A recent Insight post by Rachel Gezerseh entitled “INSIGHT: Big Law Needs to Better Connect With Associate Talent - Cocktail Hours Aren’t Enough” got us thinking about some ways that law firms can improve both their hiring and retention efforts. We recently were interviewed by Columbus Business First regarding what law firms are doing to attract and retain millennials in the article , “Law Firms Focus on Flexibility, Happiness in the Race for Talent”. The author of the article, Laura Newpoff, interviewed us after viewing our 2018 Lawyer Happiness Survey Results, which among other things found that Generation X and Income Partners at law firms were the least content.
Following in the footsteps of other industries, U.S. law firms are finally embracing an agile workforce according to a recent article from the American Lawyer entitled “Amid Concerns Over Lawyer Workloads, U.S. Firms Embrace Agility”. Law firms like Orrick, Hogan Lovells, and Linklaters all have established firm policies aimed at enabling an agile legal workforce.
Law firm lawyers should spend at least 20% of their time on business development. When working with law firm lawyers on business development coaching and leadership development it has become abundantly clear that while every firm wants their lawyers to be developing new business, there is no target or stake in the ground to guide lawyers on business development expectations.
A thriving organization where your team is brilliant, high-performing, responsive, and client-focused isn’t one where competition is so fierce that people are pitted against each other in some sort of race to survival. A brilliant, high-performing, responsive, and client-focused organization is one where people genuinely want to help each other and their clients.
The Essential Associate, helps young lawyers not just survive, but thrive in today’s competitive law firm environment. It is a step-by-step guide for mastering both the practice and business of law, and includes the insights of dozens of successful lawyer, general counsel at Fortune 500 companies, and leading consultants to the legal industry.
Here’s what’s trending in the legal industry: (1) law firms are the targets of China hacking, (2) Barclays launches a legal tech incubator, (3) Should law firms shorten the path to partnership, (4) some law firms are ditching annual reviews, and much more.
An successful in-house lawyer does more than just legal work. They stretch themselves outside their comfort zones. Nimble recently hosted a forum on "Building the Modern General Counsel" with panelists Jason Sussman, General Counsel for The Lubrizol Company, Ed Blakemore, Assistant General Counsel for Rockwell Automation and Sunny Nixon, Chief Administrative Officer and Senior Counsel at The Unify Project. They were facilitated by Nimble's own Jeff Barlow.
For lawyers, taking their career path in-house is a big decision. Hear how to ace the interview from Jason Sussman, General Counsel for The Lubrizol Company, Ed Blakemore, Assistant General for Rockwell Automation and Sunny Nixon, Chief Administrative Officer and Senior Counsel at The Unify Project.
In the last 15 years for in-house counsel, "the days have gotten longer, the sophistication of the work has increased," according to Jason Sussman, General Counsel at Lubrizol. Sussman, along with Sunny Nixon, Senior Corporate Counsel, Unity Project, and Edward Blakemore, Assistant General Counsel, Rockwell Automation, were our 3 amazing panelists at the March 1, 2018 Nimble Forum: Building the Modern General Counsel. The conversation at the Forum was so insightful and covered many areas including, what being an in-house lawyer is really like. Sussman added, "[We are] looking for partner quality work/work-ethic [in an in-house environment]. I f applicant wants to reset their work-life balance, they need to re-calibrate [their expectations of an in-house position]."
Here are some other key insights from our panelists: