Even worse in Elliot’s mind, they were told that during this time they need to get outside their typical comfort zone and offer to assist partners and clients (where appropriate) that might need help, even if the issues fall outside their practice area.  Elliot doesn’t have a clue how to do what Jan is suggesting and prefers to keep focusing on what he is good at — drafting pleadings, handling discovery requests, and, from time to time, document review that is not outsourced.  His work is a little slower than typical, but cases still must be litigated which means briefs and discovery battles require plenty of his time and attention.

Elliot doesn’t understand why he can’t just do what he is good at and stay in his lane.  Also, even if he wanted to (which he doesn’t) he is not sure he has the time or the energy.

Elliot sought the advice of his mentor, Preston, a senior tax partner for whom he helped successfully handle a case in District court when he first joined the firm.  Below are key parts of the phone conversation that took place between Elliot and Preston 

Partner Preston:  How is everything going, El?

Associate Elliot:  Good.  I had been working a lot on the CDX trial which fortunately settled favorably for the client at the end of March.  I think I have already met half of my billable hour requirements for the year and it is only April!

Partner Preston:  Great.  Make sure you document your role in the CDX matter, including how your specific contributions helped result in the favorable settlement, because you will forget the details soon.  Your notes could turn into an article or even just an internal summary for firm partners so folks outside your group can know about your successes.

Associate Elliot:  That is a good idea.  Though I do not want to overstate my role.  It was really Jack that convinced the Government to settle.

Partner Preston:  Well, what did you do for Jack to help put him in a position where settlement was an option?

Associate Elliot:  I suppose I did secure a bunch of relevant and helpful information in a couple of the depositions I took.

Partner Preston:  There you go.  This is why you must document this stuff.  Now that the case is over, consider asking Jack for specific feedback on your role.

Associate Elliot:  Yeah, that makes sense.  And I work well with Jack so perhaps he would be willing to go over that with me.  

Unrelated, Jan told all the associates we need to reach out to different partners, even ones who we haven’t worked with, and offer to help with anything they need.  I talked to some of the other associates and they are similarly confused. Wouldn’t we be stepping on each other’s toes if we went outside our practice area?  And aren’t associates assigned to that practice area the best people to help those partners?  Also, what would be an example of something I could even do without the expertise in the area? Wouldn’t it be strange if I reached out to you and asked if I could pick up any tax work?

Partner Preston:  Let me see if I can do some translating.  I suspect what Jan was suggesting was that increased communication is key right now, especially when we are all physically separated.  And it is not so much what you say or even how you say it but rather that you are reaching out at all.  Think of it as part of good firm citizenship.  And, on the substance, there are probably many items you can help on outside the litigation group that you probably haven’t considered.

Associate Elliot:  Like what?  Is this where you tell me about the importance of pro bono work and giving back to the profession?  I’ve heard there are some M&A associates who are a bit slow now that are helping Social Security recipients and VA beneficiaries get their stimulus checks, but I think they have that covered and besides it doesn’t sound like much law is involved.

Partner Preston:  Pro bono is always good to get involved with, especially at this time with so many businesses and people needing legal assistance and it would be good for you to get courtroom experience.  

But I think what Jan was referring to is that the firm is putting out lots of client alerts, webinars, outlines, and surveys focused on coronavirus issues right now.

Associate Elliot:  Yeah, I’ve gotten the e-mail alerts.  Who actually puts those together?  I guess I assumed that was a marketing department deal but given the level of detail the lawyers are probably involved.

Partner Preston:  Right.  I supervised a team of mid-level and junior associates to write about the tax bills that have been enacted along with the Treasury guidance.

Associate Elliot:  The CARES Act, right?  

Partner Preston:  Correct. So, I think what Jan was saying is that there is a bunch of legal activity happening in different areas and, for associates that are tuned in and flexible, that can be an opportunity to become a subject matter expert in a particular area or, at a minimum, to lend their relevant expertise to a matter.  Still with me?

Associate Elliot:  Yes.  As you are talking, I’m trying to figure out what expertise I have that could be relevant.  I did handle that tax case for you but I’m no tax guy.

Partner Preston:  No, but you did handle that case well.  Didn’t you work on two big cases at the end of last year that gave you in one instance some experience in the health care field and in another exposure to pouring over contracts and M&A documents, both of which seem relevant now?  

Associate Elliot:  Right, we represented a major health care company that was sued by its shareholder.  I learned a bit about the health care industry and board members’ fiduciary duties.  The other case never made it to court, but we helped our corporate colleagues that negotiated a transaction on behalf of the seller when it looked like the buyer would not go through with the deal.  There were a lot of contracts to review in addition to learning the tedious details of the transaction.  The parties ultimately agreed to close before we had to file any papers in court.

But I’m still not sure what you or Jan are saying.  Are you saying I should reach out to Tom, the health care partner I worked with on that case, and Jared, the senior associate I worked with on the other case, and see if they need litigation help due to the coronavirus? That seems funny to do.  Isn’t it the job of the relationship partner to those clients to determine the clients’ needs and how we can help?  Seems pretty bold and out of turn for a junior associate to be taking on that role. 

Partner Preston:  You are thinking like an employee El and not like a partner.   

Associate Elliot:  But I am an employee.  And isn’t my role to serve the partners and not substitute my judgment for theirs?  I’m sure they are providing plenty of advice to their clients now.  And they are probably busy enough that I feel like my e-mail to them could be considered spam.  

Partner Preston:  You don’t want to overstep.  That’s true.  But this isn’t overstepping.  You are being proactive and taking initiative.  And you are showing your level of commitment to the firm and its clients.  You are demonstrating to the firm’s partners and its leadership that if anything is needed at any time, you are here to help.  

And, in your case, it’s not just reaching out to get credit or because Jan suggested you do so, but you may have some insight into dealing with some of the novel legal challenges the pandemic brings.  I know from your previous work that you certainly bring a high level of creativity to the job so that skill combined with your background knowledge in these relevant areas could prove useful to our clients.

Associate Elliot:  Thanks Preston.  But it still seems strange that I would have more to add then say a health care associate or a corporate associate.  Or am I still missing something?

Partner Preston:  Well, I guess you don’t know until you ask right?  I’m sure there are litigation or potential litigation questions where you may have the chance to be useful.  But to slow you down a bit, here is how I would approach.  

First, give more than a cursory look to the coronavirus corner on our website and pay particular attention to the health care and contract pieces.  See how much you can glean from reading the alerts and listening in on a webinar or two.  

Then, contact Tom and Jared and let them know you are reaching out because you enjoyed working with them in the past, assuming that’s true, and you wanted to let them know you are available to assist in any way they think you can be helpful.  Or, if you are more comfortable, you can limit your offer to litigation matters.  

Perhaps when you digest the materials, you will think of something substantive to add or approach differently.  Or better yet, how you can be helpful, so they aren’t given a homework assignment on how to fit you in.  At a minimum, feel free to compliment the work if you think it was well done with clear client takeaways.  Make it clear to them, again assuming it’s true, that you gave the information more than a cursory look.  You know how to do this, El. You could start with something like the following: You understand that the firm is helping companies navigate the legal issues arising from their health care delivery efforts using technology and from telehealth.  Or you understand that the firm is helping companies with contentious contractual disputes relating to force majeure or material adverse event clauses.  

As you know the partners and the senior associates, like our clients, have lots on their mind.  It could be that Tom or Jared have not thought about the issues you raise or the different ways a litigation associate could be helpful.  And even if they have, it’s doesn’t hurt to reach out.  

You are not just a cog here, El.  And there are multiple ways you can add value to the team.  Shoot, even if you end up serving as a listening ear that has value.  Any of this resonate?

Associate Elliot:  Yes, it does. I honestly never thought to do this.  Since I have been here, I haven’t had any trouble staying busy, so I’ve never really had to ask for work.  When you first started talking, I was thinking that this sounds like I’m desperate and begging for work which is not the case.  But as you kept explaining, I see that this is more to be helpful and show I’m a good firm citizen, than to necessarily help me, my practice, and my hours.  And I like your thought that there are multiple ways to be useful to clients and partners who are really my only clients at this point, including just listening to what is going on in their world, making suggestions where appropriate, and offering general assistance in any way I can ease their load and help their client and the firm.  

Now that you have explained all of this it makes sense, but it was not intuitive and I’m not sure other associates think along these lines.  Is there a short-hand way to convey what you just did to my colleagues?

Partner Preston:  That’s a leader type question.  Good looking out for your fellow brothers and sisters.  You know, there is.  The broad topic is thinking like an owner versus an employee.  Perhaps all of you can ask yourselves this question.

Do I approach my day-to-day efforts from the perspective of firm management and its partners and not only from that of an associate?  El, this topic can span from how to recalibrate in a pandemic to just about every issue you may have — write-offs, compensation issues, expense reimbursement matters, potential new client conflicts, internal staffing needs, etc.

It’s the difference between an “us” versus “them” mentality.  There is no you against the man.  You are the man.  Everyone has a key role on the team when you are in the client service profession.

Associate Elliot:  I like that.  Thanks.  So said another way, the key takeaway for associates is to learn to be firm centric.

Partner Preston:  Nice way to put it El.

Image courtesy of Ambro at Freedigitalphotos.net.

How do you take advantage of all this activity?  This article will advise you on how to follow in the footsteps of successful law students who have discovered the secret for landing a great legal job.  

These students take three impactful steps.  First, they pick an attractive “major” — an area to focus on in school and practice upon graduation that is a growth industry with many opportunities relative to other practices.  Next, they research what is required to make themselves the perfect candidate for a set of legal employers.  

Once they decide what kind of client challenges, they want to spend their days thinking about and solving, they research employers that do that work.  Then, they learn about the skills, knowledge, experiences, habits, and attitude they must have to be viewed as an ideal candidate.  Finally, they use the information discovered to show that they are clear on the client challenges and the results they are seeking, and they demonstrate that they can help the employer overcome these challenges and obtain the results desired.

So, how can the pandemic help you get started?  Use this time to develop Clarity, Competence, and Capability to help you identify a desirable practice area in demand and begin to navigate the path to its attainment.  

Clarity

You need to have a clear picture of what want to accomplish and a recognition of the importance and benefit of the accomplishment.  Here is an example.  

Your mission is to identify your dream job and create a detailed plan for securing that job.  You realize that following these steps is one way to quickly and competently execute this plan.

For help identifying your desired practice area, check out any major law firm website and you will likely find space dedicated to coronavirus alerts.  Look through those articles and you will get a sampling of the myriad of legal issues clients are currently facing, including how to navigate the terrain of the recent, major legislative and regulatory activity.

Find an area that suits you and concentrate on that area.  Perhaps it is an area in which you already had a sense you might want to practice.  Maybe you will discover something new that interests you.

Take comfort in the fact that you have one big advantage relative to long time practicing attorneys.  Unlike them, you don’t have to unlearn vast amounts of material that has changed and is floating around in the head of a person who has learned the law over many years. 

Competence 

Once you have chosen your area, you need to gain a basic level of competency, which will be easy to do.  Go to the firm websites and check out their newsletters and webinars which describe the laws that have been enacted (and the regulatory actions taken) and identify potential implications and challenges for clients.   Here is one of those sites if you are looking for a reasonable place to start.

Write down some questions they have put forth, and their suggested answers, and use that information to formulate relevant and meaningful questions to ask practicing attorneys.  A good start might be “I understand that one of the questions arising from the new legislation is _____.  Do you have any insight on that issue you could share?” 

Then, contact alumni who are currently practicing in the area.  To encourage responses, it will help if you have something in common with the person (e.g., same undergraduate school, hometown, hobbies, etc.).  Your professors may also have good suggestions for people to contact.  Don’t be discouraged if you don’t hear back or get the green light from all of the folks to whom you reach out.  All you need to execute is a “yes” from a couple of people or even one person.

Capability

Before contacting the attorney, review your list of questions and perhaps narrow the list to just two or three good ones.  Determine whether there is any additional information you need before engaging.  

Know that you don’t have to have a perfect call, you just need to have the call.  If you wait until you are perfectly ready, you will never act.  These calls are just another form of networking but with a strategy and a purpose.

Start the conversation with confidence which you can do because you have a script.  “Thanks for being up for talking.  I will be brief because I’m sensitive to your time.  I’m a 2L interested in learning more about the practice of employment law and I’m calling because I’m hoping you could provide some perspective into the recently enacted legislation.  I understand one of the challenges clients are facing is _______.  Do I have that right, and could you please share some insight into this issue?”

Be somewhat cautious about appearing to know more than you do.  Concentrate on one or two questions at most.  

***

With Clarity, Competence, and Capability you will be on your way to identifying your dream job and navigating the path to its attainment.

Image courtesy of Freedigitalphotos.net.

Law school doesn’t train you on how to work in a law firm.  And as of this writing, I’m still not sure whether I did enough of the “right” things to secure a full-time offer after graduation.  I had no idea what I was doing as I went straight to law school without ever having held a professional position. So, I was forced to learn on the job.

I thought that as long as I produced high quality work everything else would take care of itself.  That was before I saw what my competition, Ann, was capable of.  Merely producing excellent work was not good enough.  Ann taught me that the secret to doing well was tuning in to what the partners expected from us.  Ann made a point to learn partner preferences and then she performed her work consistent with those preferences.  

Here’s what happened during one of my summer projects.  A partner, Jane, asked the summers who had availability to assist with putting together deposition outlines and binders over the next few weeks. Three of us were assigned to give some percentage of time to the project – my law school classmate Ann, Drew, and me. We met with Jane for some direction and then began our tasks.  

Ann expressed lots of enthusiasm for the project and seemed to give whatever time she could while juggling work for a different partner on another ongoing matter. I noticed that she never mentioned her other project or provided excuses for why she “would be” further along if it weren’t for everything else on her plate. Ann was clearly the model.  

When we were given the assignment, Ann asked several questions, some of which I did not even consider.  She asked when the outline needed to be completed; what format (verbal, memo, and e-mail) it should be in; how long it should take; and whether the time should be billed to a particular client.  Wow, good questions Ann!

Ann told me later that she asked an associate that worked a lot with Jane how often, when, and the manner in which Jane prefers to be contacted.  She also learned that, like most partners, Jane preferred to receive conclusions up front in a short summary format followed by more analysis in a memo or other form. 

So, as expected and consistent with Jane’s preferences, Ann turned in her outline on time and she confided in me that Jane praised her for thinking through some thorny issues, taking the time to annotate her outline with potential exhibits for the witnesses (which she highlighted in a cover e-mail), and for proofreading her work thoroughly so it was free of errors.  Ann told me that when she was finished she let Jane know what else was on her plate and offered additional assistance with the deposition project as time allows.  And Ann told Jane she welcomed any feedback on the project, including whether there was something Jane expected that Ann didn’t deliver.  Ann was basically told she hit it out of the park.  However, Jane did tell Ann that next time she should have asked Jane before roping in a paralegal (and her higher billable rate) to assist her in making the binders.  Jane had expected us summers to handle that task.  Jane’s explanation made sense to me (and I put together my own binder) but I wouldn’t have known to ask first either.

Drew, on the other hand, asked no questions in the group meeting and I suspect he did not ask any follow-up questions.  I was copied on several emails to Jane that referenced his other work and suggested his outline might be delayed.  Drew did not ask whether that would pose a problem, and did not suggest a solution. I was told that when he turned in his outline, he included a few documents, but only the obvious ones that Jane pointed out during the group meeting. I also heard that he did not proofread his final product, so his outline contained errors in formatting, spelling and grammar.  He even misspelled a witness’s name!  In his email (which we were all copied on) sending his outline to Jane, his message read: “Jane – the Stevens outline is attached. As you know, I’ve had to work on this project while still managing the TechCo project for Greg, so my time has been limited.  This outline should get you where you need to be, though.”  I recognized Drew’s poor form but what I didn’t realize until after the fact was that I was not Ann.  I was somewhere in between.  

I maintained a pleasant attitude throughout the project.  But, I did not ask Jane or anyone who worked with Jane about her preferences.  I asked one or two follow-up questions on the substance, and annotated my outline with exhibits.  I didn’t think hard about nuance and strategy like Ann, but I thought I produced a decent outline, which I proofread.  Jane told me that I gave her generally what she was expecting.  I was tempted to follow up with Jane and ask what she meant and whether there was something she was expecting that I didn’t deliver. However, I didn’t want to be criticized or call attention to any limitations of my work.  And overall, I felt that I did a pretty good job.  Of course I realize now that this was shortsighted because Jane had already formed her opinions and it was probably in my best interest to find out how I could better meet her expectations in the future. Instead, I still don’t really know what Jane thinks.

Image courtesy of imagerymagestic at Freedigitalphotos.net.

The rainmakers I know are curious.  They ask questions.  They listen intently.  They are analytical and reflective.  They educate. They want to help.  They are creative and think about unique ways to solve problems.  They are relatable.

Are any of these attributes really secrets?  Aren’t they just the characteristics of a good lawyer?

I asked one rainmaker who specializes in business immigration law and employment law to describe the sales strategies he uses to motivate potential clients to sign up.  He said, “I don’t rely on sales strategies.  I just help potential clients recognize what I bring to the table that can help them get the outcome they are after.  Whenever I talk to a potential client, I try to get in the weeds quickly as if I have already been engaged.  I seek to learn enough facts for me to formulate some preliminary conclusions about the client’s problem and determine whether I can assist. Sometimes I can’t.”

He cited the following example of how he landed two of his biggest clients.

“Employers in the hospitality industry have frequent hiring needs and regular turnover.  They tend to hire a lot of foreign nationals.  I learned from listening to several of these employers that they would receive periodic messages from HR regarding errors on I-9 Forms (forms all employers must have and maintain for employees’ employment eligibility verification in the U.S.).  These errors can lead to fines, ICE investigation, or even allegations of document abuse and discrimination.”

“One of these employers was a client of the firm for which I was asked to help.  The employer concluded that the I-9 Forms problem was the result of frequently hiring foreign national employees without employment authorization.  After going on-site and talking with some of the foreign nationals, I discovered that they did in fact possess evidence of employment authorization.  However, the HR personnel responsible for executing I-9 verifications were not properly trained and did not have a uniform system in place for onboarding new employees or for later checking/auditing I-9 Forms as part of internal compliance efforts.  So, I helped the employer recognize that its conclusion centered on the manifestation of the issue rather than its root cause.  Once the employer made sure the appropriate personnel were trained and prepared for executing I-9 obligations uniformly on behalf of the company, the problem disappeared.  Since the successful conclusion of that matter, the employer has turned to our firm (with me as the relationship partner) for all of its employment litigation and immigration matters.”

“I shared our success with the firm’s hospitality team and suggested that we offer to help any firm client who may be having similar issues.  It turned out that another client was having similar problems.  So, after successfully handling the issue for them, I now find myself in the role of relationship partner for all of the litigation and immigration matters for that client as well.”

So, is just being a good lawyer sufficient to attract new clients?

More or less, yes.

The strategy for dealing with prospective clients is similar.  To connect meaningfully and demonstrate your legal skill you have to ask appropriate questions to get the prospective clients to discuss their challenges and describe the ultimate outcomes they desire.  Once you get the prospective client talking, it’s imperative that you hold back and stop yourself from offering your insight too early.  This is something that took me years to perfect and I’m still working on it.  The idea is to keep asking questions and hold off showing how much you know until you have sufficient information from which to draw upon your expertise and offer relevant information regarding an appropriate path forward.  Whenever I don’t follow this approach, it’s a double loss.  I wind up giving mediocre advice, based on insufficient information, on an issue that isn’t the core problem.

So for those looking for the “secret,” to becoming a rainmaker:

• Sharpen your legal skills, your questioning skills, and your listening skills.
• Uncover all facets of a prospect’s/client’s situation before offering advice.
• Identify the root cause of a problem before you start developing a solution.
• Identify and clarify any misconceptions.

In other words, be a good lawyer.

Image courtesy of Sira Anamwong at FreeDigitalPhotos.net.

That “great” job description will be different for different people. For some, it may be a job at a top-tier firm. For others, it may be working for a small firm or a specialty firm. Some may favor working in the legal department of a major corporation. Others may have their sights set on working for a government agency. Working for a non-profit organization is yet another option.

You may already have a picture of your great legal job. If so, congratulations. If you don’t yet have that picture, that’s okay. The following six steps will not only help you develop that picture, but also help you define and navigate the path to its attainment.

1. Develop a Plan and Commit to it

At the heart of your plan should be those activities that will enable you to engage with the people who can provide you with information, insight, and perspective regarding the various areas of practice. You’ll want to talk to and interact with the people who have “been there” and “done that.” Doing so will help you get a better feeling about the people with whom you want to work, the type of work in which you want to be engaged, and the practice areas that offer the greatest potential for growth—personally, professionally, and financially.

2. Choose a Major

Choose a field of interest and perhaps a sub-specialty in an area in which you have some interest and where there is a demand. This is often a difficult (and time-consuming) step for law students who are being taught to think like a lawyer—to approach every problem from all angles, examining all possibilities. There is no “right” or “wrong” decision. Pick an area for which you have the greatest affinity.

3. Network Effectively

Meet with attorneys who are practicing in your areas of interest and are willing to discuss their experiences. At these meetings, you can learn what they do, what they find interesting or challenging about their jobs, what experiences and background would be helpful, and what skills are required to succeed. And, you can discover the types of opportunities that are available in the practice area.

4. Think Like an Employer When Building Your Brand

Advice given to law school students about how to obtain a great legal job typically revolves around getting good grades, obtaining relevant experience, and networking with knowledgeable and influential people. That’s not bad advice, just incomplete.

In order to “market” yourself to a potential employer in a given practice area, you must understand the challenges and goals of the employers operating in that area. Your accomplishments may be important to you, but they will only be important to potential employers if there is a clear connection between those accomplishments and the desired outcomes of the potential employers. Your cover letter, your resume, and if you’re fortunate enough to be invited in for an interview, your conversation with the interviewer must reinforce that connection.

5. Become an Expert on the Employer

While thinking like an employer will more favorably position you to market yourself, you must also learn everything you can about a potential employer. You must have a clear understanding of the results the employer is seeking and the resources it needs to attain those results.

Investing the time to research the employer and reach out to people who can provide some perspective will pay substantial dividends. You are more likely to be hired if an employer feels that you understand its culture, objectives, challenges, frustrations, and goals.

6. Focus on the Plan, Not the Outcome

Play the long game. Don’t be distracted by apparent victories or apparent defeats. Everyone, including the top students in your class, is going to get rejection letters. Don’t let it get you down when it happens. Don’t dwell on either positive or negative thoughts. To prepare for the inevitable twists and turns of your job searching process, remain committed to your plan even when you question your own assumptions. And most importantly, be persistent.

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Adam Gropper is the #1 bestselling author of What They Don’t Teach You in Law School—How to Get a Job and bestselling author of Making Partner: The Essential Guide to Negotiating the Law School Path and Beyond. Adam is also the founder of Legaljob.com. He can be contacted at adam@legaljob.com.

Photo by Chris Davis on Unsplash.

I listed the kindle version for just 99 cents for a limited time.

The book arms readers with fresh insights from students who landed a great legal job. These personal, relatable stories and their takeaways form the basis of a straightforward six-step process to create multiple job opportunities.

Readers will quickly learn how to:

• Create an entrepreneurial approach to your career planning.
• Be seen by potential employers as integral to achieving their objectives.
• Build your brand to get the job you want with the employer you want.

If interested in the book and its easy to implement, proactive approach, pick up your copy here!

Take the case of Kevin. Kevin was a skilled government lawyer with five years of experience who had an interest in leaving for greener pastures to a big law firm. Kevin thought his experience and understanding of “how the enemy” thinks would be helpful to a firm and its clients. Kevin went to some networking events where he learned second hand about two firms looking for associates at his level. He wrote cover letters to those firms emphasizing how great he was and how much he had learned. But, unfortunately Kevin was not able to make his case in person because he was rejected from both. After getting nowhere, Kevin tried a different approach.

He sought advice from someone who did exactly what he was trying do when they were in his position. So, in his case it meant finding lawyers that previously worked in the enforcement division of the SEC that left for a big law firm. He found three such lawyers that had made the move in the past ten years and one of them was an alum of Kevin’s law school which Kevin noted when he reached out. The alum, Harv, was willing to meet with Kevin and told him of an opening at one of the firms which already rejected him. Harv was extremely blunt but effective. Here is an excerpt of the conversation:

Harv: I believe the firm Baker is hiring for someone at your level.

Kevin: Yeah, they already rejected me.

Harv: You interviewed with them?

Kevin: No, I never got the chance. Just got the form rejection letter. And my name was even misspelled!

Harv: Give me a break! Then, you haven’t really tried there. How the heck can you apply for a position cold like that without really knowing what the firm is looking for, what kinds of projects they need your help with, and what the their ideal candidate looks like?

Kevin: Well, they have a job posting providing some of that information.

Harv: Nonsense! If it is not worth fifteen minutes of your time to get the real scoop, they were right to reject you.

Kevin: I guess you are right. What should I do? What would you do?

Harv: Well, here is what I would do and did when transitioning to private practice. Reach out to one of the mid-level associates who is not too junior that they wouldn’t be informed and not too senior that they wouldn’t have time for you. Request a short call regarding the open position and explain that you do not want to waste the firm’s time if you are not the right candidate. Ask about what the day-to-day looks like at the firm (so not just the work but down to the granular level of procedural stuff like work flow). Also, ask what substantive skills and background (including government experience) would be helpful for tackling their current client projects. And be sensitive to the associate’s time. When you are done, you will have sufficient information to determine whether it makes sense for you to apply.

Kevin followed Harv’s advice and had a good call with the mid-level associate. In particular, he learned that his experience in the asset management industry, including his knowledge of the investment advisers and the registered investment companies they advise would be particularly helpful to clients of the law firm. He obtained permission from the associate to reference in his cover letter the call and the information he learned. Not surprisingly, Kevin was granted an interview. Then, in the interview instead of saying how great he was, he spoke the law firm’s language and explained how his skills and experience could help the firm with their current work and help expand their client base. Kevin was offered the job.

* * *

Initially, Kevin made the same mistake most people make. He tried to secure an interview by telling the prospective employer how great he was without knowing what the employer needed. In his take two, Kevin reached out to people who did what he wanted to do. That led to helpful advice which he followed. He got the job because he tuned into what was important to the employer and emphasized the skills and experience he had that was relevant to the employer.

Image courtesy of Freedigitalphotos.net/Stuart Miles.

Are they willing to work harder than others? Are they more knowledgeable about the law than others? Are they more knowledgeable about policy? Is their mind more analytical or inquisitive than most? Are they brilliant writers? Is their advice more comprehensive, thoughtful, or correct? Do they, more than most, have the ability to take a welter of considerations, sort them out, and make sound recommendations?

Believe it or not, while helpful, they did not credit any of these items as key to their success. Instead, each answer was some version of they developed clients for life. That is their secret. They created a special bond with their clients — a very deep and personal relationship where the client looks to them as their lawyer in all matters for decades.

• “I think my ability to get close with my clients and understand what the clients need has helped me both in keeping current clients and having them recommend me to others.”
• “I have had some clients that I first did good work for 20 years ago. I have been told that I think creatively about meeting their needs. Sometimes that is even true.”
• “In many cases — three that I can think of off-hand, I have had the unique opportunity to grow with my clients and understand their business from the get go.”

I asked them how they developed these deep relationships. Their answers were somewhat varied but seem to all involve asking thoughtful questions and actually listening to the answers.

• “When starting any new engagement, I set out to understand the client’s quirks and how they think so that helps me understand what they really want when they ask me a question.”
• “I am constantly playing the role of private investigator when they present a problem and I ask a lot of questions. Many times they don’t have the answer but they point me to someone who does.”
• “I learned everything I could about their business including, in one case, traveling to three of their plants on my own dime and I stay current with industry developments that might impact them.”

I asked them for specific tips for young lawyers to follow their model. Here are their responses:

• Ask questions that make it easy for your client to start talking. “The more they talk, the more you’ll learn. The more you know about them, the easier it will be for you to provide strong counsel. The goal is to understand your client so deeply that you will be able to articulate the client’s challenges and needs just as well or even clearer than the client can.”
• Show the client that she is the center of your world. “Hang on her every word. Ask thought provoking questions and follow-up questions. Reiterate what she says to confirm your understanding, so say something like ‘you said…’”
• Be sincere and try to stay within your and the client’s comfort zones. “Getting to know a client or prospective client may be a challenge for people who don’t come to it naturally, because it can appear clumsy or intrusive if insincere. So, proceed as comfortable for you and the client. The best opportunities to get to know someone might be on safe subjects such as work-related and professional matters. But the more productive area is likely in sincere interests: causes, hobbies, reading subjects, schools, family, sports, food, etc. These areas may have to be approached tentatively and, depending on the client, might best be achieved over time.”
• Try to feel the client’s pain with the questions you ask. “Why is the issue presented a problem? How long has it been a problem? In what specific ways does the problem limit you? Why is it crucial to eliminate the problem? How does the current situation (dealing with the problem) make you feel? What would their life look like without this problem? And what would the company’s situation look like without this problem? What are the obstacles between where you are and where you want to be? What have you tried to solve the problem?”
• Distinguish your approach between the short-term and long-term. “In the short term, the goal is to know the client well enough to best serve their needs. So, the best focus might be on a bonded relationship that serves the client, and sustains the business relationship.  And, of course, at bottom you need to successfully deliver solutions to the clients’ problems. In the long term, becoming an expert in the client may prove very efficient. This approach may be the difference between spending an inordinate amount of time developing clients versus maintaining a substantial clientele.”

Image courtesy of lekkyjustdoit.

1.) They are relatable.

They act and speak like regular human beings, not like lawyers. They are naturals at putting themselves in their clients’ shoes, which allows them to understand what the clients are thinking and how they are feeling.

They give their clients and perspective clients the freedom to tell their stories and share their concerns in their own words. This approach is effective in drawing clients out and getting them to talk. The tonality of their conversations projects a demeanor that is pleasant, confident, and curious.

2.) Their questions and comments focus on the client’s concerns.

They use their legal skill, coupled with knowledge and a bit of creativity, to adapt their questions, comments, and advice to the client’s unique circumstances—business realities, personal preferences, desired outcomes, etc.

They demonstrate value by constantly connecting their questions, recommendations, and ultimately their strategies, to items the client cares about. This approach helps clients feel acknowledged and makes them receptive to hearing and considering advice.

Here are examples of focused and thought-provoking questions rainmakers ask to focus on the client…and improve their “relatability” rating:

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Identifying the Client’s Goals

• What specifically do you want to accomplish? By when?
• What would be the most beneficial outcome? What would be the next most beneficial outcome?
• From your perspective, what are the two or three biggest obstacles to getting the result you’re after?
• What would be your preferred course of action? Is there an acceptable alternative?
• Before this conversation, how were you planning to proceed?

Obtaining the Client’s Perspective

• How specifically has this issue affected you personally?
• In what ways has it impacted your business?
• What are two or three of your biggest concerns about this situation?
• What aspect of the situation do you find most challenging?   Why is that?
• What else should I have asked you?
• What else do I need to know?

Providing Help

• What are the top two or three things I can do for you to help?
• What is the number one thing I can do for you right now to help you/your business?
• How can I help you expand or accelerate your success?
• What, in your mind, is the number one problem to tackle?
• What opportunities can I help you capitalize on right now?
• What is the most important thing to achieve in the next 30 days? Would you like my help?

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***

Asking focused, thought-provoking questions makes it easy for clients/prospective clients to open up and fully participate in the conversation. And that, in turn, enables you to better understand their situations, expectations, and desired outcomes as you analyze the opportunities.

Image courtesy of Sira Anamwong at FreeDigitalPhotos.net

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I recently read an article about Google CEO Sundar Pichal’s recommendations for creating more impact when making presentations which drives the point home much more clearly. He suggests using fewer words, eliminating bullet points, and using more graphics.

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When engaged in conversation, less of this:

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And more of this:

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When presenting, less of this:

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And more of this:

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Hopefully, this post was less like this for you:

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And more like this for you:

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Here is a link to the complete article.

Images courtesy of jpost.com, galleryhip.com, and presentationmagazine.com.

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