The concepts addressed in this chapter of Richard Susskind's latest book are quite relevant in the landscape of today's law firms. While I certainly agree that the advice Susskind offers to new lawyers is important to their future success, I do not agree that these are proper questions to be asked by a first-year in an interview. As someone who works closely with law firm leaders (most often with partners), I am inclined to believe that those ranks would, indeed, perceive a first-year candidate to be “objectionable or subversive.”

On the topic of a firm's long-term strategy, I agree with Susskind's suggested question in theory, but disagree in practice. A first-year should never expect to be given access to or made aware of any portion of a firm's strategic plan. These are questions I advise partners to pursue when considering a new firm. A first-year's more immediate concern should be about the firm's mentoring practices, professional development, retention strategies, and brand strength in specific practice areas. Questions about the firm's long-term strategic plan might appear a bit premature from a stranger who hasn't earned the right to those answers.

I agree that it is important to inquire about the role technology plays within the firm. However, I would caution a new lawyer to not allow this to be a disqualifier, as it is not likely to have much impact on the firm's overall standing and brand in the legal community. Often, partners who provide new lawyers with the best mentoring do not always have the technological background themselves.

I would suggest staying away from the question about designing a new firm from scratch. The prospective employer needs to feel that the candidate is impressed with them and excited about where the firm is currently and the opportunities it presents; that the candidate is going to be an immediate asset culturally and intellectually. Talking about how the firm would “fix” itself may send an opposing message.

Instead, a new lawyer should focus on a few key topics, such as the firm's mentoring program, professional development opportunities, associate retention practices, brand strength in specific areas of practice and diversity initiatives. The interview is the candidate's opportunity to showcase their interpersonal and social skills (something many partners lament about being missing from new lawyers) and demonstrate what makes them more valuable to the firm than their competition.

» Susskind's Job Interview Advice for Law Students Misses Mark, Career Pros Say