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A survey of New York’s largest firms shows a slight uptick in the number of lawyers promoted to partner last year. The number of new partners firmwide at remained almost even from the number in 2012.
Jennifer Markman, recruiting manager, and Katherine Brandt, the partner-in-charge of the New York office of Thompson Hine, dispel some of the mystery involved in the recruiting process to reveal how candidates are evaluated, describe what differentiates successful candidates from their peers, and suggest what candidates can do to increase their chances of getting to an offer.
Jeremiah A. DeBerry, U.S. Director of Diversity & Inclusion at Mayer Brown in New York, writes: A critical component of any diversity and inclusion program must include a sustained focus on integrating, engaging and mentoring more diverse and women attorneys. Firm leaders, including partners from the most senior ranks to the newly minted, must all contribute to this effort if meaningful cultural change is to be achieved.
Ed Poll, principal of LawBiz Management, writes: A partner’s retirement transition, whether from a solo or small firm legal practice or practice in a large firm, is above all an issue of planning. The best personal and client service strategy is to choose and groom a successor.
Bruce B. Barket, a founding partner of Barket Marion Epstein & Kearon, writes: For lawyers interested in excelling in one or two particular areas of the law, the concept of building a “boutique” firm is an attractive alternative to starting a solo practice or working in a department in a larger firm.
William McGrane, a partner at McGrane LLP, and George McKeegan, a shareholder in McKeegan Law P.C., explores why—of all the various forms of business organizations presently being utilized by Big Law firms—forms of business organizations which require their equity security holders to identify themselves to the public as “partners” are by far the most problematic of all the various and sundry forms of business organization presently in use by Big Law.