Secondment is a Win/Win for Clients and Firms

Corporations are starting to create secondment programs. With these programs, associates work in-house for a client for a period of time. The company pays a lower rate for the associate, avoids search fees and has the chance to better educate their law firm about their business. The firm gets to strengthen its relationship with the client and the associate has the chance to see what it is like to work in-house.

When You Live to Work and Your Boss Works to Live

Dealing with a workaholic boss is a huge challenge if you are trying to work a reduced schedule. In the law, this is particularly challenging since clients have such high expectations (wouldn't you expect a lot if you were paying your rates.) But there are ways to deal effectively (and ineffectively) with a workaholic boss who keeps scheduling meetings when you need to leave to pick up children. Suggestions in today's Career Journal.

Q&A Re: In-House Legal Careers

My latest article in Massachusetts Lawyers Weekly.

Are You Likeable?

Here is a test you can take! (Posted by JD Bliss.)

Thoughts on Relocating

BCG's CEO has some ideas about relocation and how lawyers with different specialties might fare in trying to move geographically.

Surviving Merger Mania

Even if you work for a firm that is steadfast in its resolve to avoid a merger, "mergers happen". So how do you prepare yourself for (and protect yourself from ) some of the ways that a merger can adversely affect your career? A New York recruiter suggests that your focus should be on building relationships and making your mark through high profile work.

Emotional Intelligence

Emotional intelligence is as important to your success as a lawyer as your technical competance. Have you taken the time to assess your overall ability to work well with a diverse group of professionals? Altman Weil has some thoughts and a quiz.

Likeability and Retention

Can law firms increase associate retention by training partners in how to be more likeable? I frequently speak with associates who feel like a cog in a giant wheel. If they received more attention from the partners they serve, maybe I would get fewer phone calls. Does this mean that associates need to like the partners they work with? At the very least, it seems obvious that associates need to feel respected and need to respect the partners for whom they work. This would dramatically improve life in many law firms. Likeability would also help but I think that respect would solve 90% of the problem.

Dress for Success

BCG's CEO discusses the importance of dressing in a way that you want to be perceived. He argues that this is true for interviews as ordinary work days.