Blocking the Exits?

Do law firms need to block the exit doors to stop associate attrition? Should they keep raising associate salaries so that other options become uncompetitive? In the long run, I'm not sure that higher salaries will keep unhappy associates from seeking alternatives to the large firms; though in my experience, these increases certainly make other options look less attractive. I know this first hand because recruiting for smaller firms has become more difficult.

Ironically, there are much less expensive ways to slow associate departures. If firms could communicate better with associates, give them more meaningful context about their assignments and simply pay more attention to their professional development, then attrition would slow. These and other good suggestions from two law school professors (one who has worked in-house and currently with a large firm.)

These authors focus mainly on professional development as the key to retention. But clearly, work/life balance is a major issue that firms also need to address. There are a lot of talented associates who want sophisticated work, but not at all costs. The accounting industry has found ways to make this a reality. The legal community needs to crack this nut as well. One option is to adopt the model proposed by Deborah Epstein Henry of Flextimelawyers.

Exceptional Client Service

I just had a really interesting experience I wanted to share with all you lawyers out there.

I was at a doctor appointment (first time meeting this doctor), and this is somebody about whom everybody raves. Always awarded “Top Doctor”, best bedside manner, etc. He has a ridiculously loyal and devoted following.

So I was interested in observing this person’s manner to see what the rave was about. At first, he seemed like any other doctor. However, towards the end of the exam, he did something that I picked up on which was quite profound. Most doctors ask, “Ok, do you have any questions?” This is a normal question, right? But this Dr. did something different – he said “So, what are your questions.” After I asked a question, he said, “What other questions do you have.” I asked another. He then said, “So what other questions do you have” until I ran out of questions.

At that point, the light bulb when on. Normally, when people ask, “Do you have any questions?” it seems they are half hoping that you say, “None” so that they can move on. I know I am guilty of that – I am getting ready to wrap up a meeting and I say, “Oh, do you have any questions?” Sort of like when you call customer support for phone or computer and after a tough 90 minute issue is solved and you’re both exhausted, they ask, “Is there anything else I can help you with today, Mr. Binstock?”

But this Dr.’s use of, “What questions do you have?” was so subtly but profoundly different. It sent the message that this person truly cared about my need to have my questions answered. It was as if my questions were a natural and expected part of the process in order for me to feel comfortable, not just an option that I could elect to take advantage of at the end of the meeting. Amazing how one simple word had such an impact.

Give it a try with your clients and see if you notice a difference.

Distinguishing Yourself from the Rest of the Herd

If you made it to a large law firm, chances are you did a good job of distinguishing yourself in college and in law school. Now that you are working at a premier firm, however, it is not so easy to set yourself apart. But finding ways to distinguish yourself are key to your long term survival at at big firm. Here are some suggestions on how to make this happen.

Distinguishing yourself is also important if you want to effectively market yourself outside of your firm. But it may be more important to distinguish yourself in intangible ways (e.g. by being a great listener, by providing excellent customer service, or by managing your practice well) than it is to distinguish yourself by developing a particular niche (though conventional wisdom dictates that finding a niche is a good way to market your legal services.)

Does Multi-tasking Increase Productivity?

Electronic tools have made multi-tasking more possible than ever. If you wear a headset while you speak on the phone, you can rearrange files and even edit a document while you listen in on a conference call. You can drive safely to your court appearance and continue to catch up with clients who have left messages. It all means that associates today can get more done in less time and overall, be more productive. Or does it? There is growing evidence that most of us can't really multi-task, and when we do, our work product suffers. Our analysis is weaker. Doug Richardson explains.

What We Can All Learn From Mitt

It's official. One of the leading "flip floppers" is out of the presidential race. For a while, it seemed like charisma would propel Mitt Romney towards the Republican nomination (along with a personal fortune that he was willing to spend.) But I'm happy to report that money alone still doesn't buy you the presidency.

There are a variety of reasons why Super Tuesday was a super flop for the Romney campaign. But one thing seems clear: voters saw right through him. They knew he wasn't genuine. The conservative positions he staked out were not part of a long standing commitment to conservative principals. Rather, they were a concerted effort to pander to the conservative electorate.

Ironically, if he had stuck with the positions he held while serving as Governor of Massachusetts, he might still be in the race. So the take home lesson is: be genuine.

For example, if you are trying to market yourself and your legal practice, don't try to be anything that you are not. If you hate golf, wine tasting, large public charity functions or even sporting events, don't spend time doing these things simply because they may generate business. You won't enjoy yourself and people will see right through you.

What to Do If We Enter a Recession?

The media has an uncanny way of playing on our collective psyches. All the doom and gloom about the economy and the dreaded "R" word is enough to make anyone expect a pink slip. But the reality is far more complex. Even in a recession, there are winners and losers. In the legal world, some lawyers will be busier, while others will be unaffected. I continue to receive phone calls from client firms who need to hire more help.

Of course if your specialty is real estate securitization, you may have already been sent packing by your large law firm. The part of the economy that is dependent on a healthy residential real estate market is clearly in trouble. So what to do? How do you make sense of what is happening at your own firm? My colleague Carey Bertolet has some good answers. This may also be a good time to read a piece I wrote about the demise of Testa Hurwitz, a high flying Boston firm that died after the dot.com bubble burst.

P.S. The image above comes from one of my favorite vendors of corporate parody, Despair.Com . Click on it to take a look at their "despairwear tm".

Do You Have an Entrepreneurial Intch?

Are you eager to give up your high paying law firm job for the chance to earn a salary that is based 100% on commissions? Would you like the chance to have your income depend on highly irrational decision making over which you have very limited control? If so, then a career in legal recruiting may be just what the doctor ordered. My company, BCG and its sister company Lawfirmstaff are both looking for recruiters in offices all over the country, including Boston.

I don't ordinarily like to use this space for any commercial purpose. But since many of the readers of this blog are looking for some alternatives, I thought I would do a post.

In all seriousness, I think legal recruiting is a great way to earn a living. If you are a lawyer, you still get to work with attorneys and law firms; but instead of practicing, you are helping lawyers and paralegals find ways to advance their careers. If you can bear the risks, then the rewards can be significant. If you are interested in learning more, please drop me a line at seckler@bcgsearch.com and let me know how to contact you.