Laterals are exciting. Whether panacea, pioneer or Hail Mary, law firm leaders invest significant time, heart and thought into recruiting a new partner. Unfortunately, when the fit isn’t right, or the transition ill conceived, a lateral hire will create (and collapse under) a world of grief. This is particularly true when it comes to hiring government lawyers, which requires firms to bridge the wide expanse between public service and private enterprise. Given the potential opportunities and real costs to attract and retain talent, it pays to proceed with caution and allocate significant marketing resources to integrate a government lateral.
The Firm Is the Firm Is the Firm
It’s easy to get so caught up in possibility, that firms lose sight of what they are today. Never compromise or misrepresent core values and operating principles in order to lure talent. If the firm is old school and tightly managed, don’t sell it as an entrepreneurial environment of equals. If the firm is protective of equity status, don’t jeopardize the good will of the partnership by offering a star-studded former prosecutor instant equity. Recognize and respect the firm’s commercial personality as it is, not as it ought to be. Likewise, see the lateral for who she is and what she brings today, not the fearsome and formidable trial lawyer she was 20 years ago. It’s okay to be the verdant pasture for a senior statesman, just be clear about what you’re giving, getting and expecting. Along these lines, always check references. The government lawyer’s network is huge. But only as valuable as their regard in it. Be sure the network of promising referral sources actually loves them back. Oftentimes a firm gets so excited by a lawyer’s reputation (past experience), that it doesn’t validate current standing.
