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By anyone's standards, Keri L. Silvyn has figured it out. A sixth-year associate at Lewis and Roca L.L.P. in Tucson, she practices zoning and land use planning. She is also a wife and mother of three (including month-old twins), with a satisfying personal life, excellent practice and reputation for leadership in her firm and community.

Silvyn seems intuitively to make all the right moves yet, for most people, the rise to excellence does not come naturally. Obviously new associates must build legal knowledge and experience, but what else must they do to excel in the profession? Law schools and law firms are devoting more attention than ever to answering this question, to help students bridge the gap between school and practice, and to jumpstart new associates into their careers.

The issue is so important that Christina Plum, incoming 2005-06 Chair of the ABA Young Lawyers Division, has selected as a member service initiative a project presenting strategies that young lawyers can use to maximize their success. For example, YLD will suggest ways to seek constructive feedback, find a mentor and develop a well-rounded professional life. A driving force behind the project is anecdotal evidence confirming that young lawyers simply cannot rely on employers to chart their legal careers.

"The strategy may have been effective in decades past, but times have changed," Plum said. "Employers expect more initiative from young lawyers, who may lack mentors for ideas about seeking work, working with other attorneys and staff, becoming involved in the community and bar associations, etc. I hope young lawyers will implement one or two of the strategies we present and find they have a positive effect on their professional lives."

Following are just a few practical steps a new lawyer can take to gain control of his or her career. The principles initially appear obvious and not very challenging. But, as Finnish philosopher Ludwig Wittgenstein remarked, "The aspects of things that are most important to us are hidden because of their simplicity and familiarity." These ideas are simple, but the challenge is to actually take the time to implement them. Associates who are willing to incorporate some of them into their lives will be rewarded with greater personal and professional satisfaction.

• Know yourself. Instead of rushing through each experience without considering what it can teach you, take the time to reflect and articulate your reactions. Reflect, too, upon the skills and qualities of attorneys you admire. You will learn more about the areas of law and kinds of projects you enjoy; environments, interactions and relationships that are best for you; skills and areas for improvement; and personal interests and values that will give you peace of mind.
  
  Silvyn recognized early in her career that her key strengths included "dealing with people, having lots of energy and fitting more into my day than most people can." She then found an area of the law that she loved and maximized her performance by seeking out opportunities which would allow her to shine. Sally R. Simmons, Silvyn's mentor at Lewis and Roca and a super achiever herself, also recommends finding practical ways to acquire new skills. To overcome a fear of public speaking, for example, many people turn to Toastmasters and similar organizations. Similarly, to learn about teamwork, organization, communication and problem solving, new attorneys can get involved in bar associations and Young Lawyers affiliates.
  
• Plan ahead. Creating a professional life is a participative process, not something that "happens to you." Although a firm can help with some of the planning, it is amazing how many young lawyers begin their careers without any idea what they hope to accomplish in their jobs and in their personal lives. Even those who do actively think about their plans resist putting them on paper, preferring instead to keep them "in the back of their minds." One of the most positive steps you can take in your own development is to create a short (0 to 5 years) and long term (5-10 years) plan. Do not be afraid to think big when considering what you would like to achieve. Before beginning, reflect on your experiences and values. Then write in detail, including measurable goals and specific action items. You will benefit by referring to your plan frequently, to gauge your progress and for revisions based on changing experiences and priorities.
  
  Throughout his legal career, Cordell Parvin has helped associates identify and achieve their career goals. Previously director of Jenkens & Gilchrist, P.C.'s Attorney Development Program, and now a consultant in Dallas, Parvin speaks passionately about being the architect of your own career. He explains that goal setting can help associates increase self confidence and enthusiasm, focus their efforts, make decisions quickly and overcome defeats and roadblocks. "Design it and plan it with your own vision of success. Then build it based on finding your passion, your talent and your client's needs."
  
  A balanced life is important, so include personal goals and objectives. Parvin queries, "How will you spend your 57 waking hours a week of personal time? How will you spend 500+ non-billable hours per year? How well you plan and spend your non-billable time determines the quality of your career and how well you plan and spend your waking personal time determines the quality of your life."
  
• Welcome the unexpected. Since Greek mathematician Archimedes stumbled upon his theory of water displacement while bathing, we have been intrigued with "Eureka!" moments, what career coaches call "career serendipity." You can best utilize this concept by maintaining an attitude of openness to take advantage of opportunities that arise, whether large or small, and relevant or seemingly removed from your career development. Before committing, determine each opportunity's compatibility with your overall goals and gauge whether you have time to fully commit to it.
  
  Be fully present for each experience. Can you remember the last time you enjoyed someone's undivided attention? Probably not! As our jobs become more demanding and we are precariously overcommitted, multitasking seems the norm. However, you will actually increase your productivity by concentrating fully on each conversation, activity or project. Even more importantly, clients, partners and others will respond positively to your undivided attention, which will enhance both your professional reputation and personal satisfaction. For example, Silvyn enjoys serving on several Boards of Directors and committees and has earned their confidence because she always contributes 100 percent of her energy to their activities. This credibility was an important factor in their allowing her to maintain positions of leadership, even though she has temporarily pulled back from her activities since the twins' arrival.
  
• Develop meaningful relationships. As the concept of "emotional intelligence" becomes widespread, we better understand the role emotions and interpersonal relationships play in otherwise logical activities. The successful associate will quickly get to know everybody in the office, find common ground with them, learn how to relate positively with their personalities and how to move together to accomplish the firm's goals. This involves learning how to deal with problems that arise, knowing when to seek help from others and, as Silvyn says, "patting each other on the back for jobs well done and respecting the differences." Simmons suggests that you learn look at people, not as a means to an end, but first as individuals, with families and interests outside of business.
  
  If you are in a satellite or large office, it may be challenging to meet your colleagues, but Silvyn knows it is crucial. "Upon a partner's advice, I made lots of road trips to get to know everybody in our Phoenix office during my first four years at the firm. I like to socialize, so it was enjoyable for me, but those who are shy should not avoid firm events. Instead choose key people to get to know very well, particularly in your practice group." Because of her outreach, Silvyn's colleagues know her strengths and offer opportunities that are suited to her skills. Associates who are not good at "tooting own horn" and socializing might not so easily come to mind.
  
• Find mentors. Professionally, mentors can give you insight by sharing information about their own experiences and the realties of practice. They also serve as valuable sounding boards, by listening and offering support and encouragement. If your employer does not offer formal mentoring, find a mentor by contacting your state bar or seeking out those whose qualities and careers you admire, both inside and outside your firm and practice areas. Simmons also recommends finding an associate away from your practice area, to answer the "dumb" questions. Once you find a mentor, be sure to devote your own energies to ensuring the continued success of the relationship.
  
  Besides the firm, Silvyn has received mentoring from many sources, including her husband Jeff (also an attorney) and the Young Lawyers. "I am a huge advocate of the ABA Young Lawyers Division and its state and local counterparts. It provides a great network and brings you into contact with those who are in their first few years of practice, and also those who are now five to 10 years out. They can all be good mentors, helping you find your way, figure out your strengths and weaknesses and gain new perspectives."
  
• Get involved. You cannot build a reputation for excellence by being passive. One way to show the promise of future client development is by becoming actively involved in your firm. Silvyn volunteered to assist the Hiring Committee and, "because they knew I liked to socialize, they asked me to help with on-campus recruiting." She was also a prime motivator in the firm's adoption of a formal alternative work schedule policy. Simmons says, "With her prompting, we now have a policy that allows any associate to move to a two-thirds or three-fourths schedule without going permanently off the partnership track." The legal community and community at large also offer opportunities to display leadership. For example, by volunteering on his county bar's CLE committee, one young associate met many of his city's leading attorneys and was eventually included as a panelist on programs in his area of practice. Because of their legal training, attorneys are also welcome additions to committees and Boards of non-profit organizations. In the classic case of doing well by doing good, your firm will also benefit, as your reputation grows and your activities generate new opportunities. Life is a participative experience – find out what interests you and get involved!

What are the measurable results from an associate's increased interest in career development? The firm can anticipate maximum benefit from training dollars, as well as a higher degree of professionalism and job satisfaction, both of which have a positive affect on recruiting and retention. David Maister, an authority on law firm leadership, has also conducted studies showing energized lawyers provide higher quality service to more satisfied clients, with ultimately greater financial success for the firm. From experience, Parvin knows that the lawyers with whom he worked increased their volume of business and some got their first clients. "But they might have done it anyway," he says. For him, the benefits are more basic. "I would say you can't directly measure the results, but you can see them in your associates' eyes."

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Paula Nailon is Director for Professional Development at the University of Arizona James E. Rogers College of Law in Tucson, AZ, where she teaches a course on workplace survival skills and focuses on professional development for students and recent graduates. She is co-author of the Government Honors & Internship Handbook and serves as Liaison to the ABA Young Lawyers Division for the National Association for Law Placement. She is active in the State Bar of Arizona, Pima County Bar Association and Arizona Women Lawyers Association, and is a frequent author and lecturer on matters pertaining to attorney development and professionalism, and other career issues for law students and alumni.