Letter to a young lawyer

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Some months ago, Stephanie West Allen requested that fellow bloggers write a “letter to a young lawyer.”  Susan Carter Liebel has recently renewed the request  and I am delighted to join in, at last.

To the new attorney:

Welcome to the practice!  You’ve learned much over the last three years of law school, and you may be somewhat dismayed to discover that your learning is just beginning.  It’s a cliche to say that law school merely teaches you to think like a lawyer, but you’re about to find that there’s quite a bit of truth there.

I’d like to offer you a roadmap of sorts… A short list of foundations that underlie a successful practice.  Think of these as guideposts.

1.  Each time a client entrusts you with a matter, you’ve been granted a sacred trust.  You will have hundreds of clients — perhaps thousands — over the course of your career.  Some may be sophisticated legal consumers, but others will bring to you the only legal matter they’ve ever had.  Whichever camp your client falls into, it is your responsibility to treat the matter as if it’s the most important matter this client will ever have.  That isn’t to say that each client should in effect run your practice (you’d never get anything done), but when a client trusts you enough to request your representation, be aware and respectful of the trust… And earn it.

2.  Remember that the other lawyers in your firm who ask you to do work are your clients.  Act accordingly.

3.  It’s called legal “practice” for a reason.  You’re bright and accomplished, and you’re accustomed to knowing it all.  You’re about to enter a phase in your life in which you’re likely to feel that you know very little.  It’s your opportunity to practice the skills you learned in school, to read the law and to think deeply about it.  You’re going to make mistakes, no doubt.  It’s your duty to learn from each mistake and to make each one only once.  Ask intelligent questions and study the lawyers you admire.  A mentor is invaluable, and here’s a secret: your mentor will learn as much from you as you learn from your mentor.

4.  Begin your business development activities now.  Especially when you’re just beginning to practice, when you know so little about how the law really functions, it’s hard to imagine that you’re going to be responsible for bringing clients in.  Whether that need arises immediately (as of course it will if you’re a sole practitioner) or in a matters of years, you need to lay the groundwork today.  Keep up with your classmates from college and law school.  They may be at the bottom of a corporate rung today, but they (like you) will advance, and the confidence they develop in you over time will position you well to turn a social relationship into a business relationship.  The best marketing flows from superior legal skills plus masterful interpersonal relationships.  Remember that you need to develop both.

5.  Set goals for your career and adjust as appropriate.  Two errors plague lawyers: advancing in practice without having a plan and sticking to a plan even after it’s quit being the right plan.  Spend time determining what you want your life to look like both professionally and personally.  That knowledge will guide your steps as you decide where to practice, whether to stay there or leave, whether to pursue or accept a partnership offer, and much more.  However, be sure that the plan you’re following really fits you.  There’s little worse than climbing to the top of the ladder only to discover that you’ve scaled the wrong wall.

6.  Develop your leadership skills — you’re going to need them.  You may not view yourself as a leader right now, but you’re going to find yourself in a leadership role sooner than you recognize.  Learn how to discipline yourself, how to communicate what’s right, how to stick to your vision and to motivate others to join in the effort, how to convey your presence as a leader.  You’re going to find yourself on a board, in a courtroom, leading a team of lawyers, or bringing your legal skill to a matter of importance in your community.  Learn how a leader behaves and seek opportunities to practice.

7.  Integrate your personal and professional aspects.  You will be most effective in the office when you’re rested and the demands of your personal life are sufficiently met.  It’s unrealistic to imagine that you will always be able to meet those standards, but you must strive to do so.  “Work/life balance” doesn’t mean dividing your time or energy 50/50: it means knowing how to devote your time and attention where you need to, when you need to, according to your values.  Sometimes you’ll have to disappoint friends or family, and sometimes you’ll have to disappoint colleagues or clients.  Learn how to balance competing demands to wring the most out of every moment you have, without wringing yourself out.

8.  Give back.  You may feel overwhelmed when you think of the debt you’ve accumulated while pursuing your degrees.  Never forget that you’re among the most privileged people in the world, whether you’re at the highest paid law firm or the lowest paid public service agency.  Find ways to contribute to your profession and to society.  You will be richer for all you give.

There’s much more to say and learn… And you’re in for the ride of your life.  Welcome to practice!  Go as far and as fast as you can, in service to your clients, your community, your profession, and yourself and your family.

An 18-year path to partnership? Maybe…

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There’s an interesting (quite short) article today titled, Law Firms Let Women Forge Their Own Way.  The story centers on a Gabrielle Higgins, who recently made partner at Ropes & Gray and was “pleasantly surprised” to discover that 7 of the firms 10 new partners were women.  And if that 70% figure isn’t striking enough, the story goes on to recount Ms. Higgins’ path to partnership — a path that spanned 18 years and was “entirely based on decisions she made because they were the best for her.”

The article’s title hit me also: law firms let women forge their own way(s)?  My impression is more along the lines that women have been working and seeking improvement within the profession (and especially in large law firms) not to mention leaving private practice in droves, and I’m not quite sure how that translates to law firms letting women do much of anything.  But, I (perhaps) digress. 

New issue of The Complete Lawyer: Dealing with the jerk at work

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“There have always been, and inevitably will be, a certain number of bullies, braggarts, brutes and bigots who manage to insinuate themselves into any assemblage of humans, the legal profession not excluded. In the past, these misfits have been dealt with by peer pressure and sanctions; however, as the rude, degrading behaviors creep ever closer to becoming a norm, there is cause to ring the warning bell.”

— Bruce Campbell, Counsel Columbus, Ohio, Bar Association

The latest issue of The Complete Lawyer has been released, with a focus on “No Jerks Allowed!”  The quote above (lifted from this issue) illuminates the theme: too many law firms and legal departments include at least one jerk, and we (as individuals and as a profession) must find a way to deal with those jerks.  I’m delighted to have an article included in this issue (more about it below), and I find myself in august company.

Here are some of the featured articles:


Robert Sutton, author of The No Asshole Rule (recognized as one of the best business books of 2007 and a must-read for lawyers) and the terrific Work Matters blog, writes on Power Breeds Nastiness.  Remember the observation, “Power tends to corrupt; absolute power corrupts absolutely,” made by Lord Acton in the late 1800s?  There’s merit to it, and Bob’s article (edited and updated from his book) explains more.

Victoria Pynchon, author of the fabulous Settle It Now Negotiation Blog, provides a breathtakingly transparent article titled Why Lawyers Are Unhappy… And Make Others Unhappy, Too.  It’s about why and how nice people (especially litigators) can become jerks, and how to identify a path out of the unhappiness that underlies nasty behavior.  This is a personal article, and I so respect the honesty in it as well as the insight that points to the way out.

Gary Namie, co-author of The Bully At Work explains how to Create a Blueprint for a “Bullying-Free” Workplace.  This article draws the distinction between jerks who perpetuate incivility and bullies who “maliciously destroy people and organizations” and lays out a 4-step plan to correct and prevent bullying at work.

“Recovering defense attorney” Allison West promises, Yes, There Are Ways To Reform Workplace Jerks through sensitivity training that’s designed to “give jerks direct feedback about their conduct, highlight the impact of their behavior on the workplace and provide tools to fix the problematic attitude and behavior. After that, it is all up to the jerk.”

Garry Mathiason and Olga Savage of Littler Mendelson help to establish some bright lines about behavior in Defining And Legislating Bullying.  The article begins with a vignette of a rainmaker who defended the harsh comments made to two associates: “I sometimes raise my voice,” the rainmaker says. “If the associates can’t handle that, how will they ever hope to hold their own in litigation?” Mathiason and Savage’s articles helps to clarify the continuum between acceptable behavior, abrasive behavior, and bullying and to propose some solutions when the behavior falls on the wrong end of that spectrum.

My article is titled How To Spot And Deal With Jerks: Learn when and how to confront, disengage, and manage the jerks in your life.  One aspect of coaching for lawyers involves workplace communications, including deadling with the jerks in practice.  Many of my clients have encountered these jerks (as have I), and I’ve recounted a few of the more flagrant stories — all true, though edited to protect confidentiality.

The crux of the article is this:

Know What Kind Of Jerk You’re Dealing With And Choose The Best Strategy In Response

The first step is to notice when someone’s behavior leaves you feeling bad and then to identify the kind of jerk you’re facing.

The practice of law is often stressful, and even perfectly nice people may, on occasion, be rude under stress. Generally, though, nice people are aware of their bad behavior and apologize at least indirectly. These people may be situational jerks whose behavior unintentionally causes discomfort and pain. Dealing with such thoughtlessness is often relatively simple because situational jerks typically don’t mean to be jerks and may not realize the harmful effects of their actions.

Habitual jerks are more damaging. These people commonly yell, use sarcasm or mean-spirited teasing, engage in personal insults, or otherwise act in a demeaning or disparaging manner. Habitual jerks may strike out at any time. They don’t apologize, and they don’t notice or acknowledge the pain they inflict because they simply don’t care. Dealing with habitual jerks is difficult. Because of the habitual jerk’s disregard for others, the victim has fewer resources to call on to try to end the damaging behavior.

One of the following two options usually works best when dealing with a jerk:  confrontation or disengagement. Regardless of the response you select, you must manage the stress that results from the jerk’s nastiness.

This issue of The Complete Lawyer also includes articles on business development and marketing, career management and planning, and work/life integration.  It’s great reading.

You do it for your clients… Do you do it for yourself?

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During my first conversation with a new client, we were talking about the goals she’d like to set.  She said she’d like to make partner at her firm, and I asked what she needed to do to reach that goal.  She answered that good work and maybe bringing in a few clients would get her there.  We drilled a bit further down on that question, and then I asked how she planned to bring in the “few clients” she thought she’d need.

“Well…” she cleared her throat.  “I thought I’d do some networking, you know, and maybe speak at a CLE, and I’ve thought about writing some articles.”  I asked a few more questions and discovered that she had a vague plan, but only a vague plan, of what steps she’d need to take to build the practice and presence she’d need to be considered as a viable candidate for partner.  “I won’t even be considered for 4 years,” she concluded.  “It’ll get clearer as I go.”

Every single lawyer I know begins a representation by clarifying what the client wants.  If it’s a litigation matter, sometimes it’s to win at all costs, sometimes it’s to preserve a business relationship, sometimes it’s to protect one asset or position even at the expense of another.  The client’s ultimate goal drives the strategy for the case.

And yet, I see so many lawyers who don’t pause to develop a career strategy.  The need to work hard and master the skills of practice is obvious, but knowing what skills should be acquired and how to go about acquiring them requires more study and strategy.  Without an end in mind and a somewhat carefully planned approach to that end, it’s easy to get off track.  Just like it’s possible to blow a client’s legal budget winning a point that the client didn’t really want or need to win, it’s possible to spend a great deal of time and energy reaching a goal that doesn’t lead to the ultimate goal.

We’re 2 days into a new year.  What steps do you need to take this year so that you’re advancing toward your ultimate goal?  And please note: despite the time of year, I’m not talking about making resolutions.  I’m talking about setting SMART (specific, measurable, achievable, realistic, time-based) goals along with a strategy for reaching them.

What are your SMART goals?  What’s your 1-year, 5-year, and 10-year game plan?  You wouldn’t represent a client without a clear definition of the win and a roadmap to get there, so why do anything less for yourself?

And the client who wanted to make partner?  It’s now a year from our initial conversation.  Last year, she created a strategic plan to get her practice known (by publishing an article and speaking at a CLE program) and a plan to begin client development activities, including identifying and becoming involved in an industry group related to her practice.  Her theme for this year is building her internal profile, and she’s just been named to a significant firmwide committee.  She’s now in year 2 of her 4-year “path to partnership” plan.  Nothing is guaranteed, of course, but whether she makes partner or chooses to move to another firm, her strategic planning will serve her well.

 

Discovering my inner “hot worm”.. And changes for 2008

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Perhaps you’ve heard this: “Do what you love, and you’ll never work a day in your life!”  I’ve seen that quote, or similar ones, attributed to everyone from Confucius to Harvay MacKay.  Now, here’s my corollary:  even so, you will nevertheless sometimes need to adjust priorities, to take time off, and to shift what you do.

On occasion I’ll read something that will really stick with me and change the way I think about things.  Stephanie West Allen’s December 2006 “hot worms” blog post is one of those.  In that post and other related posts, she discusses the danger in prescribing a “one size fits all” work/life balance, especially for those “hot worms” who love what they do and choose to work more hours than “experts” consider advisable.  As I’ve written over and over, I’m uncomfortable with the idea of “work/life balance” because it implies that there is a single balance that everyone should attain, and that’s clearly wrong to me.  So, I took Stephanie’s post as more evidence that each person must find his or her own balance or, to use Cali Yost’s term, work+life fit.

I enjoyed practicing law, but I was admittedly not a “hot worm” lawyer.  Some of my clients are, though, and coaching them on work/life integration is interesting because it’s hard to reduce hours or attention to something that’s thoroughly enjoyable and nourishing.  The focus of the coaching is on finding what works best for the individual, and sometimes cutting back on work is necessary (though difficult) to achieve other goals.  The process is challenging and rewarding, and my clients generally end up with a lifestyle that pleases them deeply.  As I coached these clients, I came to discover something about myself.

I’m a “hot worm” coach.

Perhaps that’s why I work so well with lawyers who are passionate about and devoted to their practices.

You see, I often wake up thinking about an article or a resource or an approach to use with a client.  I read constantly, and until last week, I’m not sure when I last read fiction or non-fiction that isn’t related to law or business.  I couldn’t sleep one night while I was out of town and I got sucked into watching Legally Blonde, not because it’s a good movie (in my opinion, it isn’t!) but because I was mentally drafting a blog post that would discuss Reese Witherspoon’s character and what lesson she might illustrate.  When I catch up with friends, I tend to talk about my business and the ideas I’m reading or hearing or creating — to the point that a friend recently asked if my husband and I had divorced because I hadn’t mentioned him!  (Sorry about that, honey.)  I’m not unduly frazzled or bedraggled; I just love what I do and choose to do a lot of it!  I am doing what I truly love, and it doesn’t feel like work.

And yet…

I get run down when I don’t sleep enough.  I get stiff when I sit all day.  Although I enjoy the work I do, I miss seeing friends.  And I know that I sometimes come up with more and better ideas when I’m working  physically (gardening, walking, whatever gets my body going and lets my brain wander) than I do when I’m sitting at my desk and intending to think.

These are signs that it’s time for a change.

I started this blog in January 2006 and began writing regularly in March of that year.  This is post #365.  Although I never announced it, I’ve aimed to post three times a week, and I recently expanded to include a fourth weekly post.  Since I started the blog, though, things have changed in my business.  I have more clients (as well as some openings), I’m writing more articles for formal publication, I’m doing more speaking, and I’m doing more face-to-face networking.  I’m also traveling dramatically more.

It’s time for a shift.

Change #1…  I plan to post twice weekly going forward, though I may include additional “shorts” posts that will offer links and brief news items, trends, or ideas.

Change #2…  On January 15, I will be launching a new email newsletter, titled Leadership Matters for Lawyers.  Each issue will include a feature article on leadership development, a relevant book review, summaries of recent posts on the Life at the Bar blog, and information about upcoming programs and presentations.  Leadership is an important topic for every lawyer, whether it’s self-leadership, leading within a bar or civic organization, being a thought-leader in your practice area, or serving as a leader of a team, a practice group, an office, or a firm.  Leadership Matters for Lawyers will reveal insights, research, and resources that will help you to create and benefit from leadership opportunities for yourself and your practice.

 

Thank you for your input — and happy new year!

Happy holidays!

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I hope those of you who celebrate Christmas have had (or perhaps are having) a marvelous, restful time with friends and family.  I naively thought I might induce my two dogs to wear their holiday finery (a reindeer headpiece, as seen here, and a Santa hat) and get them to pose in front of the fireplace, so I could post a “happy holidays” entry complete with canines.  Suffice it to say that the dogs were none too impressed with their holiday gear, and sitting still was not on the agenda.

Many who can do so elect to take some or all of this week off, and I’m joining suit.  As we continue the 10-day Lawyers Appreciate…  2007 campaign, please take some time to consider what (and whom) you appreciate.  If you’re moved to add your comments, please do!  Sharing appreciation is good for the spirit.

For my part in the appreciation festival, I truly appreciate each person who drops by the blog and those who comment.  I appreciate the lawyers who take on cases and causes, and I appreciate the Internet and the blogosphere for making the legal community connected in a way that would have been completely foreign even a few years ago.  I appreciate the professionals who support my practice (both the legal and coaching practices), and I appreciate my clients.  And I appreciate Stephanie West Allen for sowing the seeds with me to birth a bouquet of blog-based appreciation.

I’ll have one more post to share this year, reflecting on some themes and plans for 2008.  In the meantime, what can you do to bring 2007 to a successful close?

Second Annual “Lawyers Appreciate…”

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Last December, Stephanie West Allen (of Idealawg and Brains on Purpose(tm)) and I launched a 10-day campaign that we called “Lawyers Appreciate…”  We asked legal bloggers to make a post, sharing the things and people they most appreciate in the practice of law.  And we were delighted with the results, which you can find summarized here.  We discovered that lawyers appreciate clients, staff and colleagues, fair jurists, family, and so much more.  (To my delight, I rediscovered a comment on the kick-off post that celebrates, in part, peppermint ice cream, which is my favorite as well.  Cheers to Monica Bay of The Common Scold, whose identifying info was apparently stripped from that comment when I migrated to the new blog.)

A few weeks ago, I asked Stephanie what she thought about launching a second annual Lawyers Appreciate… And she responded with an enthusiastic thumbs up!

Last year’s campaign ran from December 22 to December 31, with some appreciation coming in even into the new year — which, it has to be said, Stephanie and I both appreciated.  There’s no statute of limitations on this!  Since the 22nd is a Saturday this year (and I will be making extra-merry, since the 22nd is also my birthday) I thought I’d announce a day early, so resourceful bloggers can begin reflecting.  And, of course, anyone without a blog is welcome to participate as well by posting a comment.

Here’s how it works: tomorrow, we’ll invite 3 bloggers to join us in our appreciative countdown.  We’re asking them to post a blog entry that begins with the words, “Lawyers Appreciate…” and then to invite 3 more bloggers of their choice to do the same.  We’ll keep this up for 10 days, until (at least) December 31.  And we’ll kick off 2008 with conscious appreciation for what might otherwise go overlooked.

Get ready…… Get set………………….

Edited to add: from Stephanie’s announcement:

For those of you who posted your “LA . . .” list last year, what additions (and maybe subtractions) will you make in 2007? And to those new to the “Lawyers Appreciate . . .” countdown, we look forward to reading your posts of appreciation.

 

Clear your mind to increase productivity.

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Every office has one: the messy lawyer, whose desk and/or office always looks like a bomb exploded and left behind papers and files and coffee cups and who-knows-what-else scattered everywhere.  It’s a good practice to clear the decks weekly or following the end of a major project, just to keep some level of tidiness.  This time of year is especially auspicious, since you may find a few spare minutes for cleaning, and it’s such a good feeling to return to a clean office on January 2.  Especially if you have the luxury of calling in an assistant to help with filing and organization, 30 minutes to an hour will often prevent an overflow.

What if it’s your mind that needs decluttering?  When your brain is filled with “must do” tasks of both professional and personal origin, when you’re worried about something, when you’re trying to make a difficult decision, and when all of your thoughts are further agitated by the “noise” of life, it’s easy to get lost in mental chaos.  One day when I was preparing for a major client meeting and dealing with my mother’s terminal illness, I stopped by the grocery store on my way home.  I knew I was distracted, so I’d takent he time to write down the items I needed to buy.  But I proved how distracted I was when I returned to my car to find it still running with the keys in the ignition!  I wish I’d had access to the recent terrific post by Zen Habits titled 15 Can’t-Miss Ways to Declutter Your Mind.  The tactics (with clarification available in the Zen Habits post):

1.  Breathe.
2.  Write it down.
3.  Identify the essential.
4.  Eliminate.
5.  Journal.
6.  Rethink your sleep.
7.  Take a walk.
8.  Watch less TV.
9.  Get in touch with nature.
10.  Do less.
11.  Go slower.
12.  Let go.
13.  Declutter your surroundings.
14.  Single-task.
15.  Get a load off.  (Vent!)

And I’d add one more: do something creative that gets you into a state of flow, where time passes without your notice.  Examples might be drawing or playing music.  Time spent in any of these areas is indeed time well spent.

Discovering “fit” between square pegs and round holes

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I often request new clients complete the DISC assessment, both to give the client a sense of his or her natural tendencies and how much he or she feels the need to adapt to the current work environment and also to give me the background for communicating by using the client’s language.  As I outlined in a post earlier this fall, the DISC is also particularly valuable to clients who are seeking to enhance their business development skills, those who are experiencing some sort of personal conflict with a team member, and those who want to improve their relationships with clients, colleagues, and staff.  The profile requires an investment of just 15 minutes to complete the assessment and less than an hour for a thorough debriefing, and it pays off on that investment for years.

Interestingly, I’ve recently debriefed the DISC with a handful of clients who, after learning about their natural tendencies, feel that they’re unsuited for law firm life.  (And such a reaction is one reason why I always provide an oral debrief of the DISC, even though each client receives a detailed written report as soon as the assessment is completed.)  The reasons for these feelings varies; some feel they aren’t “dominant” enough, some feel that their preference for a slow and steady pace at work conflicts with the realities of practice, and some feel that they’re too “people oriented” to do well in a setting that requires a lot of solo reading, analyzing, and writing.  After discussion, though, each client has discovered a different interpretation.

You probably glanced at the photo I selected for this post.  Go back and look at it.  Really.

You’ll notice that the proverbial square peg has been altered to fit into the round hole — and that the alteration wasn’t easy, that it permanently changed the square peg, and that (by virtue of the hammer lying nearby) the process probably wasn’t all that easy.  But you’ll also notice that the square peg is still square above the hole.  And the percentage of peg above the hole appears to be more than that in or below the hole; in other words, although part of the peg was changed irreparably, most of it remains in its native state.

When I work with clients who feel like a square peg trying to fit into a round hole, this imagery comes to mind in two respects.  The first is: ok, you can make yourself fit by smoothing down some corners, shaving off bits and pieces, and adapting until you conform to the mold.  That’s what some clients choose.  And frankly, those clients usually choose not to work with me, because that process isn’t one that I wholeheartedly embrace and a client who’s decided to take that route usually requires the assistance of someone who agrees that the proper approach is to pound away at the “offending corners” until they’re gone.  Fair choice, but not mine.

The second approach is a quite different.  It calls for examining the discrepancy between the mold and the client, deciding whether it really exists or whether it exists only in the client’s perception, and then determining whether the client must change, whether the mold can stretch, or whether the client can change and the mold can stretch.  For instance, if a client is a nonconformist who enjoys marching to the beat of her own drummer — not always a popular path in law firms — we might examine whether her beat can coincide with her firm’s culture and goals (perhaps even putting her into some type of leadership role since her beat might inspire others to dance along) or whether she’d prefer to create her own rhythm elsewhere.

Few easy answers exist in this area.  However, I’ve found that lawyers who enjoy significant aspects of practicing law are generally able to find ways to adapt themselves and/or their circumstances so they can get more of what they enjoy and lead from their strengths, even when those strengths may not be the first that come to mind when envisioning law firm culture.

If you feel like a square peg, ask yourself questions along these lines:

*  What are the areas of disconnect?
*  What value is in those areas?
*  Do I want to create change, in myself or in my environment?
*  What can I do to develop a fit?  What support do I need?
*  How can I use my strengths in a way that serves me and my environment?

Sometimes the answer is to leave the “round hole culture.”  And sometimes the answer is that the gap isn’t as broad as it may appear to be, that relatively small adaptations create a more multifaceted and thus stronger set of skills, and that the fit may be imperfect but nonetheless good.  That’s the secret that happy lawyers often discover.

Tuesday Shorts 12/11/07

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Survival tips for new associates:  David Dummer, an associate in the Dallas office of Weil, Gotshal & Manges, has written an article with 10 survival tips for new associates.  Although the tips are not particularly revolutionary, they set a good framework for new associates and might serve as a reminder for more advanced lawyers.  Some suggestions never go out of style, such as asking questions to clarify an unclear assignment, taking a long-term view of networking and staying in touch with law school classmates, and making an effort to learn the case as a whole rather than focusing on only a discrete project within the case.  And I particularly like Dummer’s final tip:

10. Your nameplate is your shingle. Remembering this mantra will help you learn how to operate in the firm setting. In many ways, you are a solo practitioner, and the partners and senior associates in the office are your clients. Think about what makes these clients want to hire you — consistently good work, value-added creativity and efficiency. Run your office so that you can deliver this type of work product to your clients every day.

How did a small IP firm build a 54% female partnership?  One of the interesting things about having practiced patent law is the overwhelming male domination in the field — though that’s changing.  So I took notice of an article about Lahive & Cockfeld, a 30-lawyer IP firm in Boston that boasts 7 women in a 13-member partnership.  Lahive represents clients such as Biogen Idec, Navartis, and Wyeth and bills over $30 million annually.  It has created a flexible compensation system that rewards lawyers for billing as well as business generation, client maintenance and associate mentoring, and the firm offers a work/life balance-friendly work structure:

“We didn’t want to encourage attorneys building their own practice in isolation,” said Giulio A. DeConti Jr., chairman of the executive committee. “We wanted to encourage being like a firm.”

Lahive fully embraces the notion of full-time flexibility, or allowing attorneys to vary their hours and office time while juggling a full workload.

Today, seven of Lahive & Cockfield’s 13 partners are women and a full pipeline of women are waiting to move up the ranks, including 67 percent of its patent agents and 58 percent of its technical specialists. Patent agents, who can represent patent applicants at the U.S. Patent and Trademark Office, and technical specialists typically have advanced science or technical degrees and are usually attending law school part time. The firm has 18 patent agents and technical specialists.

Work/life fit:  As regular readers of this blog know, I continue to struggle with the term “work/life balance” and seek something more descriptive of the real situation — because “balance” just isn’t it.  I was delighted to discover “work+life fit inc.”, whose tagline is “It’s Fit, Not Balance.”  The company has recently sponsored a survey of 900 adults who work full time, with the following finding:

When asked what is the single most important change they would make to their jobs, respondents (51%) chose options that entailed working differently over making more money. When considering a different work style, 35 percent of those surveyed rated flexibility as most important and 16 percent rated responsibilities that better use their talents.

Of the 35 percent who chose flexibility, only 5 percent said reducing their schedule by more than 10 hours was most important. This was equal for men and women and counters previous research suggesting more people are interested in “part-time” employment. Working the same number of hours but with a more flexible schedule was most important to 13 percent, while 10 percent would opt to cut their schedule by 1 to 10 hours and 7 percent would prefer to work from a location outside the office.

“The perpetuating myths that people want to work significantly fewer hours and that work life flexibility means working less are simply not true,” said [Cali Williams] Yost [president of Work+Life Fit, Inc.].  “Most employees don’t want to work less, they just want to work differently in a way that better utilizes their talents or is a better fit with the rest of their lives’ demands and desires.”