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Don't Stay Pigeonholed if You Want Job Security
Legal Times
April 07, 2009
We can only hope that the worst of the law firm layoff pandemic is over. Last year was virtually unprecedented in the number of attorney layoffs. This year has started off ominously, with more than 3,000 lawyers fired since the first of the year.
While some of the fortunate associates who survived the industrywide cuts say they feel secure in their jobs, many more are not as confident. They admit having that unpalatable, recurring thought, "Will I be next?"
This uncertainty is understandable. But any associate who wishes to increase his or her job security would be well advised to ask a more pragmatic question: "How can I increase my value to the firm?"
It is no secret that, with few exceptions, law firm decision makers focus on an associate's productivity when determining who stays and who goes. Since billable hours are the lifeblood of law firms, the first casualties at those firms hit by lower revenues are typically the associates who bill the least.
It is also no secret that substantial billable hours are to be found in lining up regular and varied work assignments. But many competent, motivated, and well-qualified associates still fail to obtain quality projects that could save their careers in the near term. The problem commonly lies in becoming too specialized in their legal expertise.
STUCK IN A SPECIALTY
During the past two decades, many firms have grown by acquiring ready-made practice groups from other firms. Those groups that stick together and move en masse are often highly specialized. And their new firms see little reason to break them up.
Consequently, the associates who lateral in with the new group often find themselves confined to narrow areas of law and to practicing with the same few people day after day. They don't get much exposure to other practice groups and other partners. And those groups and partners don't become familiar with the associates' skill sets.
A similar dilemma can trap associates who join large firms directly from law school. Some young attorneys develop a specific set of skills while in law school. Others focus on one area of expertise early in their legal careers. In either case, the associate likely joins one practice group within the firm and stays there.
So long as work in that area of law is expanding, focusing narrowly can be good for a young lawyer's career. But almost any legal specialty can go in and out of fashion, quickly.
A specialized practice group can rather suddenly find itself with a substantially reduced workload if a certain segment of the economy collapses or a key client stops seeking outside legal assistance from the firm. Those associates who, intentionally or not, willingly or not, confine themselves to a narrow specialty and work with a limited number of people put themselves at serious risk of being laid off when their practice group loses billable hours.
Particularly in hard times, junior lawyers must increase their exposure broadly within their firms. Partners don't seek out associates they've never heard of, and isolation can be fatal to a legal career.
YOU CAN DO THAT
So the best advice to all associates is: No matter what your practice area, don't let yourself be pigeonholed as a narrow specialist. If you have been stuck in a corner, start stepping out. Find ways to make your practice overlap with others in the firm.
Many large firms send around weekly "docket sheets" describing, among other things, new matters, the clients involved, and the partners who originated and are responsible for these projects. Read those sheets carefully.
If you see a matter in which your skill set could be useful, promptly and straightforwardly inform the responsible partner. Let the partner know of your experience with that client or in comparable matters. Most clients appreciate being billed at lower associate rates for quality legal services, especially these days. Hence, if a partner views your skills and knowledge as pertinent, you can become an integral part of the project.
Litigation matters, which often require a range of legal expertise, are fertile ground for associates seeking to raise their profiles. Take the initiative to sign up for litigation support tasks, even if your initial role is small.
Volunteer to research or draft a specialized section of a motion, brief or other legal document. Be sure to get the big picture on the matters at issue and discuss them with the responsible partners.
Assuming you have done your homework and can offer real help on the project, your participation in that case will likely expand. More importantly, you will start to build a valuable reputation for having breadth of knowledge in diverse areas.
Another way to increase your visibility is to collaborate with a partner on a legal or trade journal article that covers areas of the law beyond your accepted speciality. It is not hard to find topics that involve various types of legal expertise. An article on pharmaceutical litigation, for example, may address matters as diverse as product liability, insurance, government regulation, corporate compliance and racketeering.
If you take the lead on researching and drafting such an article, your contribution will almost certainly be noticed by more partners in the firm, and most likely by clients as well. This will enhance your reputation, which could lead to more substantial projects and increased billable hours.
Pro bono work offers other opportunities for associates to display their versatility and gain experience in unfamiliar fields of the law. Pro bono projects are typically coordinated by respected partners who care a lot about good works but don't necessarily have time to do as much as they would like. These partners are often willing to allow associates to head up the projects, while they act in a supervisory capacity.
Associates generally work directly with the pro bono client and may even appear in court long before any paying clients will let them stand up. If an associate shines in a pro bono project, the responsible partner is likely to remember that individual for future billable work.
SAY HELLO TO SOMEBODY
In addition to working on collaborative legal projects -- and, yes, that is the bottom line -- associates should also attend as many firm, bar and trade events as possible.
At internal firm gatherings, associates can discuss their projects freely with other attorneys, oftentimes discovering how their practices overlap. An active and personable associate will gain a reputation as a team player among the partners, and everybody wants to work with a team player.
By attending bar and trade events, associates will increase their exposure to clients and potential clients, raising their profile in the local legal and business communities. Remember it's always easier to have the second conversation -- and that's the one that leads to billable work.
There's no doubt about it: You have worked extremely hard to become an associate in a law firm. You survived the gauntlet of law school and the bar exam, slaved over tedious projects with impressive precision, and devoted many evenings and weekends to your nascent career. Now you owe it to yourself to do everything you can to avoid becoming a casualty of the difficult economy.
Remember that your firm too has a vested interest in your success. By increasing your versatility and widening your areas of expertise, you help the partners even as you help yourself. Both you and your firm will reap the rewards.
Ronald E. Quirk Jr. is an attorney search director in the Washington, D.C., office of Special Counsel. He can be reached at ronald.quirk@specialcounsel.com.
