By William Seaton
For many lawyers, their career path was identified early in life. For others the decision may have come late in the game, after much indecision or because it wound up being the path of least resistance. Still, however you got here, here you are. You are a lawyer, heading down a path that already stretches long behind you, too far along to consider turning back.
But if buyer's remorse is common with homes, many lawyers also look back and wonder what would have happened had they chosen otherwise. Not only is it a common reflection, I think it's a healthy one. Some lawyers say they keep doing what they do because it's all they feel capable of while others review their decision, size it up against options they had along the way, compare it to other jobs they've seen and, in the end, are satisfied with their decision. All in all it is, they find, a great profession, tedious at times but noble at others, always challenging and most often rewarding. Or is that just one person's opinion?
Where - in an objective sense - does the practice of law stack up? Though that's like asking for objectivity in the definition of art, some people do try. Fast Company magazine, for example, recently assembled a list of the Top 25 Jobs for 2005. They used four criteria in making their selection: job growth, salary potential, education level and room for innovation. The first two criteria were weighted at 35% of the final index score, with education getting 20% and innovation 10%. Statistical data for the survey was largely derived from the Bureau of Labor Statistics and Salary.com.
In the end, being a lawyer was deemed the 15th best job for 2005. Not bad, given that lawyers scored zero on their innovation index. (I guess they felt lawyers do everything by the book.) And what other jobs were on the list deemed the best of the occupations? Just ahead of lawyers were actors, then producer/directors. Fair enough, but at least lawyers don't have to wait tables while anticipating the big break. Further up the list, at number ten, were athletes, who in turn trailed epidemiologists and chiropractors. All of these lagged behind Fast Company's top job for 2005, being a personal finance adviser.
I don't know what it says that lawyers trailed chiropractors and sales managers, or that they were ahead of actuaries, airline pilots and securities sales agents. Perhaps these other professionals too have stopped to wonder what would have happened had they gone to law school instead of doing what they did, though I doubt Barry Bonds ever dreams of trying cases.
In the end, the list strikes me as far more subjective than objective. There is no best job for everyone, just the best job for you. That may or may not be the one you have chosen, but if it isn't, the answer isn't in a selection from a list. It's in your own self-reflection, the reason that a job says so much about who we are. If that doesn't strike you as intuitively correct, you can find the whole article, and the entire top 25 list of options at http://fastcompany.com/articles/2005/01/top-jobs-main.html.
2004 Big Year for Law Firm Mergers
Last year was a very active one for law firm mergers. There were 47 law firm mergers involving mid-size and large firms in 2004. This represents a 34 percent increase over 2003, according to Hildebrandt International. Some notable examples include the merger of Ropes & Gray with Fish & Neave; Goodwin Procter's merger with Shea & Gardner and Wilmer; and the Cutler & Pickering merger with Hale and Dorr. Some have even speculated that the corporate law market may eventually be dominated by a small number of megafirms. This has impacted recruiting. Some law firm recruiting coordinators are reporting that law students are becoming more concerned about the fate of firms if those firms appear to be attractive merger partners. This, according to some experts, has driven students with top qualifications to larger firms who will be the surviving entity in any future mergers rather than going with firms who they suspect may get swallowed up.
NJ Judges Told to Stay Away from US News Law School Survey
A recent court directive is advising New Jersey judges not to take part in law school surveys conducted by US News & World Report. The November 15th directive from the Acting Administrative Director of the Courts said that it would be inappropriate for judges to complete the survey. The U.S. News rankings, which have included law schools since the 1980s, are considered to be very influential, especially among students making decisions on what school to attend. Some believe that failing to have judges' input in the survey will hurt New Jersey law schools because they tend to have higher regard for local schools. New Jersey has three law schools: Seton Hall and two at Rutgers campuses. While the directive does not name US News directly, it does say that judges should avoid the appearance of impropriety. It then refers to an earlier directive that barred New Jersey judges from participating in Martindale-Hubbell's attorney rating system. New Jersey appears to be the first state to take such an action and no similar directive has been issued to federal judges.
London Firms Feel Pressure, Consider New Compensation Structures
Up to 100 of London's senior lawyers could be forced out of their firms due to a slowdown in corporate deals. The Evening Standard newspaper reports that the city's biggest firms -- Clifford Chance, Allen & Overy, Linklaters and Freshfields Bruckhaus Deringer are vulnerable to cuts after more than a decade of rapid expansion. It is reported that corporate transactional activity had been falling the last four years. According to The Lawyer magazine, the firm Lovells recently dropped 25 partners in an effort to increase its profitability. Some of the pressure at London-based firms is coming from younger partners who are threatening to leave unless profitability improves. Some firms are considering moves away from the seniority-based compensation and towards an American-style approach to partner distributions. First-year associates in large London firms earn around £50,000 a year and get to £100,000 generally after five or six years of practice.
Q: Dear Career Counselor:
I have been thinking about changing my job for a long time. I vow to do this every January, but haven't taken steps to make my resolution a reality. Specifically, I am interested in finding a position at a non-profit. I am worried about whether I can afford it, but want to start the process of exploring my options. Can you help me make this year's resolution more than just an empty promise?
-- Nancy in North Carolina
A: Dear Nancy,
You are not alone. Many lawyers have successfully transitioned to the non-profit arena, and many more are considering doing so in the future.
The transition to a non-profit has features common with any job search, but also has some unique qualities all its own. As with any job search, the most successful candidates are those that can demonstrate why they are interested in the particular employer (as opposed to others in the same industry), and what they can do for that employer. For many of our clients, this is the most challenging part of the job search, because if you don't do this well at the beginning of the job search process, in a resume or otherwise, you don't reach the interview stage of the process.
Therefore, it is important to identify clearly the types of positions you are interested in and what you can offer each prospective employer. When dealing with transitions to non-profits, there are three general possibilities:
- You can transition to a position working as an attorney for a non-profit. This would include pro bono law firms as well as large non-profit organizations such as universities and hospitals. With respect to this transition, the key is to highlight the relevant legal skills you possess, demonstrate your commitment to the organization's goals.
- Second, it is also possible to transfer to a non-profit, but not as a lawyer. This can include working for or managing non-profits service providers such as community service organizations and foundations. Attorneys have transferred to a whole host of non-practicing positions including senior management, fundraising, communications, and event planning.
To make this transition, the key is to identify your relevant transferable skills. One way to identify such skills is to look at a posting for a position that might interest you and take note of the required skills. For many of our clients, the key skills that they need to identify relate to managing people and budgets. This is because managerial positions at non-profits are more likely to pay more. And compensation issues are often cited by attorneys as a significant barrier to making a transition to non-profits.
But don't assume that all non-profits pay peanuts. To be sure, virtually all with non-profits pay less than positions at large firms, but that is also true of almost all other defense-side private law firms. I am personally aware of several senior level managers at non-profits whose base salaries exceed $100,000. This is certainly the upper end of the range, and few people can transition directly to an Executive Director slot. People don't work at non-profits to become rich, but even the salaries paid mid-level managers at certain non-profits may allow you to live comfortably. Likewise, fundraising or development positions may also pay more than other non-profit jobs, as the ability to raise funds is prized by virtually every non-profit. Ultimately, you are in the best position to determine what positions you can afford financially, but if you have your heart set on working for a non-profit, don't assume that financial considerations are an absolute bar to reaching your goal.
Finally, make sure you highlight that you are a good ideological fit for the non-profit employer. For example, if you are interested in an environmental group, demonstrate that you are interested in the cause. This can be an important stumbling block for attorneys, especially if their legal work can create the impression that they prefer to serve clients whose interests are anathema to those served by the non-profit. This obstacle can be overcome, but make sure that you express enthusiasm for the organization's mission. After all, it's what binds employees to the non-profit; it makes it enjoyable and meaningful for them to work there.
- Instead of simply going to work for a non-profit, some attorneys start their own. This is not common, but I have personally worked with attorneys and law students who have been instrumental in starting organizations such as charter schools. If you are inclined to start such an organization, resources exist to help you.
Selected On-Line Resources About Non-Profits
There are a multitude of online sources where you can learn more about non-profit careers, including those that list specific job openings. Please see Resources of the Month in this newsletter below.
Nancy, I hope these resources help you make your resolution a reality.
Career Counselor's Corner questions are answered by Gideon Grunfeld, President of Successful Career Strategies, Inc. (www.scslawcareers.com), which specializes in helping lawyers take control of their careers in and outside the practice of law. You can submit questions to Mr. Grunfeld at gideon@scslawcareers.com
Employee morale is not always high and you may find, even with your brand new employer, that there are morale issues among the lawyers and/or the staff. Jumping on the bad morale bandwagon is tempting. It makes you feel like one of the group, complaining about working conditions can help ease the tension and, let's face it, it's sometimes fun to slam your coworkers. One important thing to remember, however, is that complaining does not always go over well with colleagues - even those at your level and even those who complain a lot more than you do. This is especially true if you are a new employee. More senior lawyers will feel like they have earned the right to complain whereas they might see you as a born complainer. Also, seeing that side of you is going to be a big contrast from the happy and smiling you they saw not too long ago interviewing for a job.
Reeling in the Big Fish and Throwing It Back Into the Water
Whether you are a sole practitioner or work at a big firm, you are probably on the lookout for new clients. It's always very satisfying to reel in a new client and enjoy the benefits of the additional billable hours. In fact, some of spend more time developing new business than we do servicing our existing clients.
Sometimes, as important as landing the new client, is knowing when the fish you landed needs to be thrown back into the water. Not all clients are good clients. This is true whether or not they pay their bills. (Although all lawyers agree that those clients who do not pay their bills are bad clients.)
The trick for lawyers is to be out there pounding the pavement for new clients yet at the same time being cautious about what they find. There are some red flags that deadbeat clients wave that over-anxious lawyers sometimes don't see being waved. Whenever interviewing a new client, keep these in mind.
- There is pushback from the client when you mention a retainer. Things like "I'm just waiting for money to come in from a deal I'm working on" or some such is an indicator that you are taking a risk. This leaves you with a judgment call but, of course, it's always better to be paid up front.
- The files show that your new client has burned through several attorneys before coming to you. There's usually a reason for lawyers and clients going their separate ways and it's not always the lawyer's fault. This risk, added with the risk mentioned above, is probably too much risk.
- The client is a company but there are no other employees, no office space, no live person answering the phone. Do what you can to find out about the business before you start serving as its counsel. This can save you some embarrassment and maybe your bar card too.
- The client is overly enthusiastic about its plan. This enthusiasm may be designed more for getting you on board than anything else. After the client has left your office, think rationally about what you have been told and ask yourself if it makes sense.
- The client found you in a mysterious or dubious way. In other words, you get a call out of the blue without any referral or reference to an advertisement or article you wrote. This may indicate that you were next on the list of attorney names in the telephone book. It's simple enough to ask the client about how he or she learned about you.
- The client claims to be a former minister of the Nigerian government and needs your help cashing a check for several million dollars (but you've probably already been burned by that one).
Which of the following countries is the nation with the highest concentration of lawyers in the world? (Answer at the end of the column)
(a) United States
(b) United Kingdom
(c) Japan
(d) Iceland
(answer at end of newsletter)
In the 1640s, Virginian, then a colony, established a fee schedule for attorneys. The rate was payable in tobacco.
www.idealist.org
Contains a wide array of information about non-profits and public service organizations; lists non-profit positions nationwide, most of which do not require a law degree.
http://philanthropy.com/jobs
An excellent resource for those seeking to learn about the non-profit market; excellent links to a wide array of resources; also includes a searchable database of non-profit positions nationwide.
www.pslawnet.org
Affiliated with the National Association of Law Placement (NALP), this site collects hundreds of non-profit opportunities for attorneys throughout the United States and abroad. This site requires registration, although registration is available for free for students and alumni of numerous law schools.
www.cnmsocal.org
This site is operated by the Center for Non-profit Management, which is based in Los Angeles, and provides consulting services to those who manage non-profits. This site contains a salary survey for non-profits, and is a good resource for anyone thinking of starting or advising a non-profit. This is also a good resource for those who seeking to learn about seminars and other training opportunities that might ease their transition to a non-profit. For example, the center hosts seminars on topics such as grant writing. Similar organizations also exist in some other large cities.
Trivia answer: -- (d) Iceland. It has 3.9 lawyers for every 1,000 people in its population.
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