The time span historically afforded new associates to learn the ropes and make a smooth transition from law student to lawyer has been shortened considerably. This is true especially for new associates at large firms, where the salaries are highest. Partners have far less patience for the learning curve and now expect new associates to hit the ground running quickly. Even for those at smaller firms and organizations such as nonprofit, public interest, and the government, where the learning curve may be less condensed, the transition takes commitment.
By following the guidelines below, you’ll be able to meet your employer’s expectations and more easily morph from law student to lawyer.
Pay attention to the spoken and unspoken rules
During orientation, policies and procedures are reviewed in painstaking detail. Listen! Knowing the rules will save you from potentially embarrassing, career-altering goofs from which it might be difficult to recover. The written rules will
explain things like time-off policies, reimbursable expenses, perks, and benefits as well as established procedures for photocopying, proofreading, requesting additional support services, and so on. It’s helpful to review the lawyer handbook and any other manuals you receive during orientation to familiarize yourself with such information.
As important as it is to know the written rules, knowing the unwritten/unspoken rules is even more vital. Simple observation can uncover mountains of information. For example, the written rules might indicate that office hours start at 9 a.m., but through observation you may learn that the partner in charge of your department arrives at 8 a.m. every day. In that instance, you should adjust your schedule.
The bottom line is pay attention to what people do as well as what they say.
Understand the differences in generational definitions of “professionalism”
Competence is inferred by the way you behave in the workplace, and each of the four generations in the workplace today holds a different viewpoint about acceptable professional behaviors. Decoding the various belief systems held by the Veterans (age 63 and older), Baby Boomers (ages 44–62), Generation X (ages 28–43), and Generation Y (age 27 and younger) groups, and adjusting your behavior accordingly, are key to your success.
Veterans. The Veterans, who grew up in the shadow of World War II and the Great Depression, learned about self-sacrifice for the greater good. They were a generation united by war. As a result, they believe in the chain of command. They recognize and value institutional hierarchy and believe respect is due those with seniority.
When they first joined the workforce, the practice of law was described as “a noble profession.” Men wore suits and ties to work, while women wore hats and white gloves. Lawyers were addressed by their surnames using titles like Mr. and Miss. The hierarchy was clear and everyone obeyed the rules. For the Veterans, work fulfills a sense of duty and the only reward needed is knowing you’ve done your job well. They may be puzzled and slightly amused by what they perceive to be Gen Y’s overly developed sense of confidence.
Baby Boomers. Boomersgrew up during the Vietnam War, the Civil Rights Movement, and Women’s Liberation. But as WWII brought the Veterans together, Vietnam tore the Boomers apart. Eighty million people strong, this generation was poised to change the world. However, they simply could not agree on how to do it. As a result, they believe in thechange of command. While the hierarchy was still clear, these new workers questioned the rules and began a grassroots movement to change them.
They challenged the status quo and questioned authority by engaging in process, believing change is achieved through informed consensus.Boomers “dressed for success,” with both men and women wearing navy or gray pinstriped suits, and the title Ms. was introduced to the lexicon as people talked about “law as a business.” Boomers work for a sense of personal fulfillment and find their reward in the status that comes with hard work. They are frustrated by what they perceive to be Gen Y’ssense of entitlement to status without doing the hard work.
Generation X. Gen X is perhaps the most misunderstood of the generations. Often referred to as “slackers,” they are perceived as being disloyal and disinterested. The first generation of “latchkey kids,” they grew up in the shadow of Watergate, AIDS, and the Challenger disaster. During their childhoods, the divorce rate tripled. They saw massive corporate layoffs and downsizings. This generation saw their government and institutions fail to live up to expectations. As a result, they learned how to take care of themselves and not rely on institutions. They believe in self command.
Gen Xers entered the workforce during the dot-com explosion. Technical competence rather than seniority defined the hierarchy, and the rules appeared open to interpretation. The workplace became more causal and relaxed. Suits become optional, and everyone was addressed by their first names.
For Gen Xers, work is seen as a means to an end. While they also enjoy the personal fulfillment that comes with a job well done, they expect to be paid for their efforts. Their reward is the freedom that money buys them to pursue outside interests. They believe in leadership by competence—not seniority or title—and oftentimes appear disrespectful to the Veterans and Boomers and indifferent to Gen Yers.
Generation Y. Technology has been the dominant force in defining the youngest generation in the law workforce. Gen Yers have been told they can change the world, and technology supports that belief. They don’t know a time before computers, cell phones, or the Internet. They grew up with 24-hour news, talk shows, and reality TV. Every fact, idea, and opinion has a forum in which to be expressed, including their own.
Gen Yers grew up believing competition was not about winning and losing, but about participating. Everyone got a turn at T-ball, and everyone got a trophy just for showing up. As a result, this generation enters the world of work believing,collaborate—don’t command. This philosophy is quite different from the other generations and has led older managers to be frustrated by Gen Y behavior.
Generational perspectives. These differing life perspectives affect the way your behavior and attitude will be judged. The perceptions of those in authority are critical to your success. This is not to suggest that their views are right and yours are wrong. It simply means you should understand how you’re being perceived so you can ensure you’re presenting the professional image you intend to project.
For example,thanks to technology, Gen Yers grew up believing the answer to any question is only a call or text message away. Mom, Dad, siblings, or friends have been available 24/7 to provide advice and counsel on everything. Gen Yers may now enter the world of work looking to their bosses to provide that same level of guidance, which creates the impression that this generation needs too much handholding.
Members of previous generations also have come to rely on quick information made available by technology. But this idea that the right information is available instantly from some outside source is perceived as a lack of independent thinking. To counter these perceptions, consider slowing down. Think about the information you’re seeking and consider if there is a better, more reliable way to get it, even if it means more work for you. Be prepared to dig deeper than a Google search to find the answers. This will illustrate your self-reliance and ability for critical thinking.
Trust that people practicing longer than you may know more than you. Senior lawyers have earned the right to do the more sophisticated work. You will too, eventually. Participating in discovery or due diligence may not be the most exciting work, but you’ll learn from the process.
New associates must be prepared to respond to tight deadlines and heavy workloads. The practice of law is competitive. Colleagues senior to you and clients will not tolerate missed deadlines or subpar work. Performance is everything and sometimes requires altering personal plans in emergency situations. No one gets a trophy just for showing up.
Understand the impact of technology
Technology, considered to be Gen Yers’ greatest strength, also can have a negative impact on perceived professionalism. Some people feel free to share detailed, personal information about themselves and post thoughts and pictures (on sites like MySpace and blogs) that others believe are best left in a locked diary, if they’re expressed at all. Bosses may perceive that level of openness to indicate questionable judgment. Something a younger lawyer posts on the Web because he finds it funny, cool, or just plain truthful can derail a career when viewed by an employer.
Reread with a fresh perspective what you have posted on the Internet about yourself, your organization, and so on. Consider potential short- and long-term effects on your career.
Some younger tech-savvy lawyers use a shorthand cyber language that’s often undecipherable to those who don’t regularly communicate with text messages and online chat programs. Use of this shorthand is perceived as an inability to craft a grammatically correct e-mail. Written communication in the workplace must be more formal. Use complete sentences, proper punctuation, and no emoticons!
Establish mentor relationships
Don’t rely solely on formalized mentor programs to blossom into full-fledged relationships or hope people will notice you and offer to take you under their wings. It isn’t enough. Solid mentor relationships evolve naturally, not through administration. Certainly participate in formalized programs, but do more. Create a support system or your own “board of advisers.” Establishing a network of mentors will allow you to learn from different styles, develop a range of skills, and consider various perspectives of an issue.
Work hard to make relationships worthwhile for mentors because of your enthusiasm and commitment. A mentor is not someone who solves all your problems; you should not burden anyone with such a responsibility. Think of mentors as resources to help you plan and execute your career goals and navigate difficult situations.
Develop, use, and nurture relationships continuously. Keep in touch with people you meet throughout your career; don’t wait until you need something from them. Establish a reputation for being helpful. Pass along useful information; introduce contacts to people in your network who might be helpful to them. Always look for ways to build bridges. People will remember your thoughtfulness and will be likely to return the favor.
Build your on-the-job competence
Just because you graduated law school doesn’t mean the learning is over. Continually seek opportunities to learn through professional reading, training programs, seminars, and conferences. Take advantage of everything available to you. On-the-job competence will serve as a springboard for a successful career launch. It will enable you to deliver complete, high-quality work every time. Develop a reputation for being reliable and dependable—for always giving 110%—and partners will be far more forgiving of your learning curve.
Understand the business of law
In the private sector, the organization’s mission is always to provide clients with quality legal services (thus the need for on-the-job competence!) and to maximize profits. Associates typically must generate fees equivalent to three times their annual compensation for the firm to break even.
That means, assuming a target of 2,000 billing hours per year (an average requirement), a first-year associate earning an annual salary of $125,000, for example, would require an hourly billing rate of more than $200 to generate even a nominal profit. A 2,000-hour requirement breaks down to 167 hours a month, or 8.35 billable hours a day.
At the start of your career, you’ll likely need to work 12 or 15 hours a day in order to bill 8.35 hours. You’ll learn the most efficient and effective methods for completing tasks as you get used to the work. Eventually the ratio of time worked to time billed equalizes. By getting into the habit of working at a steady pace of 10 or 12 productive hours a day, you can bank a few extra hours and have the freedom to leave early for the occasional social opportunity.
Demonstrate an awareness of billable and accurate timekeeping from the beginning. Record your time accurately and in a timely manner. Don’t reduce or enhance your hours based on how long you think an assignment should have taken you. Leave that decision to the more experienced partner. If you believe billing the time you’ve recorded would be unfair to the client, talk to the partner in charge.
Be client sensitive. Keep in mind that clients may see your time records. Record with details. “Five hours research” isn’t particularly helpful. “Five hours researching XYZ issue” is. Also, avoid trying to be funny by recording things like “five hours spinning my wheels.” Such an entry does little to illustrate the value of your role on the project, and you wouldn’t want that to fall into the hands of a client.
Know what you can and cannot bill. It’s more complicated than it sounds. For example, who do you bill when you are traveling for one client but working on a draft for another while on the plane? Who do you bill if you are researching an issue that impacts multiple clients? Are there special billing arrangements with specific clients? Ask partners for guidance with these issues. It will illustrate sensitivity to complex client issues and underscore your good judgment.
Finally, be mindful to maintain the proper balance when divvying up your time. Understand that billable hours count more than nonbillable hours. Recruiting activities, pro bono projects, continuing legal education seminars, and other administrative tasks are important, however, and time ought to be allocated for these things throughout your career. Such activities are vital to the life of the firm. By assuming responsibility for these tasks, you demonstrate a commitment to the firm.
Take responsibility for your own career
Doing good work is essential. Equally important is ensuring that people know you do good work. It’s your responsibility to bring that information to light. Who you know is always important, but who knows you is even more important. That doesn’t mean you should turn into an arrogant, boastful creep. It simply means you need to be comfortable talking about your contributions. In order to do that, catalog your experiences and successes as they happen. On an ongoing basis (updated at least quarterly), maintain a file that includes the following information:
• The substantive nature of the work performed and the percentage of time spent on each category.
• Significant accomplishments.
• Clients you’ve done a substantial amount of work for or the major projects you work on.
• Professional and community activities: include internal activities (for example, recruiting and CLE) and external activities (for example, speaking engagements, articles written, conventions and seminars you attended, bar activities, and community activities).
This information should be used in preparation for your annual performance review. Your performance review is not something that happens to you; you must be an active participant. Prepare an annual report to be included in your personnel file containing the information you’ve gathered throughout the year. As you prepare this report, also ask yourself the following questions:
• Is my workload insufficient, satisfactory, or too heavy?
• Am I receiving a sufficient variety of assignments to enable me to grow as a lawyer? If not, what can I do to address this?
• Have I received and acted on supervisors’ suggestions for improving my work?
• What are my goals for the next year? In what areas would I like to improve and what is my action plan to accomplish this?
This kind of preparation will ensure you get the most out of the evaluation process and enable you to make any necessary adjustments to achieve your long-term career goals.
Understand the Golden Rule
Partners want to work with associates they can rely on to do high-quality work in a timely fashion and who demonstrate good judgment. By developing a reputation as a “go-to” associate who happily performs the less desirable assignments with the same level of enthusiasm and attention to detail as the “sexy” assignments, you’ll be sought after by partners to work on their matters because you make their lives easier.
The world of work is constantly evolving. While the Veterans, Boomers, and Gen Xers adapt to new workplace realities by changing what they wear and how they address colleagues or by embracing technology and new ways of performing their tasks, they’re likely to maintain their belief systems of what it means to be a professional. As the newest generation to join the world of law, view your workplace behavior through the lens of others, and your transition from law student to lawyer will be smooth sailing.Kathleen Brady is principal of Brady & Associates Career Planners, LLC, a company dedicated to the professional development of lawyers, and Kanarek & Brady, LLC, an outplacement consulting firm.
