Tag Archives: Legal Recruiting

Hybrid Work and Generational Divide: Navigating Differences in Modern Law Firm Practices

More than three years after COVID-19 upended where and how we work, law firm offices in some ways resemble the pre-pandemic normal. Attorneys mingle freely at in-person gatherings. Face masks and hand sanitizer have receded. But one thing is still starkly different: just how many desks are unoccupied on any given day.

Return-to-office policies are not uniform

One might have predicted that Biglaw firms would potentially use their return-to-office policies as a recruiting tactic that resulted in uniform policies given the fierce competition for talent and the ensuing (and somewhat uniform) salary increases over the past few years. The competition for talent has cooled as firms have learned to deal with COVID-19, however, and firms are moving towards bringing their attorneys back into the office on at least a hybrid basis. Superficially, it may seem that Biglaw has arrived at something approaching consensus: a survey released in January found that a third of Am Law 100 firms mandate three days per week of in-office presence, with another third encouraging three days in office. But dig a little deeper, and you find a surprising lack of convergence as firms determine what works best for their needs.

For instance, O’Melveny and Myers, like its peer firms, wants attorneys to spend more time in the office. But instead of specifying a set number of days per week, O’Melveny has announced an expectation that lawyers be present in the office for more than half the time over the course of the year. This policy emerged from a series of town halls and surveys, which delivered the clear message that flexibility was important to O’Melveny attorneys.

Even among the firms with a three-day mandate or expectation, there is no consensus on who chooses the days. Some firms have designated “anchor days,” either at an office or practice group level, where the whole team is expected to go in together. Several Morgan Lewis practice groups have recently mandated attendance on Tuesdays, Wednesdays, and Thursdays, justifying the decision in part by noting that summer associates will be in the office on those days. Meanwhile, other firms allow lawyers to choose any three days.

And then there is the matter of compliance. Despite supposed “mandates,” noncompliance has been widespread at many firms, with limited attempts at enforcement. Many firms have preferred carrots to sticks, offering incentives such as free lunch to entice lawyers to come in. But some have been more pointed, making payout of annual bonuses contingent upon in-office attendance. Firms taking that stand include: Simpson Thacher, Sidley Austin, Davis Polk, Cahill, and Ropes & Gray.

The generational divide

So why are we seeing a lack of convergence regarding a model for the future of work at law firms? A key factor is generational differences, particularly among seasoned attorneys and junior attorneys.

Firm and practice group leaders entered the profession under very different circumstances from those of today’s junior associates. Two or three decades ago, the notion of a lawyer routinely working from home would have sounded strange. The early-career experiences of today’s senior partners were defined by long hours in the office, yes, but also by substantial in-person mentorship and training.

Given that background, it’s unsurprising that firm leadership is eager for associates to return, both for cultural and developmental reasons. It’s difficult to build culture when attorneys are remote, and effective training in a remote setting is challenging. When law firm leaders consider how they became partners—by creating strong ties with the partnership while they were associates—they struggle to conceive of how a fully remote associate could build comparable relationships and successfully navigate the path to partnership. 

Meanwhile, at the base of the pyramid are Gen Z associates who graduated from law school during the pandemic and began their law firm careers in a fully remote setting. Now that these junior lawyers are (largely) expected to be back in the office, they miss the flexibility. I sometimes receive questions about whether it’s possible to find a fully remote job at a firm. One current Biglaw junior associate recently asked me if he could go to a smaller firm with a lower hours expectation and work remotely. When I brought up the professional development benefits of in-person work for early-career attorneys, he responded that he was not sure if he wanted to practice law long-term, let alone become a law firm partner. He also mentioned that he put a premium on work-life balance and flexibility, which he thought remote work could help him achieve.

This candidate is hardly alone. A recent survey of Gen Z attorneys found that 60% would sacrifice compensation for a flexible work schedule and just 23% aspire to be a law firm partner. Gen Z also prioritizes work-life balance and flexibility.

Having been a judicial law clerk for over a year and a law firm associate for almost five years, I also know that the first five years of practice are critical for skills development, even if partnership is not necessarily in your future. I benefited tremendously from in-person mentorship and training, and I still value my mentorship and training even though I no longer practice law. When candidates ask about fully remote positions, I tell them that some midsize and boutique firms do not have a formal policy for days in the office. But I advise them to consider various types of firms with hybrid schedules, both to keep all their options open and to accelerate their development of transferable skills, for if and when they do leave the law firm track.

Ultimately, the generations are each going to have to give some ground in acknowledgment of the other’s reasonable perspectives. It remains to be seen how firms will treat hybrid or remote work to promote work-life balance and attract (and retain) talent. Whatever the equilibrium is, we haven’t reached it yet.

Business Development for Women Lawyers: Strategies for Success

The current legal landscape—like the economy as a whole—is uncertain. 2022 was a moderately down year for major law firms, as compared to the industry’s remarkable 2021 boom. With firms bracing for what could be a challenging period, adopting effective approaches to business development will be more critical than ever.

This is especially true for women lawyers. Even in smoother economic climates, women confront particular challenges in business development and career advancement in the legal industry. In many practice groups, there remains a lack of female role models for successful business development. Strategies that have traditionally worked well for many male partners don’t always feel authentic and comfortable for women attorneys. More broadly, women often find that they must advocate more actively to receive origination credit and to receive fair consideration for equity partnership and for practice and office leadership positions.

For women associates and counsels, learning how successful women partners approach business development can be eye-opening. The transition to being responsible for developing business is a hard one to navigate for any lawyer. After years of focusing on the practice of law and becoming a highly competent attorney, it can be jarring to confront the reality that legal skills are no longer enough. The discomfort can be compounded for associates and counsels whose practice group leadership is heavily male. Mentorship from female leaders in the profession—including those outside your firm—is often invaluable. When it comes to developing business, there is no one-size-fits-all method for success. Exposing yourself to a diversity of styles and strategies can help you identify and pursue an approach that resonates with your personality, practice, and goals.

For women partners, the business development learning curve doesn’t stop. You have already received a vote of confidence in your ability to bring in clients, but delivering on that potential by growing a solid book of business requires targeted strategies. Business development success is key to increasing compensation, making the jump from non-equity to equity partner, or executing a successful lateral move to a more desirable firm.

On May 24, a virtual event organized by the Women Lawyers Association of Los Angeles (WLALA) Business Law Section will offer actionable advice for women lawyers interested in successful business development strategies. The program will address strategies for success for every woman lawyer: associate, counsel, junior partner, and senior partners leading groups. The moderated discussion will feature three senior legal recruiters, including Susan Agopian and Gloria Sandrino of Lateral Link.

Themes that Susan and Gloria will emphasize include the need for women lawyers to be intentional about business development and the fact that “business development” is “client development”—one client at a time. Focusing on individual clients is a must in today’s legal industry.

After decades of working closely with partners and associates at the highest levels of the profession, Susan and Gloria are well-attuned to what it takes to develop business as a lawyer. Business development planning is central to the partner lateral recruiting process, with candidates expected to present a compelling case for how they will bring clients to their new firm. So Susan and Gloria regularly discuss business development strategy in detail with successful partners—including many women—at a wide spectrum of top law firms. In addition, Gloria brings her perspective of a decade spent practicing M&A in NYC and Miami.

If you are interested in joining the conversation on May 24, please get your tickets here. Note that the session is free for WLALA members!

Navigating the Legal Industry: In-Depth Guide for Law Students and Legal Practitioners

Embarking on a legal career can be both challenging and rewarding. This comprehensive guide delves into law school, selecting a law firm, law firm life, the lateral market, and maintaining a successful career throughout. By understanding the intricacies of each aspect, you can make more informed decisions and excel in your legal profession.

Prioritize Your Law School Grades: Strong academic performance in law school is crucial for securing prestigious summer associate positions that can lead to permanent roles. Maintaining high grades throughout law school is important, as second- and third-year grades can impact lateral moves or in-house opportunities, especially for litigators. Prospective employers will request your transcript when applying for lateral attorney positions and, in some cases, even for partner candidates.

Consider a Federal Clerkship for Litigators: Aspiring litigators should consider the value of a federal clerkship, as it can enhance your legal career, particularly if you plan to work in a litigation boutique or prestigious law firm. A clerkship can be completed before starting your legal career or as a break from law firm work. For corporate associates, a clerkship may not hold the same weight and might not count towards your years of experience.

Choose a Prestigious Law Firm: The prestige of the law firm where you begin your career plays a significant role in your ability to lateral to another firm or move to a company. While smaller firms may offer better hands-on experience and training, prospective employers often prioritize candidates with experience in prestigious firms.

Select the Right Practice Area: Choosing the right practice area involves considering factors such as your personality, lifestyle, academic background, geographic preferences, and future goals. Assess whether you enjoy the substance of the work, can handle the personalities and work culture in a specific practice area, and have the necessary educational background and aptitude.

Understand Law Firm Structures: Understanding law firm structures, such as lockstep firms and two-tier partnership tracks, is essential when making career decisions. Lockstep firms may foster cooperation and have more institutional clients, while two-tier partnership tracks can offer opportunities to prove your worth as a business-building partner.

Manage Your Professional Development: Take charge of your professional development, as law firms may not always prioritize your long-term growth. Be proactive in seeking opportunities for growth and learning within the firm and externally, such as attending workshops, conferences, and networking events.

Stay Informed in Your Field: Stay updated on the latest firm and industry news to remain competitive and knowledgeable about your field. Be aware of emerging practice areas, firm financial performance, and potential opportunities for growth or lateral moves.

Prepare for the Lateral Market: The lateral market requires you to ensure your résumé, deal sheet, and firm bio are always up to date and easy to understand. Having a clear record of your experience and accomplishments can increase your chances of being contacted by recruiters and considered for lateral opportunities.

Invest Time in Interview Preparation: Invest time in preparing for interviews, researching the firm or company, and practicing common interview questions. Maintain a positive attitude during the interview process, avoiding negativity or complaints about current or former employers. Respond promptly to interview requests to convey interest and enthusiasm.

By understanding the intricacies of law school, selecting the right law firm, and navigating the legal industry, you can make more informed decisions and thrive in your legal career. Keep these tips in mind as you progress through your journey and remember to be proactive in managing your professional development.

Biglaw Associates’ Buying Power: Exploring Salary Disparities & Cost of Living in Major US Cities

Like it or not, most Biglaw associates have returned to the office, with 90% of AmLaw 100 firms now encouraging or requiring a specific number of days per week of in-person work. In an environment where “work from anywhere” is no longer viable for most lawyers, and where inflation remains high, cost of living in the market where your office is located has become more important than ever.

Cost of living and salaries are closely connected in many industries. Some legal sector jobs exhibit that correlation. Consider as an example a federal judicial clerk with one year of practice experience and bar passage (i.e., paid at the Grade 12, Step 1 of the Judicial Salary Plan scale). Because federal judicial pay rates are adjusted based on cost of living, that clerk would be paid $102,489 in San Francisco versus $89,848 in Dallas.

In Biglaw, however, cost of living is largely irrelevant to salary scales. Top firms pay associates the “New York” rate in several “major” markets, including the Bay Area, Los Angeles, Chicago, Houston, Dallas, Boston, and DC. From a cost of living perspective, paying New York salaries in San Francisco makes sense. In Houston or Chicago? Not so much.

It’s good to be a Houston Biglaw associate

A November 2021 NALP analysis of median private practice first-year associate salaries relative to cost of living found stark differences in associate buying power. NALP calculated that Houston and Dallas first-year associates each enjoyed more than double the buying power of their New York counterparts.

NALP’s calculations may actually understate the advantage enjoyed by Houston and Dallas associates because NALP considered only the relative cost of goods and services. But Houston and Dallas don’t just offer lower prices, they also feature no state income tax. For highly paid Biglaw associates, tax savings can make a significant difference in enabling fast wealth accumulation.

CityBuying power index (NYC = 1.0)Marginal state + local income tax rate for single first-year Biglaw associate
Houston2.50%
Dallas2.20%
Chicago1.94.95%
Atlanta1.95.75%
Los Angeles1.69.3%
Boston1.65%
Washington DC1.58.5%
San Francisco1.29.3%
NYC1.010.73%

The NALP survey looked at private practice salaries overall, rather than Biglaw salaries exclusively. If the analysis had been limited to Biglaw offices, the results would surely have been somewhat different. But the broader point is unassailable: associate salaries are poorly correlated with cost of living.

Billing rates are a key driver

If cost of living isn’t driving associate salaries, what is? In short, billing rates. Houston and Chicago may not be high-cost cities, but they have plenty of clients willing to pay firms top-dollar rates. Viewed from that lens, paying top salaries in these markets seems fair: associates are being compensated for the value they create. Over time, as clients become more accustomed to the notion of top legal talent being based in regional cities, we expect to see more lawyers being paid New York rates in cities across the country, especially with Biglaw firms expanding aggressively in secondary markets. That’s not to say that median associate salaries in secondary cities will rival the New York level. But for lawyers with top-flight credentials, geographic arbitrage may become increasingly possible and alluring.  

If you’re a New York or Bay Area associate tired of putting up with relatively low buying power, you may wish to consider a lateral move to Texas, Chicago or Atlanta. If working from the beach in Mexico is no longer in the cards, at least consider the wealth accumulation potential of a lower cost city where firms pay New York rates!

Partner Group Hiring: A Common Alternative to Traditional Expansion Strategies

2022 was a difficult year for major law firms, with considerably reduced opportunity to drive profit growth as compared to 2021. It’s no surprise, then, that the more challenging environment is influencing firms’ strategies for expanding their partnerships. With reduced margin for error, firms are mindful of the risks inherent in the traditional methods of hiring individual lateral partners or of merging with another firm. According to our clients and many of the law firm leaders with whom we work closely, hiring groups of partners has emerged as a sweet-spot alternative.

Hiring partner groups is less risky than individual lateral hiring

Hiring partners in groups can mitigate many of the risks associated with traditional lateral hiring. Take cultural fit, for example. A lateral partner hire who turns out to be a poor cultural match can do real damage to the cohesion of a firm and, in the final analysis, undermines the very purpose behind their hire. A 2021 survey by ALM Intelligence and Decipher Investigative Intelligence found that 29% of firms have had a lateral partner leave due to cultural fit issues with other partners. Rather than take the risk of integrating a single new lateral partner, firms often prefer to bring on a group of partners with a proven ability to work together, expecting that the group will replicate its existing equilibrium in the new firm and, thereby, contribute as efficiently as possible to the bottom line.

Group hiring also arguably offers greater security that claimed portable books of business are real. Nearly half of respondents to the ALM/Decipher survey reported that the majority of their firm’s partner laterals underperformed in relation to their stated book of business. The survey found that more than two-thirds of law firms have had a lateral partner leave for this reason.

Group moves improve these outcomes significantly. When a group moves together, clients are more likely to move with them and there are several additional indicators that portables will be solid. These range from such soft indicators as the trust shown by associates, counsels, and service partners moving alongside their rainmaking colleagues to harder indicators available when cross-referencing the business case provided by each partner in their lateral questionnaires.

Lastly, group hiring is also more efficient, offering more bang for the buck and swifter growth than a piecemeal approach – saving both time and money.

Group hiring is more targeted—and certain—than pursuing a merger

In theory, the greatest bang for the buck expansion strategy is a merger; but although we have seen some merger activity this year among smaller firms, and some attempts among larger ones, too, the specter of failure often looms large and a firm may invest significant energy in the process, only to walk away with nothing (take, for example, the recent merger attempts between Shearman Sterling and Hogan Lovells or O’Melveny and Allen & Overy). Worse yet, failed mergers often attract unwanted attention from competing firms looking to take advantage of any resulting turmoil by siphoning off spooked talent – the opposite of growth! Group hiring is less complex than conducting merger talks and a deal is more likely to be reached. In addition, the hiring firm can be more selective about the partners it takes on. Underperformers are less likely to be admitted through a group hire than through a larger-scale merger.

Partner group hiring is ideal for secondary market expansion

As we have previously discussed, we are in the midst of accelerated Biglaw expansion into new or smaller markets across the country. Consider the options available to a firm committed to opening a new office in Miami or Austin or Salt Lake City, with no prior presence in those markets. While they may, in the past, have hired two or three individual lateral partners from local firms and transferred some of the firm’s current partners to the new office in the hope it all jells successfully, firms are now more inclined to hire a group of local partners and use that group as the anchor for the new office, to be supplemented by some internal transfers.

Mintz Levin’s entry into the Toronto market is one example. This week we learned that the firm’s new office will be anchored by a group of three partners from leading Canadian firm Torys. Mintz has also hired a Toronto-based Dentons partner who was previously at Torys.

Expansion into a new market is a high-stakes move, with considerable reputational risk. A group with existing local client relationships that already works together productively provides a strong initial platform. Firms’ desire to maximize their likelihood of success in new markets is a key driver of the partner group hiring trend.

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If you are interested in learning more about firms’ partner hiring strategies, please contact me.

Applying AI to Legal Recruiting: New Tools for Efficiently Matching Firms and Candidates

With everyone talking about ChatGPT and the implications of AI tools for the future of various professions, now is an opportune time to consider how AI might change legal recruiting. We at Lateral Link have been actively engaging with this question for years: in fact, we have a sister company called Haistack.AI that is developing AI products for the legal recruiting industry.

So for the latest episode of the Movers, Shakers & Rainmakers podcast, we invited Haistack.AI Chief Technology Officer Michael Heise to discuss the possibilities and limitations of AI for law firms and legal recruiters. Mike educated us on the likely implications of AI for our industry and described the logic behind the product that Haistack.AI is currently building.

Mike is a seasoned legal tech innovator with a deep understanding of Biglaw firms. Prior to joining Haistack.AI, Mike held software leadership roles at Cooley and Covington & Burling. As he explained on the podcast, he is married to an attorney, and it was his wife who first sparked his interest in legal sector innovation.

AI can be a valuable tool

Mike explained that AI has the potential to assist lawyers with a broad range of tasks. For example, a litigator could rely on AI tools to set out the basic structure of a brief, allowing the lawyer to dedicate more of her time to the higher-value tasks of refining arguments and tailoring them to be most persuasive based on the unique facts of the case. As Mike puts it: “AI is not going to replace you. The person who knows how to effectively use AI is going to replace you.” AI tools will become increasingly sophisticated, but human judgment will remain essential for crafting the strongest and most original arguments.

Similarly, AI is well suited to help recruiters—both within firms and outside them—to more efficiently identify high-potential candidates. By reducing the time a recruiter spends on manually trawling through candidate profiles, AI can enable the recruiter to gain a deeper understanding of the high-potential candidate pool and the relative strengths of the candidates within that pool.

The Haistack.AI vision

As an example of how AI promises to make recruiting more targeted and efficient, Mike described the product that the team at Haistack.AI is building. It entails creating three essential models: (1) profiles of lawyers currently working at the firm that is using Haistack.AI in its hiring process; (2) profiles of lawyers working outside that firm; and (3) profiles corresponding to the specific roles for which the firm is recruiting. By comparing the profiles of lawyers previously hired by the relevant practice group and office with the profiles of external lawyers, the algorithm can instantly generate a list of high-potential candidates and an explanation for why those candidates appear to be a good fit. Moreover, the AI will use Lateral Link data to screen out candidates whom the firm has previously considered and determined not to be a fit. Finally, the tool will give some indication of the extent to which the leading candidates are likely to be in demand at other firms seeking to fill similar vacancies, alerting the hiring firm to the need to move quickly where a candidate is likely to be in especially high demand.

With the assistance of the Haistack.AI tool, the recruiter managing the search will immediately see how the algorithm matched a candidate’s qualifications and experience to those of current members of the group. This is where human judgment comes in. The AI accelerates the first step of identifying a shortlist, but the law firm’s recruiting and attorney professionals must assess whether the shortlist fits their needs, through interviews and other more traditional evaluations.

Mike noted that in addition to generating lists of promising candidates, the Haistack.AI tool could also help identify current members of a firm who are in especially high demand relative to what the broader lateral market is seeking. In alerting a firm to attorneys who are at greater risk of leaving, the tool can help nudge a practice group to be more proactive about taking steps to keep valuable team members happy.

AI is not a panacea

Mike also explained the importance of recognizing the limitations of AI and of not buying into the excessive hype that frequently surrounds promising technologies in their early stages. AI will not solve all hiring problems. To take just one example, the inputs for AI models like the ones that Haistack.AI are building are composed of historical data — the models are designed to replicate the firm’s past hiring decisions. To the extent the past hiring was suboptimal, such as through failing to hire qualified diverse candidates, the AI tool will not correct the problem. Instead, it is important for the human users to be thoughtful about patterns in past hiring that they do not wish to replicate and make an active effort to change them.

Done with Biglaw? Why NOW Is the Time to Consider a Smaller Firm

Talking to associates about career options is my favorite aspect of my job as a recruiter. Having worked on the recruitment teams at both a boutique and one of the world’s biggest law firms, I have a nuanced perspective on the pros and cons of each. The bottom line is that there is no “one size fits all” solution: many attorneys thrive at their Biglaw practices, but others prefer a different path.

Most Biglaw associates I speak with view a move in-house as the only true exit option. They often perceive in-house roles to offer a perfect convergence of lifestyle, work and benefits. That might be true in some companies, but associates who make the in-house transition often discover that their expectations were unrealistic, as my colleague Adrienne Levi has discussed in detail.

Of course, recent layoffs at both major law firms and large companies are on the minds of many associates. It may feel like there is no safe next step. But it’s important to recognize that Biglaw and in-house roles are not the only possibilities. For an associate looking to make a move in the current market, a smaller regional firm or boutique may be a more compelling option than ever. Let’s take a look at what these firms can offer and why now is the time to consider a lateral move to one.

Job security

Smaller firms are not immune to market forces, but they are in a different position from the many Biglaw firms that participated in the hiring frenzy of the past few years. By and large, smaller firms sat on the sidelines, hiring conservatively on an “as needed” basis. So at a time when many Biglaw firms and in-house legal departments have “dead weight” to shed, smaller firms are better positioned to avoid layoffs.

Breadth of experience

Smaller firms and boutiques are often full service counsel to their clients, despite having far fewer attorneys. This enables corporate associates to work across a variety of practices, including more niche areas like real estate, employment and corporate governance. That opportunity contrasts starkly with the typical Biglaw experience of specialization into a single area such as M&A or finance.

Associates who switch to a smaller firm often find the variety refreshing. But it also has a more tactical advantage: the opportunity to pivot your practice will serve you well in a slower economy when certain transactional practices can grind to a halt, putting your job at risk.

Superior lifestyle/compensation balance

As Adrienne points out, there will likely be a compensation trade-off when making a move to a smaller firm or a boutique, assuming you are currently on the Biglaw market scale. But if you choose wisely, any compensation hit can be more than balanced by a reduced workload.

For example, I work regularly with a San Francisco-based boutique that pays around 15-20% below the typical Biglaw scale. However, this firm requires just 1800 hours annually, whereas the average Biglaw corporate associate bills about 2500 per year. So the 15-20% pay cut comes with an hours reduction of around 30%. For many associates, that is an attractive trade. Even from a wealth maximization perspective, it can be a smart move to shift to a workload that makes a longer private practice career feel like a viable option. Imagine what you could do with an extra 700 hours a year!

They’re hiring!

I’ve spoken with several regional and boutique firms who view this downturn as an opportunity. Because they can be more nimble with their fees, they expect to attract potentially distressed clients, and they anticipate needing more talent to support a growing pipeline of matters. Many of these firms have no qualms about hiring associates who were laid off: Biglaw training is valuable, and these firms recognize their opportunity to capitalize on the newly available talent pool in a less competitive hiring environment.

In summary, while I could also write a lengthy article on the benefits of sticking it out at a big firm (training, cutting edge legal work, not to mention comp…), I think it’s important to recognize that staying in Biglaw is not the best path for everyone. For those ready to move on, there are wonderfully fulfilling law firm opportunities out there.

Managing Stress As A Lawyer

It’s no secret that lawyers are stressed out, anxious, and struggling with mental health. In the 2022 ALM survey on Mental Health and Substance Abuse, 35% of respondents said they felt depressed, two-thirds reported having anxiety, 64% said their relationships have suffered due to their work, and a whopping 75% admitted that the profession has had a negative impact on their mental health. Nearly a quarter of respondents had contemplated suicide.

In the face of such grim data, it’s easy to feel discouraged. Many of the factors contributing to these challenges can’t be fixed simply through individual behavioral change. But even so, we shouldn’t do nothing. Managing stress as a lawyer is hard, but your personal choices and actions can make a big difference. As the saying goes: the best defense is a good offense.

Taking a realistic approach

You already know the basic steps to help reduce stress: exercise, limit screen time, set boundaries, get good sleep. Sadly, following those methods isn’t always realistic in the workplace, especially for lawyers. Acknowledging the inherent constraints of the profession, here are some realistic suggestions on how to disconnect and manage stress:

Move your body—even a little bit

Maybe you can’t make it to the gym for an hour every day. But did you know that physical movement releases “hope molecules” directly into the bloodstream, in as little as 13 minutes? According to Kelly McGonigal, PhD, “every time we move our muscles, we give ourselves an intravenous dose of hope.” Other studies have shown that physical movement can replenish the neurotransmitters in the brain that, when depleted, are associated with major depressive disorders.

Just 10-13 minutes of vigorous exercise can release “happy chemicals” in the brain. Not a fan of intense exercise? Can’t make it to a yoga class? Try “joyful movement”, which is exactly what it sounds like: moving your body just for fun. On a long conference call but not doing much talking? Put the phone on speaker, stand up, and lightly move. You can walk in place, swing your arms around, stretch your neck, etc. Leave a resistance band in your office and use it to stretch between calls. Short walks around the office are a great idea, and don’t even get me started on the mental health benefits of sunlight (go outside!). 

Regulating the nervous system

The idea that humans can rewire their nervous systems isn’t new, but it’s increasingly talked about in wellness circles. Long story short: the brain’s function is to keep us safe, not to keep us happy. When the body perceives a threat, stress hormones such as cortisol and adrenaline are released to prepare to “fight or flight.”

The fight or flight response was essential in helping our ancestors evade predators, but it’s harming us in modern life, where the stressors are more like heavy traffic, an important deadline, or too many emails. Research now shows that such long-term activation of the stress system can have a hazardous, even lethal, effect on the body, increasing the risk of obesity, heart disease, and depression. 

While we can’t entirely shut off the body’s stress response (nor would we want to), we can train the brain and body to perceive and respond to “threats” with greater accuracy. A growing number of studies show that meditation and diaphragmatic breathing (aka “breathwork”) are incredibly effective for helping regulate the nervous system, thereby eliminating feelings of stress. Next time your thoughts begin to race, your temperature rises, and you sense your heart rate increasing, try practicing box breathing. Slow and steady deep breathing communicates to the body and brain that you are safe, helping to eliminate the stress response.

Be intentional with your free time, and use money to buy more of it

It’s a given that lawyers work long hours and have limited free time, so be sure to use the little time you do have to create habits and routines that can boost your mood and actually help you disconnect from stress. Instead of doom scrolling on Instagram every morning, take that time for yourself to practice gratitude, stretch, or meditate. 

Another thing you can do is use your golden handcuffs—I mean, salary—to expand your free time. Delegate tasks like cleaning and meal prepping by hiring a professional service. Spend the additional free time (and some more of that money) on effective wellness modalities that aren’t typically covered by insurance, like acupuncture or a float tank. Alternatively, use your purchasing power to test out some gadgets that may boost mental health: shakti mats, LED therapy lights, infrared sauna blankets, or wearable devices like heart rate trackers. If money keeps you attached to an environment you know isn’t the best for your mental health, at least use that money to invest in yourself and stave off burnout.

Practice mindfulness

Often, it is our own racing or negative thoughts that trigger the body’s stress response. Inner self-critique, self-judgment, and worry about the past or future can easily activate fight or flight. Luckily, mindfulness can help. By using some of the tools mentioned above (like wearables, or breathwork and meditation), lawyers can become more present, and thus more aware of their own internal dialogue, nervous system, and mood.

At the end of the day, stress responses cause cognitive dysfunction and an inability to problem-solve. So, worrying, stressing, and beating ourselves up will never lead to a better outcome in a situation where something can or has already gone awry. In contrast, being intentional with time, regulating the nervous system, and practicing mindfulness are scientifically proven to get you back on track quicker, so you can be more effective at navigating stressful situations and solving all those mounting problems—even the ones you created.

Also, it is important to bear in mind that a proficient recruiter can assist in improving your circumstances if your present firm is causing you stress, anxiety, and depression. Should you require guidance or resources for your legal career, please do not hesitate to personally contact me or one of my colleagues at Lateral Link.

How To Write an Effective Cover Letter

Every candidate for a lateral or in-house role should write a cover letter. This is true even if you are working with a recruiter, and the recruiter is promoting your candidacy through other channels, such as phone calls. Why? It’s crucial that you give your recruiter any and all information that may be helpful in marketing you to the prospective employer.

I don’t offer candidates a cover letter template because it’s essential that the letter not sound insincere or formulaic. The letter should be authentic and, if signed by you, in your own voice. If you use the same cover letter to apply for multiple positions, at least tweak the text for each employer and re-read each version in full before sending. It’s easy to spot a non-tailored letter—this conveys laziness and disinterest.

Crafting a great cover letter starts with preparation. You want to be clear on what the letter is trying to achieve before you write it.

  1. Read the job description. Read it line by line. I cannot stress enough the importance of tailoring your cover letter to the specific job and in particular to the required and preferred qualifications listed.
  2. Research the firm/company. You must ensure that your stated interest in that employer will resonate with the reader. Make sure you have enough context to convey convincingly that your skills will help this firm achieve its strategic goals.  
  3. Think of your cover letter as a first-round interview. What questions might you anticipate? You will want to address (if applicable):
    a. Why are you looking to make a move, and why specifically do you want to work here, with us?
    b. If applicable, why do you want to move to the new city? What personal or professional ties do you have to the new location?
    c. If applicable, why do you want to move from a firm to an in-house role, or vice versa?
  4. Above all, your cover letter must answer the question, “How are you going to add value to our firm/company?” In your cover letter and in your interviews, remember that it’s not about you. It’s about what you can do for them. A prospective employer will be turned off by candidates who only talk about how this move will advance their own personal goals.

Once you fully understand the opportunity and are clear on how you can add value, it’s time to start drafting. There are a number of common pitfalls to avoid.

  1. Be concise. It’s a letter, not an essay.
  2. Ensure that the letter is well-structured. Keep it simple: an opening sentence/paragraph, your “arguments,” and a conclusion. Your cover letter will offer substantive information, but it will also be judged as a representation of your writing and communication skills.
  3. Connect the dots. Do not assume the relevance of your experience is obvious. You may need to help the employer get from Point A to Point B to see that you do indeed have the relevant experience.
  4. Remember the old adage “Show, don’t tell.” Give concrete examples, especially for your relevant soft skills. There is nothing more annoying than reading “I have great interpersonal skills” with nothing to back up that claim. Consider:
    a. What precise skills or experiences do you have that qualify you for this job?
    b. What do you bring to the table that makes you unique?
    c. Why should we hire you instead of your competition?
  5. Be thoughtful about tone. Err on the side of formality, but avoid sounding pretentious or unrelatable. If you are applying to a start-up, perhaps a less ceremonious tone would be more appropriate?
  6. Do not simply repeat what is on your resume. You may want to highlight the most important points from your resume that match the job description, but the cover letter is primarily an opportunity to include relevant information not in your resume.
  7. Explain moves and gaps. If you have made numerous moves already, have left an employer after a short amount of time, or are currently unemployed, get ahead of the issue. No need for a complete memoir, but failing to address the matter may cause the prospective employer to suspect that you’re hiding something.
  8.  If you are applying for a lateral law firm position and your class year for promotion purposes is different from your JD year, be sure to highlight this.
  9. Proofread. Absolutely no typos!

After you’ve drafted, revised, and proofread (go do that once more, just in case!), follow best practices in sending the letter.

  1. Try to find the appropriate recipient’s name. I am always turned off by “To Whom it May Concern” letters.
  2. This tip is from my friend who is a senior executive with a large bank: make your cover letter and attached materials forwardable! Send everything in a clean email (separate from any personal chit-chat if you are sending to a personal contact) with the cover letter in the body of the email and not as a separate attachment.

A recruiter can help you decide which information is appropriate for a cover letter and which is not. Be sure to give your recruiter all the information and trust them to guide you. (If you don’t trust your recruiter, get a new one.) If you need visa sponsorship, you cannot start a new job within the next month or two, or you have any other complications to your job search, let your recruiter know upfront.

Will a good cover letter really move the needle? Realistically, it may only make a difference to a small percentage of applications. But why not give every job application your best shot?

Back to Normal: A Reality Check on the Associate Lateral Market

If you’re an associate entering the lateral market, I have good news and bad news.  The good news?  Despite all the talk of recession, the lateral market remains open for business.  The bad news?  The days of minimal scrutiny and massive sign-on bonuses are behind us.  For associates whose conception of the lateral market was forged in the chaotic, unprecedented period from late 2020 through mid-2022, a reality check is in order.

Firms have more power now

It’s hard to overstate just how remarkably imbalanced the lateral market was in 2021.  Transactional associates with even average credentials held substantial leverage, often receiving quick offers from multiple firms, complete with sign-on bonuses of $50,000 or more.  Given that the 2021 market was a striking departure from the historical norm, it’s not surprising that the pendulum has swung back to a more typical place.

In 2023, a lateral move requires more strategy and effort.  That starts with the decision about which firms to pursue.  A good recruiter will be honest with you about the firms that are realistic options in light of your credentials.  You can help us help you by being transparent about where you’ve applied and interviewed in the past, and why you’re looking for a change.  If we understand the reasons motivating your search, we can give better advice on which firms are likely to be a match.

Traditional interviews are back

Just as offices are beginning to look more like the pre-Covid normal (at least on Tuesdays and Wednesdays!) the lateral interview process is starting to resemble 2019.

Zoom interviews are no longer the default.  You should expect a “hybrid” process.  Some interviews—especially those with partners—may still be virtual, but you should assume that a visit to the office will be required, even if you don’t live locally.

When interviewing with local firms, you should anticipate at least a half day in person.  If you’re interviewing with a group out of state, be prepared to devote at least a full day to interviews, accounting for travel time.  Try to make yourself as available as possible.  Firms must typically coordinate the schedules of several partners to accommodate your interview, so your flexibility will be appreciated.  Once the interview is confirmed, commit to showing up as promised—only a dire emergency should cause you to ask to reschedule.

Firms are more selective now than they have been in recent years, with multiple candidates typically interviewing for a single opening.  Given the increased competition, preparation is essential.  Know who you will meet, and have a plan for what you hope to achieve in the conversation.  Based on the available background information, can you anticipate any potential sources of rapport with your interviewer?  On what topics might this person have uniquely valuable insight?  Make sure you arrive with some thoughtful, well-tailored questions.

Remember to dress professionally.  In-office dress codes are looser these days than ever, but you should still wear a suit to an interview.  If you haven’t dressed formally in a while, take a moment now to confirm that you have appropriate, well-fitting attire.  And if you’re flying, make sure to pack your interview clothing in your carry-on bag.

Firms are taking their time to extend offers

Back when the market was red hot, firms were forced to make offers exceptionally quickly. Today, it’s customary to take more time.  Some firms may still move fast if there’s a pressing need to do so, but taking a week or longer to put together a written offer is not unusual.  Occasionally, firms may run conflicts checks before a formal offer is made, further delaying the process.  Be patient, but tell your recruiter if you have another offer pending, or some other good reason why an urgent decision is necessary.  Nobody wants to lose a strong candidate over timing, and we can prod firms to speed up where it’s genuinely necessary.

Once you receive an offer, there tends to be little scope for negotiation.  This is particularly true in large markets with lockstep associate salaries.  In some cases, class year may be a point of discussion: if you’re re-tooling to a different practice area, lateraling to a more sophisticated practice, or the scope of your practice is shifting, you may be asked to take a class year “haircut.”  This is standard practice and is often to your long-term benefit.  That said, if you disagree with the firm’s assessment of your level, talk to your recruiter about it.

Before 2021, sign-on bonuses were not standard practice, and today they are once again the exception.  Even so, there are circumstances where it makes sense to ask.  If you’re taking a pay cut to move from Big Law to a regional firm, walking away from your previous year’s bonus, being asked to start on an accelerated timeline, or you have multiple offers, it’s reasonable to attempt to negotiate a sign-on payment.  If you are relocating, it’s common for large firms to pay a “relocation” allowance in the form of a sign-on bonus.  In any case, it’s important to keep your expectations realistic.  You aren’t going to get a $50k+ sign-on bonus as a matter of course.  The typical current range in a large market is more like $10-25k.

Be aware of post-offer expectations

Once you have received an offer, you should inform the firm of your decision as soon as you’ve made it, ideally within a few days.  If a quick decision isn’t feasible (for example, because you’re juggling other interviews or offers), be transparent with your recruiter to enable us to manage the firm’s expectations.  Note that conflicts and background checks can take as long as a few weeks, so it’s best to get that process started as soon as possible.

Upon clearing conflicts and giving notice, it’s standard to start within 2-4 weeks.  If your circumstances require a longer gap, state your request clearly, but be aware that asking for more than a month is generally frowned upon.  Wrapping up a trial you’ve been staffed on or taking a pre-planned vacation are good reasons for requesting a delayed start.

Don’t get discouraged

All of us wish that the post-Covid lateral bonanza could have continued indefinitely.  But that was never going to happen.  Instead of lamenting the reversion to more normal conditions, focus on the positive.  If you commit to a lateral search and approach it correctly, you still have every chance of landing at a firm that will be a better fit.  In the end, that’s what matters most.