“This book tells you all you need to know about how to get on.” The Times
“Relatively few books have been written with assistant solicitors in mind, about how to succeed at the business of being a lawyer… fewer still have devised a programme for so doing that runs alongside a book. This book does both.”Law Society (The Law Management Section)
5 star rating HR Magazine
One of the biggest mistakes I find in law firms and young lawyers is that they mistake current high performance for future potential. Superstar technical performers will have to step up into more complex roles if they want to achieve partnership: they’ll have to become business developers and inspiring leaders. Aspiring candidates should be tested for their abilities and ambitions in these directions—and long before they might be expected to demonstrate them.
Posted on 15/11/2010
In today’s “The Careerist” blog post, it’s author Vivia Chen lays bare the facts—as substantiated from a recent survey conducted by the National Association of Women Lawyers (NAWL).
Facts that we all know are true, but which Big Law firms try to dissimulate.
For more details, see the full post.
Posted on 09/11/2010
A lawyer friend of mine recently lost her job (very unexpectedly and—in my view—quite unfairly): a job that she had really invested herself in and thoroughly enjoyed. So I was extremely surprised (though equally impressed) when, rather than view her situation as horribly unfair, she chose to view it positively as an opportunity to recharge her batteries. Her attitude reminded me of a story I once heard that demonstrates that any situation can be viewed as positive or negative, depending upon how we choose to see it…. And a negative situation can very quickly turn into a positive one.
Posted on 03/11/2010
In his book Life Strategies, Dr. Phil McGraw suggests that we teach people how to treat us. In every interaction, we play a role in how the other person behaves because we choose to either accept or reject their behavior. If we accept bad behavior and don’t communicate how we feel about it, then we can’t expect positive results—and it’s partly our own fault.
I was recently coaching a lawyer who was stressed out because she felt completely unsupported by her boss. Projects were dumped on her desk and she was given responsibilities far more demanding than she thought she could handle. She felt that she was sinking fast under a weight of impossible expectation; and her boss was never around or available to help. As we talked through her issues I learned that this was not the first time that she had endured this problem, and that in fact, she had felt unsupported by most of her bosses. In fact, to me this was beginning to look more like a lack of communication from my lawyer friend than a fault on the part of her boss. (Which is not to say that her boss shouldn’t have been more supportive, but that my friend clearly needed to be more assertive about her needs.)
Posted on 29/10/2010
I’ve been doing a lot of presentations lately and it’s not unusual for someone to come up to me afterwards and tell me that they just couldn’t possibly give such a presentation, not through lack of ideas but because of public speaking nerves. I’ll tell you what I always tell them. There are a few people born to do great presentations, but I’m not one of them, and you may not be either. For most of us it just takes planning and practice—and lots of rehearsing. Rehearse your presentation over and over, leaving nothing to chance. You need to know your message so well that you never have to hesitate or worry about what’s coming next. In fact, you should spend even more time practicing your talk than preparing it!
Posted on 20/10/2010