Today’s webinar is extremely important for those who want to have careers working in law firms. Every day, I review candidates who have applied to BCG for jobs. Out of 100 candidates, there’s typically only a very small percentage that I can help secure a job as a recruiter. This has nothing to do with where they went to law school, how well they performed in law school, or other factors within their control. Instead, it has to do with the factors I'm going to discuss today.
Unfortunately, many people—whether associates, counsel, or even partners—make mistakes that prevent them from working in the quality of law firms they aspire to. If you make these mistakes, you may end up not employed in the caliber of jobs you are capable of. You won't make as much money, won't have access to important work, and won't attract clients. These are the issues I'll cover today.
This webinar isn’t very long because there aren't many common mistakes, but they are significant. The majority of attorneys make these mistakes, and these are things you don't learn in law school. Law professors focus on teaching the practice of law, not on how to secure and keep a position in a law firm. Many law professors didn’t practice law for long, if at all, before transitioning to teaching.
Career services offices, while well-meaning and helpful in exposing you to positions and assisting with your resume, don’t teach you how to stay employed in law firms or avoid career mistakes. Their role is to help you find your first job out of law school, but not necessarily to guide you through long-term career success in a law firm.
Once you start working, whether in a law firm, for a judge, or in the public sector, you won’t find many people giving you the career advice you need to avoid these mistakes. Law firms aren’t in the business of teaching you how to stay employed in the long run. Their focus is on the work you do for them, not on your career trajectory.
Legal recruiters, like myself, have a niche role. My focus is on keeping attorneys in jobs within law firms. However, many recruiters only work with candidates who are easy to place—those from top law schools or major law firms when the market for their practice area is strong. They don't offer much career advice, particularly for more senior attorneys, as jobs for senior attorneys in large law firms are rare.
What I'm going to talk to you about today is something no one else will tell you. Most law firms—I'd say around 90%—are looking for what I’m about to discuss today. They understand it instinctively, especially large law firms, but no one really talks about it. When I worked in large law firms, no one told me this, and most people won't tell you either. What I’m sharing today is applicable to staying employed in large, small, or mid-sized law firms. It doesn’t matter what your practice area is; law firms are looking for a certain type of person. If you don’t fit that mold, they won’t hire you—they’ll find someone who does because they’re businesses, and successful businesses follow certain rules.
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You may understand some of what I'm about to share, but you may not have ever realized some of these points. This is an important topic because it can save your career and keep you moving forward. I don’t know why attorneys make these mistakes—whether it’s because they don’t want to understand or because the information just isn’t available—but that’s what I’m going to cover today.
This is a fairly short webinar. Afterward, I’ll answer any questions you might have. It’s important, especially if you're having difficulty finding a job or are looking for a better job, to ask questions. Your questions can help others, as many people likely have the same concerns.
Employers, when they look at your resume, are looking for red flags in your background. These can impact their decisions about you. There are certain types of candidates who will always get interviews, and others who won't. The kind of law school you attended, the quality of the firm you’re at, or your geographic location are pretty much irrelevant. What really matters are the things in your background that make you either employable or unemployable.
As I mentioned earlier, I review a lot of resumes every day and have been doing so for a quarter of a century. I know from experience who ends up getting jobs, and I work with the types of people law firms want to hire. I’m always on the lookout for red flags, and while I may overlook some if there are other strong factors, law firms typically won’t. If a law firm has a better candidate without red flags, they’ll hire them instead.
Today, I’m going to talk about frequent job changes, career pivots, and strategies to address these issues. There are ways to address these issues in your resume and during interviews, but many people don’t know how to do this, which is often why they aren’t getting interviews.
Frequent job changes are one of the biggest red flags in someone's employment history. If you switch jobs frequently, employers see it as a negative, regardless of where you’ve worked. For example, even if you're at an AM Law 100 firm and have switched jobs multiple times in a short period, no other AM Law 100 firm will be interested in you, no matter how impressive your credentials are.
I’ve seen candidates with exceptional backgrounds, like one woman who had been at Sullivan & Cromwell, went to Yale Law School, and was top of her class at a large state school. But after moving to Silicon Valley and switching firms again, despite her in-demand practice area, employers were not interested. Another example is a candidate who started at Skadden, went to Penn Law, and then did a series of judicial clerkships. Despite his qualifications, moving through four clerkships made him appear unstable, and he ended up in an insurance defense role because no other law firm would hire him.
When employers see frequent changes on a resume, they may assume the person is difficult to manage, always looking for more money, or simply never satisfied. This applies to partners as well. For instance, I recently worked with a ninth-year associate who had been at five different firms. She explained that she moved with the same partner each time because he kept leaving firms when he wasn’t satisfied with his compensation. However, having been at five firms made her unemployable.
In any decent-sized law firm, even partners are managed by someone. Successful partners respond to what the firm’s management expects of them. They might negotiate their compensation a bit, but they do what the firm wants.
What I'm telling you is that even the highest-level partners at the biggest firms, making millions of dollars, are managed. If they aren't willing to be managed, they often leave the firm, and if this happens frequently enough, other firms won’t hire them. Even if an attorney has a multimillion-dollar book of business, some of the best firms might interview them multiple times—perhaps 20 times—just to ensure they will align with the firm's way of doing things. It's important to understand this: the people who become partners in the best firms, mid-sized firms, or even smaller firms are all managed.
Being managed means deferring to authority and doing what is asked of you. For associates, the importance of being managed is even greater. Your role as an associate is to be a "soldier"—law firms need soldiers. A good law firm might have four associates per partner, all expected to do what is asked of them in the way it needs to be done. If you find it difficult to be managed, it might mean that you're better suited to doing something else, like becoming an entrepreneur or starting your own law firm.
Many successful attorneys do break away from large or mid-sized firms to start their own firms, often because they don’t want to be managed by the firm. Interestingly, these breakaway firms often claim they want to do things better or differently, but the real reason for leaving is often a resistance to being managed by the original firm.
Another reason people might struggle with being managed is due to unresolved personal issues, such as substance abuse. I've seen cases where attorneys had severe issues that impacted their careers. For example, one woman with a crystal meth problem was repeatedly asked to leave firms quietly. Eventually, she ended up homeless, despite starting her career at a top firm like Skadden. Another attorney in Los Angeles, who started off at a good firm and attended a great law school, struggled with alcoholism. He would leave work early to drink, which eventually led to him being quietly let go from several firms, each time moving to smaller and smaller firms.
Personal issues, whether they are substance abuse problems or psychological issues, can seriously hinder a legal career. Some people may have other issues, like claiming unverifiable personal crises or having frequent moves on their resume. I recall a woman in New York who kept having babies, leading to a lot of movement on her resume—not because of discrimination, but due to the personal challenges she faced.
Law firms are wary of candidates with frequent job changes because these often signal underlying issues. There’s no official ranking system for attorneys, but frequent moves on a resume are a red flag. Staying at a job for a long time is a strong endorsement of your stability and employability. If someone has stayed at their last job for 10 years, they’re likely to stay at their next job for a similar period. Conversely, someone who has changed jobs every two years is likely to continue that pattern.
Frequent job changes often suggest that the person was asked to leave their previous positions. Being asked to leave is essentially the same as being fired, indicating that the firm was unhappy with their work, manageability, or other factors. Law firms are hesitant to take a risk on someone with a history of being asked to leave, as they fear the same issues will arise again.
When I've hired people who were previously unemployed and had frequent job changes on their resume, they often started off enthusiastic but soon became difficult to manage, undermining the business, and talking negatively. This is precisely the type of personality that law firms try to avoid, and they can often identify such issues by looking at the moves on a resume.
People with frequent moves on their resume might say, "Just give me a chance, and I'll prove myself," but this can be a sign of someone who is skilled at charming people but ultimately not suited for the job. Law firms are cautious of this, as it is often just a smokescreen.
dislike talking negatively about Yale Law School graduates, but the reality is that many of them have these erudite, academic interests in writing papers, and they often take jobs with policy think tanks or similar roles. They might work in a law firm for just a year or two, and then move around from job to job for a few years. Eventually, some of them decide they want to return to a law firm, but the firms often refuse because they recognize a pattern of job changes. Many law firms are hesitant to hire these individuals as first-year associates because they rarely stick around; they often have other interests that lead to frequent job changes.
Management is crucial in law firms. Attorneys who dislike being criticized or resent structured work environments—such as those who insist on remote work—can bring down the morale and efficiency of the entire firm. A law firm’s ability to function depends on not having people who refuse to be managed. The firm cannot be a profitable, client-serving entity if someone cannot be managed.
I’ve encountered many candidates who lost their jobs for various reasons, such as refusing assignments they felt were beneath them. I once saw something very unusual happen years ago. A firm, Dewey Ballantine, mistakenly emailed a list of who would be made partner and who would be deferred to the entire firm. This email was meant only for partners but was sent to all personnel. There was an attorney who had been with the firm for 14 years and was expecting to be made partner, but the new group that had come over from Paul Hastings was promoted instead. The attorney, a Duke Law graduate who had started his career at Latham and was very smart, was understandably upset.
On the following Monday, after the email was sent, a partner walked into his office and handed him a simple assignment typically given to first-year associates. The attorney, feeling disrespected, refused to do the work, stating that it wasn’t right. The partner, who was indeed messing with him, came back 30 minutes later with a severance agreement and a check. He told the attorney he could either sign the agreement and take the check, or leave with nothing. The attorney took the check, but this incident illustrates the importance of being manageable at all levels. I’ve seen many people let go for refusing assignments or going off the rails.
Another example is from when I was a first-year associate at Quinn Emanuel. There was a new associate who thought he was brilliant and would lecture partners on how things should be done. The partners, while confident in themselves, recognized him as a problem. One day, he called up a legal newspaper and started discussing a case, despite having only been an attorney for three months. The firm had no choice but to let him go. This is just one of many examples of people who can't be managed, and law firms will expel them.
Another issue with those who can’t be managed is that they often end up costing the firm a lot of money. They might not work long hours, stop getting work, or produce only the minimum acceptable output. I remember a situation at my second firm where an associate had worked exclusively for one partner. The associate started talking back and refusing assignments, so the partner and eventually all the other partners stopped giving him work. Despite having zero billable hours for nine months, the firm didn’t let him go immediately, likely to avoid a lawsuit. But this is what happens when you can't be managed.
Unemployment is another significant issue. Law firms wonder why anyone would leave a well-paying job to be unemployed, especially when most people have student loans, car payments, or mortgages to pay. In markets with a high concentration of attorneys, like Washington, D.C., New York, Los Angeles, or Silicon Valley, being unemployed is a huge red flag. Firms assume there’s something wrong with your background—whether it’s that you were fired for being unmanageable, your work wasn’t good enough, or you were difficult to work with.
I recall a particularly sad case involving a candidate with a great background. He had attended a top law school, worked at a reputable firm, and then moved to Silicon Valley to join another prestigious firm as a litigator. The firm had promised to give him white-collar work if it became available, but when he was given litigation work instead, he refused to do it. He insisted he was hired as a white-collar attorney, but the firm didn’t have any white-collar work to give him. As a result, they let him go. Afterward, he struggled to find another job, began drinking, and eventually had a DUI. His career spiraled, and he ended up working as a contract attorney for the rest of his career—all because he wasn’t manageable and became unemployed for an extended period.
When law firms see unemployment on a resume, they often assume the worst—that you were let go due to performance issues or that you did something wrong. In competitive markets where there are more attorneys than jobs, firms won’t take a risk on someone who is unemployed. This is one of the biggest challenges to securing another position.
If you're unemployed, the general strategy is to look at smaller markets where there aren't many attorneys like you and hope for the best. However, whenever I’ve hired an unemployed attorney from a big firm to work in our company, there have almost always been problems. This is something that happens to many unemployed attorneys. Some attorneys quit because they resent being managed, often citing reasons like ethical concerns or low morale at their previous firm. However, these reasons can come across as red flags, especially when the firm in question has been around for 100 years. If you're unemployed, it’s a major red flag in your background, and law firms will be very cautious. You need to avoid unemployment if possible. There are various things you can do, such as keeping your voicemail active at the firm or asking them to keep you on the website. You need to be very careful about being unemployed.
Another major issue is career pivots. This means deciding to move into a different practice setting. For example, you might leave a law firm to work in-house or take a job in the government. These decisions can severely impact your ability to get a job in a law firm in the future. Once you go in-house, the doors to law firms often close permanently. In my 25 years of experience, I can't recall a single instance where I successfully placed a corporate attorney who had gone in-house back into a law firm.
When someone moves into another practice setting, it signals that they no longer buy into what law firms are about. Law firms work for paying clients, and a certain level of quality is required to keep those clients. When you go in-house, law firms don’t know what you’re doing or how it compares to their standards. They know what it means to be a corporate attorney at Jones Day, but they don’t know what it means to work in-house at a company like Motorola in Chicago. This move often obliterates your career in a law firm because firms conclude that you’re not committed to the law firm setting and are likely to leave again.
Why would a law firm hire someone who left the firm world for something else, especially when they can hire someone who’s already in a law firm? Attorneys who go in-house often face significant challenges. I talk to them every week. Many go in-house, and then the company implodes due to cost-saving measures, or they lose their job because a new general counsel or CEO comes in and wants to bring in their own team. If you think it's hard to get an in-house job while working in a law firm, it’s even more difficult to get another in-house job after losing one. In-house employers prefer younger attorneys with current skills who are willing to work hard and haven’t become experts in delegating work to others.
Any career pivot you make, such as moving to another practice area or taking a non-legal job, is very risky. In most cases, you won’t be able to return to a law firm afterward. These are major decisions, and people often don’t realize the devastating impact they can have on their careers. I frequently see resumes from attorneys who went in-house, then moved to another in-house job after a short time, or who lost their first in-house job and have been unemployed for months. These are dangerous decisions, and you need to be aware that each pivot can significantly limit your potential to work in a law firm.
Other examples of career pivots include going to teach at a law school for a few years or taking on multiple clerkships. While one early-career clerkship might be acceptable, doing two clerkships after gaining several years of experience can raise concerns. Firms may assume you don’t want to stay in a law firm environment and are likely to leave again.
People make these pivots without realizing the long-term consequences. The most common resume I see is from someone who went in-house, then took another in-house job after a year or lost their first in-house job and remained unemployed for several months. These decisions close off your potential to return to a law firm.
I want to share a few words about why I believe you should work in a law firm. Law firms offer incredible opportunities. When you join a law firm, it typically takes about five years to truly learn your practice area. After those five years, you begin to be evaluated for advancement based on your work. Even if you’re not moving up to the next level, you have the opportunity to develop business.
How do you learn to develop business? Most people figure it out over time. Developing business is crucial because those clients can support you throughout your career. You can move to other firms with those clients, expand your relationship with them, and secure more work from them. This client base can follow you throughout your career, allowing you to transition between law firms as needed. Law firms will take a percentage of your billable work to cover overhead, but that’s the nature of the business. You can continue in this career until you’re in your seventies—or even longer. I’ve placed attorneys in their eighties who have multimillion-dollar books of business.
The opportunity within a law firm is immense. You’re essentially in business for yourself because you have clients, and the law firm provides you with a name, associates, paralegals, secretaries, office space, and other resources. Staying in a law firm allows you to grow as an expert in your practice area, becoming a better attorney over time. There are countless benefits to remaining in a law firm, but the biggest one is that you’re essentially running your own business within the firm’s structure.
You also have the option to start your own law firm. I see people do this all the time. For example, I recently spoke with a lawyer who left a firm after six or seven years, secured several insurance companies as clients, and now has around 40 attorneys working for him. It’s a great opportunity, but if you make certain mistakes, you could shut down this opportunity that could last you 40 more years. It’s a big deal and a good career if you’re in a practice area you enjoy and want to continue practicing law, which you presumably do because you went to law school.
There are ways to address frequent job changes, and some strategies can yield stunning results. For instance, I knew an attorney who went to Stanford Law School but didn’t secure a great summer associate job due to poor interview performance and lower grades. He ended up at a decent, but not top-tier, firm and didn’t apply himself because he felt the firm wasn’t prestigious enough. As a result, he didn’t receive a job offer at the end of the summer, and his first job after graduation was at a small firm with only 10 attorneys. This lack of an offer spoke to his performance, and he struggled early in his career.
However, after failing the bar twice and eventually passing it, he became very motivated. He worked long hours and did the best work he could at his next firm. After a year or so, he had enough confidence to apply to a better firm, and he continued to move to better and better firms over the years. Eventually, he built a respectable book of business and became a partner at a top Am Law firm. His resume, despite several moves, showed a consistent upward trajectory, which law firms found attractive.
When your resume reflects upward movement—moving to better firms and taking on greater challenges—law firms see this as a sign of motivation and success. One of the most significant factors in successful placements is portraying a candidate’s move to a better firm as a natural progression. This shows that the candidate has outgrown their current position and is ready for the next challenge at a higher level.
I had another candidate the other day who was a great candidate. He went to the University of Minnesota or a similar school, did well there, had strong grades, and performed well in college. He was very likable, humble, and had worked for a firm that focused on insurance defense. There’s nothing wrong with insurance defense; in fact, he was quite happy with the job. However, he was signed up to receive emails from BCG about job openings, and he applied for a position in product liability at a larger firm.
Product liability, especially mass torts, is different from insurance defense. He was very selective—I probably sent him 20 firms to apply to, but he only applied to the one that specialized in product liability, not insurance defense. When I interviewed him, he explained that he wanted to move away from insurance defense, even though he really liked the people at his current firm where he had been for about four years. He wanted to work in product liability and mass torts, have access to larger clients, spend more time on different cases, and gain experience working for more important clients.
He also mentioned something powerful: his father’s best friend growing up was a partner at the firm he was applying to, and he had always spoken highly of it. It was a place the candidate had always wanted to work, and he asked if it would be okay to mention this connection in his application. I thought it was a great idea. Highlighting a genuine connection to a firm and expressing a real desire to work there is huge. Why wouldn’t a law firm want to hire someone who has always admired them, has done a good job at their current firm, and is now looking to move up to a better firm? This is what law firms want—candidates who are moving up, not just looking for any job.
When someone is simply looking for a job, it raises all sorts of questions: Are they doing a good job? What’s the problem with this person? It’s important to understand that when applying laterally to firms, most people apply to jobs in the market they’re currently in. Some people choose markets like Washington, D.C., thinking they have a good chance of getting hired, but this is often not the case. Washington, D.C. has more than enough attorneys, so why would they hire someone from another state?
Applying to firms in your local market, where you grew up or where your spouse is from, increases your chances of getting hired. Moving to your home market is one of the biggest job search secrets. For example, if you’re working in New York but want to move to Detroit, where you grew up, your chances of getting interviews are much higher. Law firms have fewer reasons to question your performance or motives when you’re moving to be closer to family.
I’ve seen instances where an attorney in a market like Chicago applies to 30 firms with no success, but when they apply to firms in their home market, such as Seattle, they suddenly get multiple interviews. This happens because law firms believe the person is moving back to be near their family and is likely to stay. Law firms are more willing to help someone who is returning home rather than someone who is just moving around.
There are other ways to explain job changes as well. The best way is to show upward movement on your resume, moving to better firms each time. Another explanation could be that you moved with a partner to a new firm, which can be a testament to the quality of your work. Sometimes, a firm losing clients and having to let people go can also be a valid reason for a job change. However, it’s important to remember that when you’re at a firm, you need to perform exceptionally well—be one of the highest billers, be available for work, and make yourself indispensable. If you’re let go, it raises questions that could complicate future job searches.
For instance, I’ve recently had several candidates who lost their jobs due to the real estate market slowing down when interest rates increased. They were let go because their firms didn’t have enough work to keep them on. In these cases, explaining the situation as a work slowdown can be appropriate. However, you need to be careful in interviews about how you portray yourself.
If you find yourself needing to explain job changes, make sure your practice area is consistent, as that will help maintain your employability in both large and small law firms.
It's important to understand that when law firms are hiring, they are looking for specialists. They don’t want someone who appears to be doing five different things. This is one of the major things I look for when reviewing resumes. If I see someone who isn’t focused on one practice area, or who is proud of handling unrelated areas like litigation and trust and estates, I know I can’t work with them. Law firms want specialists, not generalists.
This is crucial for your resume. I can give you all the resume advice in the world, but if you don’t focus on one practice area, it’s going to make it difficult for you to get hired. You need to choose a practice area and stick to it. The more focused you are, the more valuable you’ll be to employers. Think about it from an employer’s perspective. If you had a serious health issue, like cancer, you’d want to see a specialist in that field, not a doctor who also practices psychiatry or other unrelated specialties. It’s the same with law firms—they want to hire someone who excels in one area.
If you look at job postings on BCG or any other job site, you’ll see that firms are always looking for someone who specializes in one thing. For example, if they need a trademark attorney, they need someone who focuses solely on trademarks—not someone who also does corporate work or other areas. Listing multiple practice areas on your resume because you’re proud of having diverse experience won’t benefit you with most law firms. There are exceptions, such as small firms in smaller markets that may need a jack-of-all-trades attorney, but in most cases, law firms want specialists.
To make your resume more attractive, choose a practice area and ensure that your resume reflects that focus. If your first few firms didn’t allow you to specialize, simply list your role as an associate without specifying the various areas you worked in. Consistency is key. For example, if a law firm needs an eight-year associate in food and drug law, and your resume shows consistent experience in that area across multiple firms, the law firm will be very interested in you, despite any job changes. However, if your experience is scattered across various practice areas, they won’t be as interested.
I've recently worked with firms in New Jersey, New York City, and Chicago looking for specialists in insurance defense or insurance coverage. In each case, the attorneys had been at several firms but had consistently focused on that specific practice area, and there was strong interest in them despite the job changes. Continuous improvement is also crucial. I recently placed an attorney at a major law firm in Los Angeles with a salary over $250,000 a year. This person transitioned from an accounting firm, which is very difficult, but he had worked hard, earned an LLM in Tax from NYU, and continually advanced his knowledge and skills.
Another example is in the field of privacy and data privacy. A few years ago, many attorneys who wanted to break into that area got certifications to bolster their qualifications. Continuous improvement, whether through additional certifications, joining associations, giving talks, or writing papers, is highly valued by employers. It shows dedication to your practice area and can offset job changes on your resume. Of course, bringing in business is another significant factor that can make a big difference.
If I see a resume where the person is focused on a specific practice area and shows genuine enthusiasm and dedication to their work, they become highly employable, even with a history of frequent job changes.
Career pivots can be risky. These include moves like going in-house or shifting to a different practice setting. However, if you explain these moves correctly, they can be viewed positively. For example, if you go in-house, you might say you wanted to understand things from a client’s perspective. While this can be difficult to believe, if the in-house position aligns closely with your practice area, it can work in your favor.
I’ve seen cases where someone in healthcare law went to work for a hospital chain and was well-received when they later wanted to return to a law firm. Similarly, someone might go to an accounting firm to gain expertise in a specific area like employee benefits and then successfully transition back to a law firm. The key is to ensure that your in-house experience enhances your proficiency in your practice area. If it does, it can be a positive move; if not, it can hurt your career.
Focusing on your practice area is crucial. If you decide to take a position outside of a law firm, you must ensure that it makes you look like more of an expert in your chosen field. For instance, judicial clerkships can often be explained as a desire to work closely with a judge, which aligns well with a litigation career. However, any move away from a law firm can make it difficult to transition back unless it clearly benefits your practice area.
One example of a successful career move is going into the U.S. Attorney’s Office to become a prosecutor and then returning to a major law firm to do white-collar work. This is very common and works well, with no issues in most cases. Similarly, going into a district attorney’s office and prosecuting criminals can lead to a successful return to a law firm to practice criminal law.
Whenever you make a move outside of a law firm, there must be a clear benefit for a law firm to bring you back. The experience should closely align with what the law firm needs and offer rare expertise that you couldn’t have gained in a law firm. Educational enhancements, like getting an LLM in Tax Law, can also show a level of commitment to your practice area. While LLMs are not always necessary, they can be very positive if you’re in a niche practice area where few others have similar qualifications.
Another well-received move is for corporate attorneys to get an MBA. If you’ve made several moves within a short period, getting an MBA can help solidify your expertise and make you more attractive to law firms. The key is to ensure that whatever you’re doing appears to enhance your skills in a way that’s transferable to a new firm.
For example, in the Los Angeles area, near Thousand Oaks, there’s a company called Amgen that does complex patent work involving drugs. Attorneys who have experience there are highly sought after by law firms for patent work involving similar drugs. This kind of focused experience makes you more attractive to law firms.
If you’re unemployed, the first thing to understand is that remaining unemployed for any length of time doesn’t make sense. Many unemployed attorneys don’t fully understand the market or what they need to do to get back to work. As an attorney, your job is to represent clients, but you also need to represent yourself. This means making a strong case for yourself, ensuring your resume is focused, and doing everything you can to avoid long-term unemployment.
One thing I find baffling is when unemployed attorneys stay unemployed for a long time. There are thousands of law firms out there, and even if you’ve been unemployed for a while, I can usually find positions for anyone who is focused on their practice area. If you’re focused and don’t have too many moves on your resume, law firms will hire you because they need people to do the work.
I had a case where a woman lost her job at a decent-sized firm in Los Angeles after only six months. She had worked with several recruiters, but no one got her any interviews. I decided to help her, and while I initially focused on firms in LA, I soon expanded her search to include firms in middle America, like Milwaukee, Wisconsin. Suddenly, she started getting interviews and was overwhelmed by the response. This happened because we applied to firms that didn’t have open positions but could see the value in hiring her to make money for the firm.
There’s no reason to stay unemployed for any length of time because there are many law firms that will hire you if you show that you’re focused on your practice area. If you’re an attorney representing yourself, you need to actively seek out all the places that could be interested in you. It’s a simple concept, but many people don’t do it.
Most people think they should only apply to firms with openings, but that puts you in direct competition with every other attorney, including those who are currently employed. I want to stress that you shouldn’t worry too much about being unemployed if you’re applying to enough places. This approach works, but it’s something that many recruiters won’t do—they typically focus on finding you a job with an open position. However, if a recruiter is willing to go the extra mile, they can help you find a job, even if you’re unemployed.
As long as your resume is focused on a specific practice area, you can find opportunities. I’m currently working with a candidate who has been unemployed for a year and a half and is in his late sixties. Despite this, after applying to numerous firms, he’s secured multiple interviews. The key is to apply to enough places. If you do, you won’t have to worry about gaps in employment; you’ll find a job. It’s essential to take care of yourself and be proactive in your job search.
This is important advice for anyone who finds themselves unemployed. The odds of an attorney getting fired at some point in their career are quite high. Most attorneys have been fired at some point, but the key is to learn from it and move on. If you’re ever fired or unemployed, you need to go all out to find a new job. Staying professionally active is fine, but the most important thing is to focus on finding a new job and applying to places that don’t have openings. If you do this, you’ll get a job.
I’ve seen this play out many times. For example, I had a candidate in Atlanta who had been unemployed for six months early in her career. She was spending her time attending professional meetings and bar association events, but she wasn’t applying to enough places. She had gone to Duke Law School and was frustrated that the big firms in Atlanta weren’t hiring her because they could hire employed candidates instead. I worked with her to apply to firms in California, and she ended up getting several interviews and eventually a great job in Silicon Valley at a very good IP firm. She later developed expertise in a specific type of software contract and eventually opened her own successful firm after her previous firm went out of business.
The key point is that you need to apply to a lot of places. Stability is a crucial factor for law firms when hiring and training new employees. If you’re stable, a law firm is more likely to invest in you, train you, and expose you to different files. They also want to avoid the costs associated with turnover, which can be significant. When someone leaves, it can undermine client relationships, cost time and money to replace the employee, and negatively affect the morale of other attorneys.
Law firms are very cautious about hiring someone who might leave because of the substantial costs involved. It’s not just a minor inconvenience—it’s a major issue because work may not get done, other attorneys might consider leaving, and the firm could lose millions of dollars if a partner decides the firm isn’t serving their needs. Clients also prefer to work with the same attorney, so when you leave, it doesn’t reflect well on the firm.
Every time you leave a job, it makes you less attractive to other firms compared to attorneys who have been more stable. If you’ve moved a lot, you’re unlikely to get interest from large or well-organized firms, especially those that attract a lot of applications due to high pay or other factors.
The highest-paying firms always attract a lot of applications. If you've made a few moves in a short period of time, that world may close off to you. Recruiters may lose interest as well, and it simply won’t work in your favor. However, smaller firms, which may not receive as many applications, will often be very interested in you. Why wouldn’t they be? It can be a good strategy to work for a smaller law firm if you lose your job in a struggling practice area and then move back to larger firms later.
I had a very instructive experience with this during the 2008 recession. When the recession hit, it was like a nuclear bomb for law firms in places like New York City. They laid off many corporate attorneys because there was nothing going on. The same thing happened in Chicago and other markets around the country. At the time, I had an office in New York and advised the recruiters there to start sending candidates to smaller markets, like Long Island and other suburbs outside of New York City, as well as to smaller firms.
However, the recruiters in New York were under the impression that they should only work with the biggest and most prestigious firms, and they derived their self-esteem from that. As a result, they weren’t having any luck. Six months later, I visited, and one recruiter said they hadn’t made any money in eight months and were struggling financially. Meanwhile, in Chicago, I gave the same advice to the recruiters, and they had their best year ever. They realized that smaller law firms were interested in hiring top talent, especially when larger firms slowed down and passed work to smaller firms because of lower billing rates.
If you have a lot of moves on your resume, you can always get a job by targeting smaller firms. If they can make money from your work, they’ll hire you. Smaller firms may also be less concerned about potential morale issues if you leave, making it a good option for those with a history of frequent job changes.
Networking is also crucial. Many people get jobs through networking, and it’s an excellent strategy for developing a book of business and building a strong professional background. Strategic networking, where you stay in touch with a core group of around 100 people and check in with them every six months, can lead to business opportunities and job offers. Although many people think networking is too much work, spending just two or three hours a week connecting with others can make you incredibly successful.
There’s a well-known story about Bill Clinton, who, when he was at Yale Law School, would write a note card about every person he met. He continued this practice throughout his career, memorizing details about people and staying in touch. This level of networking helped him in his political career, and it’s a valuable lesson for anyone looking to build strong connections.
Customizing your applications is another effective strategy. Very few people do this, but it can make a significant difference. For example, sending your resume by mail can be much more impactful than just emailing it. I remember receiving an application from someone who mailed their resume, which stood out among hundreds of others. Although the hire didn’t work out, the effort made the application memorable.
Preparing for interviews is also essential. There are many resources on the BCG Attorney Search website, including a helpful PDF that I wrote about interview preparation. When you get an interview, you need to be ready to secure the job. Law firms are concerned about several factors:
- Can you do the job? Most attorneys can figure out the work, but your resume needs to be focused on your practice area.
- Will you commit to the job long-term? Law firms want to know that you’ll stay and be dedicated to the work.
- Can you be managed? Law firms look for clues about whether you’ll be manageable in the workplace.
By focusing on these areas, you can improve your chances of getting hired, even if you’ve had frequent job changes.
I want to share a situation that happened to me recently. Apologies for the length of this webinar, but this is important stuff. I had a candidate who was offered a $400,000-a-year job in Oakland, California. He was a senior associate, and this was a great opportunity since he was previously making $250,000. However, after receiving the offer, he contacted the firm to ask if they had a remote work policy. Within an hour, the firm rescinded the offer. They likely saw this as a sign that he wasn’t manageable. I told him he should have asked about that during the interview process. This is a key point: law firms are always looking for clues. If you start asking about things like time off or salaries too early, they might get the wrong impression.
It's crucial to understand that being manageable is just as important as being focused. Law firms want to know that you’re likable and that you’ll fit into their environment. Job changes and career pivots can be seen as major red flags by law firms. These issues aren’t insurmountable, and I’ve given you some strategies to address them. But understanding and navigating these challenges is one of the most important things you can do for your career. I commend you for taking the time to watch this webinar and learn about these topics.
If you get fired from a firm, learn from the experience and apply yourself fully at the next one. It’s not your place to challenge how a firm does business; your focus should be on doing your job well. If you’re considering leaving a firm because you think the grass is greener elsewhere, it’s important to remember that this isn’t always the case. Unless you have a very good reason, like moving to a better firm, it’s generally not a good idea to leave. Law firms are excellent places to build your career, and I highly recommend sticking with it, overcoming challenges, and not leaving unless absolutely necessary.
If you do find yourself fired, apply to as many places as possible. Don’t let setbacks define you—keep moving forward. I’ll take a quick break now, and when I return, I’ll answer any questions you might have. This is an important topic, but I’m happy to answer questions on anything else as well. I’ll be back in just a few minutes. Thanks.
Question and Answer
Question: How should I frame my decision to leave a toxic work environment without sounding negative about past employers?
Answer: That's a great question. Toxic environments are real, and they can exist because of individuals who target others or because the entire firm has issues. I once encountered an attorney at Dewey Valentine who was so difficult to work with that several people who worked for her left within a few months. One associate, despite having gone to Columbia Law School, ended up becoming a waitress. Others had similarly bad experiences.
If you find yourself in a toxic work environment, it's important to avoid toxic people as much as possible. If you must work with them, do your best to excel in your role, but also protect yourself and recognize the situation for what it is.
When you're leaving a firm and applying to new places, you’ll need to explain why you’re leaving. The best approach is to frame your departure positively, saying you're seeking better work, more focus in your practice area, or the opportunity to work with different types of clients. These reasons are well-received, especially if you haven’t lost your job.
If you were let go due to a lack of work, it’s acceptable to mention that the firm didn’t have enough work for you. If the lack of work was due to a toxic environment, you can subtly hint at that without being overtly negative.
It’s also wise to ask who you’re replacing when interviewing for a new position, as this can give you insight into why the previous person left and help you avoid another toxic environment. If you're in a toxic situation, start looking for a new position immediately. Often, these environments become toxic because you're perceived as unmanageable or not doing things the way they want. Distance yourself from that situation as soon as possible.
Lastly, be aware of firms where factions of partners are at odds with each other, as this can create a toxic atmosphere. In such cases, avoid taking sides and steer clear of any drama.
Question: How can I use recommendations from past employers to strengthen a job application despite a difficult employment history?
Answer: Recommendations and testimonials can be incredibly valuable, especially if you’ve had a challenging employment history. However, you need to be careful about whom you list as references, particularly if you left a firm under less-than-ideal circumstances. At top firms, they generally won’t give you a bad recommendation outright, but they may be less enthusiastic if there were issues.
For example, I once had a candidate who left Simpson Thacher in New York under difficult circumstances. She had gone through a personal crisis and was even hospitalized for a time. While there’s nothing inherently wrong with seeking psychiatric help, the situation had affected her job. Despite this, Simpson Thacher didn’t give her a negative recommendation. They said her work was great, and she would do well at another firm, even though she admitted to me that her departure had been less than ideal. This experience taught me early on that top firms like Simpson Thacher generally won't give a bad recommendation. It’s just not in their DNA. They have no incentive to tarnish someone’s reputation because they want people to leave on good terms, remain employable elsewhere, and potentially refer business back to them in the future.
In contrast, smaller and some mid-sized firms might give bad recommendations. The attorneys at these firms sometimes feel a sense of power and might be excited about using it negatively, even if they initially claim they’ll provide a good reference.
So, what should you do? Whenever you leave an employer, ask for a recommendation. Even if you're leaving on less-than-ideal terms, you can request a letter of recommendation. Surprisingly, many people don't do this, but a good portion of the time, firms will agree to it. I recently reviewed a resume from a Yale Law School graduate who had listed only one person from her previous firm as a reference, where she worked for just a year. It’s crucial to get a recommendation when leaving a firm; a written recommendation can go a long way. If someone writes a letter of recommendation, they’re much less likely to contradict themselves later with a negative reference.
I strongly recommend that you always have advocates wherever you work. Build relationships with partners who appreciate your work, and even with clients if possible. In my entire career, I've only seen a handful of attorneys who had written letters of recommendation, but those who did were in a much better position when searching for a new job. Having people in your corner is incredibly important, and it underscores the need to do your best work and to be a servant to those you work for.
If you're struggling to find a job or have been let go, a letter of recommendation can be incredibly helpful. It prevents any future contradictions and supports your job search by demonstrating that you left on good terms. Another useful tool is a written performance review. If you receive a good one, you should definitely use it in your job applications. This can preempt any concerns about your work performance or manageability.
It's surprising how many attorneys don't take advantage of these opportunities. In almost every other industry, testimonials and recommendations are standard—just look at product reviews on Amazon. Attorneys should treat recommendations the same way, as a no-brainer.
Question: Why are there more litigation jobs compared to transactional jobs?
Answer: This is a trend that's been consistent over time. Even during economic booms, where there's a lot of transactional activity, there are always more litigation jobs. The reason is simple: people are always suing each other. Whether it's personal injury, insurance defense, family law, or commercial litigation, there's a constant demand for litigation attorneys.
From a career stability standpoint, litigation offers more opportunities. However, if you're looking to develop a book of business as a partner, corporate law might be the better path, as corporate attorneys work closely with companies and can bring in business when those companies face legal issues.
Transactional jobs, such as those in finance, corporate, or real estate law, can be riskier because these areas are more susceptible to economic downturns. But they also offer significant upside potential if you succeed in bringing in clients.
Question: How do employers perceive candidates as unmanageable, and how can one address or correct this perception early in the recruitment process?
Answer: Unmanageability often comes across during interviews when candidates ask about things like hours, remote work policies, time off, or even express dissatisfaction with their current firm. Employers pick up on these cues and may view such candidates as potential problems.
The best way to avoid being seen as unmanageable is to focus on being agreeable, showing enthusiasm for the work, and avoiding any involvement in drama. For example, don’t engage in negative discussions about your current or previous employers. Instead, emphasize how much you enjoy the work, the firm, and the people you work with. This positive attitude will lead employers to believe that you are manageable and likely to be a good fit for their firm.
Manageability is crucial in any law firm setting. It means fitting into the firm’s culture, following their processes, and not getting involved in office politics or drama. If you can demonstrate these qualities, you’ll come across as a strong, dependable candidate.
I want to thank everyone for asking such thoughtful questions. It's impressive to see how committed you all are to improving your careers. This information is incredibly important, and I'm glad you're taking the time to engage with it.
Question: Should law students find the right firm and commit for five-plus years, especially if they aim to move into a big law firm later?
Answer: The simple answer is yes, but let me explain why.
When you first graduate from law school, firms only have your grades and the school you attended to assess you. If you didn’t go to a top law school or didn’t have stellar grades, your early career might not start where you ideally want it to. But that’s okay. Over time, the competition thins out significantly. For example, if you start in a practice area with 100 other first-year associates, that number might dwindle to 15 or fewer after five years due to attrition—people leaving the profession, moving to other cities, or shifting careers.
At that five-year mark, if you apply for a job, you’re competing with far fewer people, and law firms have fewer options. If you’ve stayed with your firm for that time while others have moved around, you’re likely to be the most attractive candidate because firms value stability.
The reality is that law firms don’t care as much about your grades after you’ve been practicing for several years. What they care about is your expertise in a specific practice area and your stability. If you’ve been with the same firm for five years, that shows dedication and reliability, which are highly valued traits.
I’ve seen cases where attorneys from modest beginnings—like one who graduated from Rutgers Law School and started at a small firm in New Jersey—were able to land interviews with top firms like Paul Hastings during a corporate boom. Even though the attorney didn’t get the job, the fact that he was considered illustrates how powerful experience and stability can be, especially when market conditions are favorable.
So, if you can, stay at your firm for as long as possible. That stability will set you apart from others when the time comes to make a move, especially to a larger firm. Over time, the pool of competitors narrows, and your consistent experience will make you a very strong candidate.
Summary: While it’s tempting to move around early in your career, sticking with one firm and building your expertise there will serve you better in the long run. It positions you as a more stable, reliable, and experienced attorney, making you more attractive to future employers.
Question: What kind of professional development or certification would strengthen your candidacy, especially after a career pivot or a period of unemployment?
Answer: This is a good question, but the answer might not be what you expect.
Certifications and professional development courses, while useful, aren’t always the most effective way to make yourself stand out. The most critical factor for law firms is actual experience working in a law firm. Certifications may help you develop specialized knowledge, but they won’t carry the same weight as real-world experience.
If you’ve had a career pivot or a period of unemployment, the best strategy is to apply to smaller firms or look at smaller markets. It’s all about the law of supply and demand. In markets where there’s less competition, smaller firms are more likely to hire someone with your background, especially if they aren’t receiving many applications. These firms need people who can help them make money, and if you present yourself as a capable candidate, they’ll be interested.
I often speak to firms in smaller markets that struggle to find candidates. They’re not receiving the same flood of applications as larger firms in bigger cities. So, instead of focusing solely on certifications, focus on finding these smaller firms and markets where your skills are in demand.
There are some certifications that can be beneficial, like becoming a certified family law specialist in California, or taking specialized courses in trust and estates. However, these should complement your job search, not replace it. The most important action you can take is to apply broadly—especially to firms that don’t have active openings. Many attorneys I speak with believe that a certification will magically make them more appealing to employers, but that’s rarely the case. The real solution is brute force—apply to as many places as possible.
For example, if you’re a real estate attorney in Reno, Nevada, you’d be surprised at how many firms are out there that could be a fit. Even in smaller markets, there are often many firms that don’t receive a lot of applications, and they’d be thrilled to hire someone with your experience. You need to reach out to these firms directly, even if they don’t have a job posting.
When people tell me they’re unemployed, I’m often astonished because there are so many opportunities out there if you know where to look. Whether it’s a small firm or a niche market, there are countless places where you could apply your skills. Most people focus only on advertised openings, but by doing that, they miss out on a vast number of potential opportunities.
If you really want to take control of your career, especially after a period of unemployment, apply to as many relevant firms as you can, even if they aren’t actively hiring. Smaller firms in less competitive markets are often desperate for good talent, and if you reach out to them, you’ll find that many are more than willing to bring you on board.
Summary: While professional development and certifications can add value, the most effective strategy is to apply broadly and target firms that aren’t overwhelmed with applications. This approach will help you get back into the workforce and continue building your career.
Question: What kind of freelance work or consulting opportunities should you pursue during unemployment gaps to enhance your resume?
Answer: My honest advice is that freelance or consulting work isn’t necessary.
No matter your practice area or location, your primary job as an attorney is to represent yourself well. The best way to do that is by applying to as many law firms as possible. You don't need to focus on freelance work or certifications; instead, focus on landing a permanent position. The key is to make sure your resume is strong and then apply broadly to law firms, even if they don’t have advertised openings. This approach works because law firms are businesses—they need people to do the work, and if they see your resume and think you could help them, they'll bring you in.
If you're worried about applying to firms that don't have openings, don't be. Law firms won't reject you for applying, and if they need help, they'll reach out. You might have to apply to 100 places, but someone will have work for you. It's all about persistence.
Many attorneys don't have the drive to apply widely, which is a mistake. You need to cover the entire market. If you’re representing yourself, you should be as thorough as possible, just like you would be for a client. It's surprising how many attorneys I speak with who are unemployed and struggling to find work, yet they haven’t applied broadly enough. The solution isn’t to wait or look for freelance work; it’s to apply to as many law firms as you can.
Question: What should you do if you move from a smaller firm to a larger, more prestigious one, but take a temporary setback in terms of title and responsibilities?
Answer: The best approach is to enhance your resume by showing your dedication to your practice area. Get involved in associations, write articles, give presentations—do everything you can to stand out. Even if you’re a staff attorney, you can make yourself look stronger than associates by showing your commitment and involvement in your field.
Sometimes, firms will hire you as a staff attorney instead of an associate, and while that may seem like a step down, it can have its benefits, like regular hours. However, be aware of the drawbacks: you’re often the first to go if work slows down, and you might not get the most sophisticated work. If you do take a staff attorney role, try to strengthen your position by actively enhancing your profile within the industry.
In some cases, you might be better off staying as an associate at a smaller firm rather than taking a staff attorney role at a larger one. The title of “staff attorney” can limit your advancement potential and might not provide the same level of responsibility or security.
Finally, if you’re moving between firms and your title changes to something like "staff attorney," consider listing your title simply as “attorney” on your resume to avoid drawing attention to the change. However, be honest if asked directly during interviews. The key is to focus on making your resume as strong as possible and demonstrating your commitment to your practice area.
Summary: Instead of focusing on freelance work during unemployment, your best strategy is to apply broadly to law firms, especially those in smaller markets or firms that aren’t receiving many applications. Strengthen your resume through involvement in your practice area and remain persistent in your job search.
Question: For attorneys who have changed roles or practice areas frequently within the same firm, how might this be perceived by prospective employers? Is it better to emphasize internal mobility and breadth of experience, or could it raise concerns about the lack of specialization?
Answer: Specialization is crucial, particularly in large markets and large firms. When it comes to how employers perceive frequent changes in roles or practice areas, it depends largely on the type of market and firm size.
In smaller markets or smaller firms, being a generalist is often valued because these firms may need attorneys who can handle a variety of tasks. For example, in a smaller market like Aston, Pennsylvania, attorneys often wear multiple hats, handling everything from real estate to personal injury. In such environments, the breadth of experience is seen as an asset, not a drawback.
However, in larger markets and larger firms, specialization is key. These firms typically require attorneys to focus on a specific area because their clients expect and pay for specialized expertise. For instance, in a large market like New York, a corporate attorney would likely focus on a specific type of corporate work, such as M&A, rather than a broad range of corporate matters.
If your resume reflects a wide range of practice areas, but you're applying to a position that requires specialization, it's best to tailor your resume to highlight the experience most relevant to the job. For instance, if you're applying for a litigation position and you've done litigation, corporate work, and trust and estates, focus your resume on your litigation experience. Mention your other roles briefly, but keep the emphasis on the area that aligns with the job you're applying for.
It's not about hiding your diverse experience but rather about presenting it in a way that aligns with what the employer is looking for. In large firms and markets, this focus on specialization can make you a stronger candidate. In contrast, for smaller markets and firms, your generalist background can be a selling point.
The key takeaway is to understand the expectations of the market and firm size you're targeting and adjust your resume accordingly. By doing this, you can make sure that your internal mobility and breadth of experience are viewed positively rather than as a lack of focus.
Lastly, it's important to recognize that the legal industry has countless opportunities. Even if you're a generalist, you can find a firm that values your diverse experience, particularly in smaller markets. The crucial strategy is to apply broadly and target firms where your experience will be seen as an advantage, not a disadvantage.
Question: How do frequent job changes impact an attorney's reputation and marketability within the legal field? Are there ways to reframe these experiences positively, perhaps by emphasizing adaptability or diverse skill sets to potential employers and clients?
Answer: Frequent job changes can indeed raise concerns for prospective employers, particularly if it appears that the attorney lacks commitment to a specific practice area. However, there are ways to manage and reframe this in a positive light, depending on how you present your experience.
The key is to focus on one practice area when discussing your career trajectory, even if you've held multiple positions. For example, if you've worked in different practice areas across several firms, you should emphasize the area most relevant to the job you're applying for. You can present yourself as an "associate" without delving into too much detail about each role, which helps to streamline your resume and keeps the focus on the most relevant experience.
When it comes to interviews, avoid bringing up weaknesses or discussing any issues you may have had with previous employers. Law firms prefer candidates who seem stable and committed, so talking about any personal challenges or difficulties you've faced might raise red flags. For instance, if you've hired a personal coach to help with manageability, it's best not to mention this during an interview. The firm might view this as a sign of existing issues that could hinder your performance.
Instead, emphasize your adaptability and the diverse skills you've developed. Highlight how your varied experiences have equipped you to handle a range of situations and how they make you a more well-rounded attorney. However, it's crucial to avoid framing your moves as indecisiveness or a lack of focus.
Remember, the legal field values advocacy, and when representing yourself, it's important to portray your strengths confidently. Just as you would never expose a client's weaknesses in court, you should avoid doing so with your own during the job search process. Always focus on the positive aspects of your experience, such as the skills and insights you've gained from each role.
To sum up, while frequent job changes can be a concern, how you frame your narrative can make a significant difference. Focus on consistency in your practice area, avoid highlighting too many different roles on your resume, and steer clear of discussing personal challenges during interviews. Instead, emphasize your strengths, adaptability, and the unique perspectives you've gained from your diverse experiences.
Question: Are there particular types of firms or roles that are more understanding or accepting of candidates with frequent job changes?
Answer: Yes, there are certain types of firms and roles that tend to be more accepting of candidates with frequent job changes. Smaller firms, especially those that struggle to attract top candidates, are often more open to hiring someone with a varied job history. These firms may offer lower salaries and may not have the same level of prestige as larger firms, but they are generally more flexible and understanding about a candidate’s past job changes. They recognize that they may not be able to attract candidates with perfectly linear career paths and are often more interested in your ability to contribute immediately to their needs.
In addition to smaller firms, you might also consider roles like contract attorney positions, where firms are more focused on your ability to perform specific tasks or handle certain types of work rather than on your long-term career trajectory.
The key is to target firms or roles where the need for your skills outweighs concerns about your job history. While these opportunities might come with some trade-offs, such as lower pay or fewer benefits, they can provide a stepping stone to more stable positions in the future.
When applying to these roles, it's important to emphasize the skills and experience you've gained through your various positions. Show how your diverse background makes you a versatile and adaptable candidate who can bring value to the firm.
In summary, smaller firms and contract roles are more likely to be understanding of frequent job changes, especially when they have a strong need for your particular skill set. These positions might offer a path to stability and growth, even if they come with some initial trade-offs.
Question: When you encounter candidates with serious manageability problems, do you even bother trying to market them to firms, or does it seem too risky?
Answer: Yes, I do encounter candidates with manageability issues from time to time. These candidates may exhibit behaviors like speaking very negatively about their previous firms, appearing angry or resentful, or having an inflated sense of self-importance. These traits can make them seem like less-than-ideal candidates at first glance. However, I do still market these individuals to firms, and the key is often in addressing the underlying issues directly.
Many times, these candidates just need guidance on how to adjust their behavior and mindset. For instance, they may need to understand the importance of not letting their ego get in the way or how to better manage their reactions to criticism. Often, issues with manageability stem from early career experiences where they might not have fully understood how to navigate the professional environment. When these candidates receive constructive feedback and are open to change, they can actually do quite well.
It's important to remember that manageability is something that can often be improved with the right approach. Law firms can sometimes be harsh environments that challenge a person’s self-perception, leading to defensiveness or resentment. But with the proper coaching and self-reflection, many of these candidates can turn things around and become valuable assets to a firm.
So, while there is certainly some risk involved in marketing candidates with manageability issues, it's not a deal-breaker. With the right preparation and mindset adjustments, these candidates can still be placed successfully. It’s all about helping them present themselves in the best possible light and ensuring they understand the expectations of the roles they are applying for.
Question: The next question is about handling career breaks due to family responsibilities. How should this be addressed?
Answer: Career breaks due to family responsibilities are generally well-respected, especially for women who take time off to have children. It’s typically not held against them; in fact, it might even be seen positively. Women who have taken time off for family often do better in interviews compared to similar candidates who haven’t. So, if you're asked about this, you can explain that you took time off to raise children, care for a sick family member, or whatever the situation was.
If you’re applying to a new firm, you could frame it by saying something like, "I did good work at my previous firm, but I saw this as a good opportunity to explore other possibilities." Personal reasons, such as family responsibilities, are generally well-accepted. Health issues are also acceptable to bring up if necessary, though they might not be received as positively as family responsibilities.
Question: Considering the competitive nature of the legal industry, how should an attorney approach discussing career pivots made to explore new areas of law or develop new skills? What are the key points to emphasize to ensure these transitions are seen as strengths rather than red flags by hiring managers, especially in prestigious law firms?
Answer: The key is to emphasize focus. If you're applying to large firms, you should concentrate on one practice area. For example, if you're applying for a position in mergers and acquisitions, that’s all you should talk about. Remove any mention of other practice areas, such as IP law, from your resume. Your resume should reflect a singular focus on one practice area. This is crucial because large firms are looking for specialists—experts in a specific area who can justify the high hourly rates that clients are charged.
Clients expect their attorneys to be highly skilled in a particular area, and that's why focus is so important. If you've spent several years honing your skills in one practice area, you're going to be more adept than someone who has spread their time across multiple areas.
If you're applying to a large or mid-sized firm, focus your resume on that one practice area. Even if you've done different things, emphasize the experience that aligns with the job you're applying for. In smaller firms, being a generalist can be acceptable, but for larger firms, specialization is key.
Question: How should I explain a career break due to personal reasons, such as health issues or family responsibilities, during an interview?
Answer: If asked about a career break due to personal reasons, you can certainly explain it, but you need to be careful. Health issues, while understandable, might make employers hesitant because they could worry about your long-term health. Family responsibilities, on the other hand, are generally more positively received. You can say something like, "I took time off to care for a sick family member," or "I took a break to focus on my health." However, you should be prepared to reassure the employer that you are fully capable of committing to the job moving forward.
Question: Are there particular types of firms or roles that are more understanding or accepting of candidates with frequent job changes?
Answer: Yes, smaller firms that typically struggle to attract candidates are more likely to be understanding of frequent job changes. These firms may offer lower salaries and be smaller in size, but they often need talent and are more willing to take a chance on someone with a less-than-perfect job history. If you’ve had many job changes, it’s advisable to target smaller firms where you can gain stability and then potentially move up from there.
Question: How do frequent job changes impact an attorney’s reputation and marketability within the legal field? Are there specific ways to reframe these experiences positively?
Answer: Frequent job changes can raise concerns about an attorney’s focus and commitment. The best way to mitigate this is to emphasize your focus on a single practice area. For instance, on your resume, rather than listing multiple roles with various responsibilities, you should highlight the experience most relevant to the job you’re applying for. If you’ve worked in different practice areas, focus your resume on the one that aligns with the job you want. This approach helps present you as specialized and focused, which is what most law firms are looking for.
Question: How can I best explain a career break or frequent job changes in interviews to avoid being perceived as unstable or indecisive?
Answer: The best strategy is to highlight the relevant experience that aligns with the job you're applying for and minimize the attention on the job changes. For instance, if you have a history of changing jobs, you can list your titles and the companies you worked for without going into excessive detail. Focus on the skills and experience that are most relevant to the position you’re seeking.
For example, if you've held several positions but want to emphasize your litigation experience, you should concentrate on that aspect in your resume and during interviews. By doing this, you present yourself as someone with a strong and focused background in litigation, rather than someone who has bounced around different roles. The goal is to make your career path appear as consistent and aligned with the position you’re applying for as possible.
Final Note: Thank you all for attending this webinar. I hope the information provided was valuable and will help you navigate your legal careers more effectively. This session will be published soon, and I encourage you to review it as the insights shared here can significantly impact your career trajectory. Thank you again, and take care.
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.
