally. They might not want someone who could potentially overshadow them in the workplace. So, when interviewing with associates, it’s crucial to strike a balance—show that you’re competent, reliable, and a team player, but don’t come across as overly ambitious or as someone who might outshine them.

Instead, try to connect with them on a more personal level. Show that you’re someone they could see themselves working alongside, someone who would be a good teammate, and potentially even a friend. Associates are often looking for colleagues who will fit in socially as well as professionally—someone who they can grab a drink with after work or collaborate with comfortably on late-night projects. By focusing on building this kind of rapport, you can make a stronger, more positive impression.

On the other hand, when you’re interviewing with partners, the dynamic changes significantly. Partners are typically much more secure in their positions. They’re not as worried about competition from newer attorneys. What they’re looking for is someone who will work hard, respect their leadership, and contribute to the firm’s bottom line. Partners want to know that you’re going to put in the hours, do high-quality work, and be someone they can rely on to help them meet their goals.

During partner interviews, it’s important to convey that you’re enthusiastic about the opportunity, that you’re ready to work hard, and that you understand and appreciate the value of the firm’s culture and work ethic. Partners are usually the key decision-makers in whether or not you get hired, so it’s crucial to show them that you’re aligned with what they’re looking for in a new hire.

It’s also important to avoid any behaviors that could be seen as too casual or overly familiar, especially during social parts of the interview process, like lunches or dinners. One common mistake is getting too comfortable too quickly. You might feel like you’re hitting it off with your interviewers and start sharing too much personal information or trying to be overly friendly. While it’s good to be personable, you still need to maintain a professional demeanor. Don’t forget that this is still part of the interview process, and everything you say and do will be evaluated.

For example, it’s usually best to avoid drinking alcohol during these social settings, even if others are. It’s easy to let your guard down after a drink or two, which can lead to saying something you might regret or coming across as less professional than you intend. Instead, focus on discussing your interests outside of law, which can help humanize you and make you more relatable without crossing any lines. Talking about hobbies, sports, or other non-work-related interests can help the interviewers see you as a well-rounded individual, which is often the point of these more informal interview settings.

Zoom interviews have become much more common, and while the medium is different, the same principles apply. Make sure you’re prepared—have a neutral background, check your camera and microphone beforehand, and be ready to look directly at the camera to simulate eye contact. Technical difficulties can create a bad first impression, so take the time to ensure everything is working smoothly before your interview begins.

Even small details like looking at the camera, rather than the screen, can make a big difference in how you’re perceived. It shows that you’re engaged and paying attention, which can help build a connection with the person on the other end. In a world where many interviews are now conducted virtually, these small adjustments can have a significant impact on the success of your interview.

All these details—how you interact with associates, how you present yourself to partners, and even how you handle a Zoom call—play into the overall impression you leave with the firm. By being mindful of the different dynamics at play and adjusting your approach accordingly, you can greatly improve your chances of making a positive and lasting impression.

I had a candidate in Orange County recently who had gone on several Zoom calls and interviews, but he kept getting rejected. After digging a little deeper, we discovered that his Zoom background was a major issue. His kitchen was visible, and it was piled up with dirty dishes, and there was even a pair of shoes on the counter. It was a complete mess and sent a very negative impression about his attention to detail and professionalism. Once we cleaned that up, things started to improve for him. This just goes to show how important your background can be in a virtual interview.

Always make sure your Zoom background is clean, neutral, and free from distractions. And just like in a live interview, you should always arrive a few minutes early. This shows punctuality and gives you a chance to settle in before the interview starts. If they log in early, it’s a good look to already be there, waiting and ready to begin. The same goes for in-person interviews—arriving at least five minutes early and being polite to the receptionist is crucial. Many people underestimate how much the receptionist’s opinion can influence the hiring decision. If you come across as rude or dismissive to the receptionist, that feedback might get back to the hiring team, and it could cost you the job.

Confidence in interviews is key, but so is preparation. You need to prepare questions that are important and relevant to the position and firm. As we’ve discussed before, your reasons for interviewing are critical. It’s important to articulate why you’re looking for a new position and why you’re interested in their firm specifically.

A common issue for many attorneys is fitting in with the culture of their current firm. If you’re not getting along with people or if you feel like you’re not fitting in, it’s perfectly fine to look for a new environment where you’ll be more comfortable. Culture is extremely important, and not every firm is going to be the right fit for every person. This is why I always encourage candidates to interview with a wide range of firms—to increase their chances of finding a place where they truly belong. You should never speak negatively about your current firm in an interview, though. Instead, focus on positive reasons for moving, like finding a place where you can contribute more, or where the culture is a better fit for you.

Now, let’s talk about one of the most challenging situations: being unemployed and looking for a job. This can be incredibly difficult, as it often sends a negative signal to potential employers. They might assume you quit because you couldn’t handle the job, or worse, that you were fired or laid off. Unfortunately, being laid off often implies that you weren’t a top performer, which makes it harder to get hired.

If you’re unemployed, you need to be very strategic in how you present your situation during interviews. You can say that the work was slow, that there wasn’t enough to do, or that you took time off for personal reasons. However, it’s important to acknowledge that being unemployed does put you at a disadvantage, especially in larger markets where there’s a high volume of candidates for every position. In those markets, firms have no shortage of applicants, so they’re more likely to choose someone who is currently employed over someone who isn’t.

What can you do if you’re unemployed? One approach is to consider smaller markets. Smaller firms in these areas might not regularly see candidates with your level of experience and qualifications, which could make you a very attractive hire. I often move candidates from large markets to smaller ones when they’re struggling to get traction. In smaller markets, firms are more likely to overlook the fact that you’re unemployed, especially if they don’t usually have access to candidates with your background and experience.

Another important point is to consider the practice area you’re in. Some practice areas, like personal injury or insurance defense, might not be as concerned about gaps in employment because they need attorneys who can handle a high volume of cases, regardless of their employment history. On the other hand, more specialized or prestigious practice areas might be less forgiving. If you find yourself in a tough spot, consider broadening your search to include different markets and practice areas where your skills are still in demand.

Ultimately, the key is to be proactive and flexible. If you’re having trouble finding a job in a major market, look at smaller markets. If your current practice area isn’t yielding opportunities, consider adjacent areas where your skills might be transferrable. And always, always be prepared to explain your situation in a way that frames it positively, showing that you’re ready to bring value to the next firm you join.

One of the most critical aspects of any interview is your ability to listen and engage effectively with your interviewer. This might seem obvious, but what I mean is that you should be aiming to get the interviewer to talk as much as possible about subjects they’re interested in. If you do an interview right, the interviewer will be talking most of the time, and this is actually a good sign. When people talk about things they care about, they tend to like the person they’re talking to more.

Let me share a story that another mentor of mine, Jay Abraham, once told me. He was on a long flight, and he decided to spend the entire time asking the person next to him questions, getting them to talk about themselves. By the end of the flight, Jay had hardly said a word, but the other person turned to him and said it was one of the most interesting conversations they had ever had. This illustrates the power of getting others to talk about themselves—it creates a positive connection.

In an interview, you want to create that same kind of connection. Ask your interviewer about their experiences, their cases, or deals they’ve worked on—things they’re passionate about. By doing so, you not only learn more about the firm and the interviewer, but you also make them feel good, which in turn makes them view you more favorably.

At the same time, your responses should be concise and to the point. Earlier, I mentioned the mistake of giving long-winded answers during interviews. This is something you want to avoid. Be prepared to answer questions succinctly, providing just enough information to show your expertise and interest without overwhelming the interviewer with too much detail.

Another essential part of interview preparation is doing your homework on the firm and the people you’ll be meeting. You need to make a connection with the interviewer by understanding the type of work they do, reading everything you can about the firm’s website, and even Googling the interviewers to find out more about their backgrounds and interests. If you don’t get a list of the people you’ll be interviewing with, try to gather as much information as you can about the firm and find reasons to genuinely like what they do. This isn’t just about knowing facts—it’s about finding ways to connect with the firm on a deeper level.

When it comes to lateral moves or switching firms, it’s crucial to understand that it’s not just about your qualifications. It’s about your ability to connect with the interviewers and give them what they’re looking for. Some attorneys are naturally good at this and seem to get offers every time they interview. But for most people, it’s a skill that needs to be developed. If you’ve gone on multiple interviews and haven’t received any offers, it’s not necessarily because you’re not qualified—it could be that you’re not connecting with the interviewers in the way they need.

For example, think about how you would hire a criminal defense attorney if you were accused of a serious crime. You wouldn’t just look for someone who knows the law—you’d want someone who exudes confidence, someone who makes you believe they can win your case. In interviews, you need to project that same level of confidence and competence. If you’re not getting offers, it might be time to recalibrate, re-evaluate your approach, and consider how you’re coming across in these interactions.

I’ve seen too many candidates give up on the practice of law because they didn’t land a job after a few interviews. This is especially sad because there are so many opportunities out there. There are thousands of law firms, and if you’re persistent and strategic, you can find a place that’s a good fit for you. It’s important not to get discouraged and to keep pushing forward. Whether you’re targeting big firms, small firms, or anything in between, the key is to keep improving your approach, maintain your confidence, and stay committed to your career goals.

Don’t let a few rejections make you question your place in the legal field. If you’re facing challenges, it’s often a matter of tweaking your strategy rather than making a complete change in direction. Research the firms, make connections, and most importantly, believe in yourself. The legal market can be tough, but with the right mindset and preparation, you can find success, even in competitive environments.

I had a corporate attorney in Palo Alto who had faced a really tough situation—her boyfriend had committed suicide, and she understandably took some time off to grieve and recover. She was out of work for about six months, during which time she felt lost and depressed. When she was ready to get back into the workforce, she sent her resume to every firm in Silicon Valley, but that market was already saturated with corporate attorneys, many with far more experience. Despite her efforts, she didn’t get any interviews.

Recognizing the challenge, I suggested that she start applying to firms in smaller markets, places where her background and qualifications might stand out more. We targeted areas like Akron, Ohio, and other less competitive markets. Almost immediately, she started getting interviews—about 10 in total. Not only that, but she also began receiving offers because she interviewed well. This shows that when you’re struggling to get traction in a big, competitive market, it’s often beneficial to look at smaller firms and markets where your skills might be more in demand.

In any interview process, it’s crucial to focus on getting to the next stage. Your initial goal should always be to secure that next interview or meeting. You won’t achieve this if you start asking about compensation, benefits, or what the firm can do for you too early in the process. Making these kinds of mistakes can derail your chances. Every interview stage is about proving that you’re a fit for the role, so avoid discussing anything that could make the interviewer second-guess your candidacy.

There’s an interesting story from when I was at the University of Chicago. I had a professor who kept giving me B pluses on my papers, and I was frustrated because I didn’t understand what I was doing wrong. When I finally asked him about it, he told me something I’ve never forgotten. He said that when he gave good grades, it meant the paper didn’t have any mistakes or logical flaws that needed correcting. Essentially, he didn’t need to write any remarks when the work was solid. This taught me that in interviews, just like in writing papers, avoiding mistakes is key. Your job is to make sure you don’t give the interviewer any reason to doubt your fit for the role.

One common issue candidates face is a lack of enthusiasm or a sudden loss of enthusiasm during the interview, especially if something in the conversation throws them off. It’s vital to maintain a positive and enthusiastic demeanor throughout the entire interview, regardless of any unexpected or uncomfortable moments. You need to be able to read the room, gauge the interviewer’s reactions, and adjust your approach accordingly. The best attorneys, the ones who consistently get hired, often have a magnetic personality—they’re enthusiastic, they’re passionate about their work, and they’re able to convey that energy in a way that’s contagious.

Unfortunately, many attorneys are taught to believe that selling themselves is somehow beneath them. There was a time when the legal profession frowned upon self-promotion, and advertising by attorneys was even illegal. But those days are long gone. Now, more than ever, you need to be able to sell yourself effectively. Whether it’s during an interview or in a client meeting, you have to be able to communicate why you’re the best choice, why you’re the right person for the job.

Selling yourself doesn’t mean boasting or coming across as arrogant. It’s about showcasing your enthusiasm, your knowledge, and your fit for the firm. It’s about understanding the needs of the firm and demonstrating how you meet those needs. This is what the best attorneys do—they walk into an interview and they get the job because they know how to sell themselves. They know how to make the interviewer believe in them, how to connect on a personal level, and how to leave a lasting impression.

If you’re not familiar with sales techniques, it might be worth looking into some resources on the subject. While I don’t read sales books much these days, there are plenty out there that can help you understand the basics of selling, like how to build rapport, how to close deals, and how to create a compelling narrative. These skills are incredibly valuable, not just in interviews but throughout your legal career.

In the end, whether you’re interviewing for a job or trying to win over a client, it all comes down to how well you can sell yourself. If you master this skill, you’ll find that doors start opening for you, even in the most competitive environments.

I used to have this business when I was younger—it was an asphalt sealing business. I would go door to door around different cities, particularly in Grosse Pointe, Michigan, selling my services. My main competition was this older guy who had been doing it for 50 years. He would show up in overalls, looking worn out, with a bottle of liquor in his truck. He’d offer his price and not much else—no selling, no enthusiasm.

So here I was, a young guy, showing up in the middle of summer wearing a shirt and tie, all dressed up, ready to sell. I wasn’t just offering a service; I was selling myself. I’d talk up the quality of my work, why my service was the best, and how I was going above and beyond. Because of that, I ended up getting almost every single client I approached. I had other little tricks, like saying I’d only do this work once a year to ensure the highest quality, but the key was how I presented myself.

This experience taught me a lot about the importance of selling yourself. In interviews, if you’re not getting the job, it’s often because you’re not coming across as strong, confident, or enthusiastic. You might be presenting yourself in a way that seems beaten down or lacking energy, and that’s not what law firms want. They’re looking for winners—people who are confident, motivated, and ready to work hard.

Being a winner in the eyes of a law firm isn’t just about your resume or your experience; it’s about how you present yourself. If you look and act like someone who’s excited to be there, someone who’s ready to work hard and succeed, that’s what will make you stand out. Conversely, if you come across as someone who’s just going through the motions, or worse, someone who seems defeated or unmotivated, you’re going to struggle.

This is especially true for senior attorneys. If you’ve been practicing for 10 years and you’re struggling to find a job because you didn’t make partner or you don’t have a book of business, it’s easy to lose that spark. But if you walk into an interview without enthusiasm or confidence, that’s going to be a huge red flag. Law firms don’t want to hire someone who looks like they’ve lost their drive. They want someone who still has that fire, who’s still eager to work and succeed.

There are different types of attorneys out there—cruisers, grinders, and minders. Cruisers are those who do their job competently but without much enthusiasm or drive to move up. They might have gone to good schools and have good skills, but they’re not really pushing to become partners. Grinders, on the other hand, are the ones who put their heads down and work as hard as they possibly can, often to the detriment of their ability to attract clients because they’re so focused on the work. Minders are the ones who take on more of the administrative roles within a firm, sitting on committees and handling internal tasks.

Then there are the losers—those who don’t get hired because they lack the enthusiasm or drive that law firms are looking for. It’s harsh, but it’s the reality of the industry. If you’re not coming across as a winner, as someone who’s excited and ready to work hard, you’re not going to get the job.

When you’re in an interview, the law firm wants to know five things: Can you do the job? Do you really want the job? Will you fit in? Can they manage you? And will you stick around? Sticking around is a big one. Law firms invest a lot in their associates, and they want to know that you’re going to stay long enough to make that investment worthwhile. They don’t want to go through the hassle and expense of replacing someone who leaves after a short time.

To convince them that you’re going to stick around, you need to make it clear that this firm is everything you’ve been looking for, that you’ve found the right place, and you’re committed to being there long-term. You also need to show that you genuinely want the job and that you’re not just looking for any job, but this specific one.

There’s a lot more that goes into a successful interview, like understanding the culture of the firm and showing that you can fit in. But at the end of the day, it’s about coming across as someone who’s confident, enthusiastic, and ready to work hard. If you can do that, you’re going to have a much better chance of getting the job.

And remember, when you go into an interview, the employer wants to hire you. They don’t want to have to keep interviewing more people—they want you to be the one who fits. Your job is to make sure you don’t give them any reason to doubt that. Don’t make mistakes like asking about compensation too early, or not showing enough enthusiasm, or not doing your homework about the firm. These are things that can cost you the job, even if you’re otherwise qualified.

In the end, every interview is yours to lose. If you can avoid the common mistakes and present yourself as the best possible candidate, you’ll greatly increase your chances of getting the job.

Questions and Answers

Q: In an experience interview, if asked why I left my previous firm or why I’m considering a new opportunity, what is the best way to address these questions without coming across as overly negative or focused on compensation?

A: If you left your previous firm and you’re currently unemployed, the best way to address this question is to say something along the lines of, "The firm didn’t have enough work." This is often the case when someone leaves a firm. Saying the firm didn’t have enough work is generally a good reason. It’s much more difficult to get a position when you’ve left a firm than if you’re currently employed. Lawyers expect other lawyers to be constantly employed, and if you’re unemployed, it sends a message that maybe you got fired, have personality problems, or did something wrong—they just don’t know. Therefore, it’s often necessary to move to less prestigious firms unless you have a very well-defined, focused practice area. It’s important to have positive reasons for leaving, such as not enough work. Sometimes, for example, women leave to have children, which is respected, but the reasons should generally be positive. Never focus on compensation as a reason for leaving. Lawyers should always do their best to stay employed wherever they are. If you are unemployed, it’s about supply and demand. If there aren’t enough people like you in the market, law firms will hire you. This typically means applying to smaller markets where there’s less competition for jobs.

Q: I’ve been practicing law for several years, but I’m now seeking to move into a different practice area. How should I approach interviews when my experiences are not perfectly aligned with the job description? What strategies can I use to demonstrate my potential to succeed in a new field?

A: Switching practice areas is very difficult. If a law firm has an opening in a practice area, they will usually prefer someone already trained in that area rather than someone looking to switch. I had a candidate who was a litigation attorney at a prestigious firm and was first in his law school class at BYU, but he wanted to switch to corporate law. Despite his stellar credentials, he couldn’t get any bites because firms didn’t want to invest in training someone new in that area. Typically, if you want to switch practice areas, you need to look at firms where there’s less competition, often in smaller markets where there may be more need for your skills, even if they’re in a different area. It’s easier to switch within related areas, like different types of litigation, but switching from something like litigation to corporate law is very hard.

When switching practice areas, it’s essential to understand that there are generally two broad categories of attorneys: transactional attorneys and litigators. Transactional attorneys focus on areas like corporate law and real estate, working with documents and perfecting them, while litigators focus on making arguments, attacking the other side, and gathering information to use against opponents. If you’re thinking of switching from one to the other, you have to demonstrate a deep interest in the new practice area because the training and thought processes are so different. If you enjoy writing, arguing, and psychology, you’re likely better suited for litigation. If you prefer economics, math, and science, transactional law might be a better fit.

Switching within the same firm might also be an option. For example, the BYU graduate I mentioned earlier was eventually able to switch practice areas within his firm, though that is often the exception rather than the rule. The bottom line is that you need to prepare a strong case for why you’re switching and be ready to consider firms in smaller markets or less competitive areas to increase your chances of success.

Q: I’ve noticed that some interviewers focus heavily on my long-term career goals, but as a mid-level attorney, I’m still exploring different paths in the legal field. How can I answer these questions in a way that shows ambition and commitment without being too specific or pigeonholing myself?

A: As a mid-level attorney, when asked about your long-term goals, the only answer that’s proper is to say that you want to go there, work really hard, and become a partner. You can’t show any hesitation about that. Even if you’re exploring different career paths, you don’t want to discuss that in the interview. Once you go in-house, for example, it’s very difficult to get back into law firms, so you really want to focus on showing that you’re committed to the firm and the partnership track. Law firms love mid-level attorneys because they’re the most marketable—they’re already trained in their practice area, they have high billing rates, and they’re likely to work extra hard to make partner. So, even if you have doubts, keep them to yourself during the interview and express enthusiasm for the partnership path.

Q: When asked about my weaknesses or areas for improvement, I strive to identify something that doesn’t raise red flags for the job. What are some approaches to answering this question honestly while still demonstrating self-awareness and commitment to growth?

A: When answering questions about weaknesses, focus on things that can be seen as strengths in disguise. For example, you might say, “I have a very competitive nature, and sometimes I’m too competitive,” or “I often take on more assignments than I should because I’m very passionate about my work.” These kinds of answers show dedication to your practice area and a commitment to high performance. Avoid mentioning personal issues or weaknesses that could genuinely impact your ability to do the job, like poor time management or difficulty meeting deadlines. Focus on aspects that highlight your strong work ethic and passion for the field.

Q: In panel interviews, I sometimes find it difficult to connect with multiple interviewers who may have different expectations or areas of focus. What are some techniques to ensure that I engage with each panel member effectively and address their concerns, even if the questions vary widely?

A: In a panel interview, it’s essential to engage with each interviewer, even when answering a question directed by one person. Make eye contact with all panel members as you respond, showing that you’re acknowledging their presence and considering their perspectives. If a question from one interviewer relates to something another interviewer asked, draw connections in your response. Panel interviews can be challenging because not all interviewers may like you, but your goal is to come across as competent and likable to the majority. Stay composed, be polite, and try to connect with everyone, even if there’s a hostile interviewer in the group.

Q: Given the competitive nature of the legal job market, how can I differentiate myself from other candidates, particularly when many of them have similar education and work experience? Are there specific strategies that work well?

A: Differentiating yourself in a competitive legal market comes down to focus and enthusiasm. Your resume should clearly demonstrate a focus on your practice area, and during the interview, you need to show that you’re genuinely interested in the firm and the work they do. Enthusiasm is key—many candidates will answer questions competently, but they won’t necessarily express excitement about the firm or the role. By aligning your interests with the firm’s work and showing that you’re passionate about joining their team, you can stand out. Additionally, demonstrating that you’ve done your homework on the firm and can articulate how your background and goals align with their needs will set you apart from other candidates.

Q: I've been told that asking insightful questions at the end of the interview can leave a strong impression. Could you provide examples of questions that also demonstrate a deep understanding of firm culture, expectations, or recent cases while helping me assess if the firm is the right fit for my career goals?

A: When you go into an interview, your primary goal is to secure the job by convincing the firm that you genuinely want to work there. It’s not the time to assess whether the firm is the right fit for your goals—that comes after you receive an offer. Any question that suggests you are unsure about the firm or that requires them to sell you on the position could be detrimental, as there will be other candidates who show complete commitment without hesitation.

Instead, focus on questions that demonstrate your eagerness to succeed in the role and align with the firm's needs. For example, you might ask, “What does success look like in the first 30, 60, or 90 days in this position?” or “What qualities do your most successful associates possess, and how can I emulate those?” Another good question could be, “How can I best contribute to the team to help the firm achieve its goals?” These types of questions show that you are focused on being a valuable member of the team and are eager to understand how you can perform at your best.

Sorry that I don't have much time for more questions. This session ran a bit longer than expected, and I need to wrap things up. However, if you have additional questions that you’ve already posted in the chat, I will try to address those in the next webinar. I certainly appreciate everyone being here today—I know it was a long session, but I believe we covered a lot of important ground. Thanks again for joining!

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.

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