Things You Learn the Hard Way, Pt. 1

First, Be Your Own Advocate
By Ralph Wrobley, Esq.

You need to care about your career more than anyone else. If a partner or supervisor takes an interest so much the better, but it is up to you.

If you are not getting the training, support and experience that you want, speak up appropriately … and do not hesitate! Most associates in my experience are so cowed they fail to protect their interests. For example, if you’re assigned a legal assistant who is not fully capable, or who gives priority to work for a partner, your timeliness or work will suffer. This happens all too often, and you must speak up. Your career shines only when you show your talents. So, make sure …

* You get assignments that develop your career.
* You avoid practice areas that don’t interest you and don’t fit your career plans.
* You get out of commodity work as quickly as possible but avoid being obvious.

And there’s more:

Find an advocate – Finding an advocate is very important in a large or even midsize law firm. Better yet, find more than one advocate who is senior in the firm, and who will speak up on your behalf. Law firms tend to be fairly horizontal in their decision-making for raises, promotions, committees and, ultimately, partnership decisions. A senior partner who takes an interest in your career can make an important difference. The common advice is to find a mentor to help you find your way as a new lawyer. Obviously a pure mentoring relationship is important, but even more important are senior partners – let’s call them super-mentors – who will speak up for you.

Do not be afraid to offend – Stand up for your position, albeit diplomatically. When discussing your conclusions with a partner, most partners will respect you for a well-considered and reasoned position even though they may not ultimately agree. One of the partners most supportive of my career took great pleasure in our debates on how to approach an issue. And, of course, I usually let him win, especially when he subconsciously adopted my argument.

Make decisions – Clients pay for answers. And while an answer may not be clear in a particular situation, you should always express your best opinion. There are always ways to give an answer and demonstrate the degree of probability that it will hold up along with the risks if it does not. But saying, “Well, on-the-one hand-this, and-on-the-other-hand-that“ is not what you are paid to do.

Don’t be reactive – Clients sense an issue but often ask the “wrong” question. Likewise, partners are busy and often do not think through the assignment. Don’t just be reactive. Before you begin, get as many facts as possible, and don’t hesitate to return with questions after you have a chance think about it. Done with finesse, this can enhance your reputation with even the most irascible partner. Partner and clients both want creative thinking. So don’t just be reactive.

Take ownership of your assignment – This is a subset of not being reactive. Go beyond the obvious. That is what the successful practice of law is all about.

Personal standards – Without going into details, just remember there is a moral order and you violate it at your own risk. There are so many pressures on lawyers to compromise. Never (never!) take the bait.

Be available – Getting partners out of a jam is remembered and appreciated.

– Ralph Wrobley, Esq., who recently retired after 45 years in law, was an equity partner in three AmLaw 200 firms. Mr. Wrobley is now of counsel with Husch Blackwell Sanders LLP.