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Elite schools, unhappy lawyers?

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The American Lawyer recently reported the results of a study titled After the JD, conducted on behalf of the American Bar Foundation.  The study, which tracked 5000 lawyers who began practicing in 2000, found that “new lawyers working for firms of more than 250 lawyers are less satisfied with their jobs than their counterparts in smaller firms,” and that  “[g]raduates of the most selective schools are the least satisfied with their jobs at large firms, while graduates of less selective schools are relatively more satisfied.”  The authors explain the disparate levels of satisfaction on the basis that graduates of elite schools are “groomed to expect success” whereas lower-tier graduates are more likely to view a job at a large firm as “a coveted reward for hard work . . . not to be squandered.”

Of course, large firms tend to recruit primarily from top law schools, and the authors address the implications of their findings on future hiring opportunities, suggesting that large firms hire more graduates of non-elite schools, improve working conditions, and cut associate pay.  The authors’ conclusion:

[I]f large firms respond to the economic crisis by substantially reducing starting salaries, they will be able to more quickly right themselves financially, hire graduates willing to work for less pay, and perhaps even take a little pressure off partners who face the constant pressure of finding work for associates. If firms lower pay but keep the same misery and engineered attrition for associates, they will get a short-term profit boost. But if lower pay also means a better lifestyle, more instruction and responsibility, and better evaluation, firms can lay the groundwork for success well beyond the end of the current recession.

The full article is worth reading.  Personally, I’m skeptical about seeing sweeping changes along the lines proposed… But I’ll be curious to see whether some aspects (such as further cuts in associate pay in exchange for an “improved” lifestyle for associates) may be implemented.  While the authors have a point that “[t]he general restructuring that takes place in a changing economic landscape creates room for organizational innovation,” large firms’ response to the recent economic challenges (and the fracture lines that culminated in the business crash) suggests that organizational innovation is not necessarily the strong point for the bulk of firms in this category.

Tuesday shorts 7/29/08 (happiness in the law, client relationships, Blackberry malaise)

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I’m attending a conference this week, so I thought I’d load up a few links to good articles and blog posts some of you may not have seen.

Seven Simple Suggestions for Success and Happiness in the Law  The JD Bliss Blog recently posted a summary of a commencement speech by Stephen Ellis, a lawyer who has happily practiced for 36 years.  The suggestions are deceptively simple:

  • Be there for your clients when they need you.
  • Don’t be obnoxious.  Do a good job on the law, facts, and strategy, but don’t make it personal.
  • Be enthusiastic about your clients’ matters; ask how something can be done rather than rattling off reasons why it can’t.
  • Believe in your brain–some things people tell you really might not make sense.
  • Stay focused and stay with it–renew daily your commitment to good work and reliability daily.
  • Get “outside” yourself and participate in community events.  In addition to being a great way to meet more people and broaden your appreciation for your community, you have a lot to offer, and you’ll have fun.
  • Be nice.  In Ellis’ own words, “Cliche it may be, but being pleasant and friendly makes the day’s good spots better and the rough spots smoother. And that makes everyone’s life better–for sure yours.”

Well said!

Building strong client relationships  Frank D’Amore, founder of Attorney Career Catalysts (a legal recruiting, consulting, and training firm), published a helpful article in The Legal Intelligencer recently, discussing how a first-year partner who has landed a major client can build a solid, long-term relationship with the client.  (I particularly appreciated D’Amore’s reminder not to focus so heavily on any single client that business development efforts slow down or stop.)  To build a strong client relationship, D’Amore recommends:

  • Understand your client’s business and industry.
  • Keep your client fully in the loop about what’s happening in the matter.
  • Make your client look good at all times.
  • Maintain regular contact with your client, even when there’s a lull in the representation.
  • Consider how you might help key client contacts in ways that extend beyond legal services.

Stop blaming your Blackberry for your lack of self-discipline  Penelope Trunk, the Brazen Careerist, has a funny-because-it’s-true post about those whose lives are run by their Blackberries.  Yes, I understand needing to receive and respond to emails immediately sometimes, but anyone who’s ever complained about Blackberry bondage should read this post.  Just a clip (from the end of the post):

Blackberries are tools for the well-prioritized. If you feel like you’re being ruled by your Blackberry, you probably are. And the only way to free yourself from those shackles is to start prioritizing so that you know at any given moment what is the most important thing to do. Sometimes it will be the Blackberry, and sometimes it won’t. And the first step to doing this shift properly is recognizing that you can be on and off the Blackberry all day as a sign of empowerment.