My question is, how did this happen? There was obviously a disconnect in the hiring process. I know I have overlooked red-flags in the interview process only to kick myself on day three of a new job. Was the first red-flag reporting to the executive director and not the presiding partner?"This is just a support job to help us out in our work," says [Evan] Chesler, who explained that a group of nine Cravath partners, which he chairs, will continue to formulate firm strategy.
... "[Johnston will be] gathering information, doing the staff work, the kind of stuff that any committee would have a person doing the staff work for," says Chesler. "We have a very busy administrative staff [and] people were simply overburdened by trying to do that in their spare time."
What's your Red-Flag moment? Here's mine:
I interviewed at an AmLaw ranked firm with the managing partner and marketing partner. After 30 minutes or so, I noticed the signs of one of the partner's checking his watch, I stopped myself and did a time check to see if we should go on, or continue at a later time. Within seconds they were up and out of the room, barely a goodbye and definitely no handshake.
I ignored the red-flags because I really wanted to work with the CMO. Bad decision for the short-term, but made some great connections that continue to serve me today.
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Twice I've been hired for my knowledge of deploying a CRM for biz dev in a law firm. During the interview phases a great deal of time was devoted to the topic, in one case it dominated the whole initial phone interview. I really think it was the differentiator in why I got the positions. It certainly made me believe that leadership in the firm understood the value of a healthy CRM and that they were willing to invest in getting one up and running. That was the type of organization I wanted to work for. Boy was I wrong! In both cases the firms wimped out on the projects. The couldn't even articulate why, like we don't want to share. The excuse was something else needs the dollars and personnel. What could be more important than building a sales and marketing database! Obviously I'm no longer working with those firms. Long live progress!
I didn't really have any red flag moments in an interview (of course, the interviewers may have had red flag moments about me).
Here's a red flag moment of a different kind. A colleague passed along a story today about two law firms that recently merged. They now have approximately 300 attorneys. They are being managed by a 10-person executive committee. 10! Ten! Wow. I worked at one of the largest law firms in the world and its exec. comm. numbered 8. When I see an executive committee of 10 for a firm of 300 that recently merged, it suggests that perhaps each firm wanted to keep an eye on the other -- so they each lobbied for 5 members to be on the exec. comm. I hope I'm wrong and that the merger partners fully trust each other.
Tank - I'm going to step out here - this is just my opinion from my experience which is a small slice - lawyers merge because they see money, not because they see collegiality or improvements in product or service. Some of the older generation lawyers still believe a partnership means something; e.g. they have a contribution to make to the guidance of the practice. I believe you'll see the next generation of lawyers (if they don't get corrupted by their mentors) having business people run the business and shareholders acting like shareholders with an executive board that meets quarterly to check financials, get reports and look at the big picture. The lawyers will focus on substantive work and service. There are few new models like this surfacing. For the old guard it is impossible for them to think of themselves as product or to keep from dabbling in management. The result - huge committee driven decision making (or not) and looking out for number 1. And that's my story.
Boy, I love your vision, Jayne, but don't hold your breath waiting for that corporation to appear. As long as shareholders primarily make their money from origination and not as "dividends" from firm success, the result will be more of the same, no matter how much the upcoming generation wants to be business-like. Radio station WIFM. Money talks...well, you know the rest.
The red flag I missed many years ago was this interview question from a managing partner, "Do you think that there are ways to motivate attorneys to go out and promote the firm other than putting their name on the letterhead?" Whoops.
My red flag moment was when I was working at a TV station in Ohio. After I met the news director, I walked around the newsroom to meet my potential co-workers. One of them told me that I should not accept the job. And, he gave me the reasons why. I didn't listen and took the job. Big mistake! I was very unhappy for the reasons that my then co-worked had explained.
I say, trust your gut. And, always interview the firm. I think it is important that they not only interview you, but that you interview them. And, talk to several current employees. They'll give you the real scoop.
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