You made it! You landed a summer associate role at your firm of choice. While you deserve a “well done” moment, you can't take your foot off the gas pedal just yet. This is but one of the many accomplishments ahead of you. A summer job with a firm you hope will become your permanent employer offers opportunities, but also presents risks that need to be managed. Summer associates can lay a foundation that will smooth their transition to full-time associates. However, there is also the potential to cause firms to question their choices.

Law firms welcome curious minds and motivated learners. They use summer programs to introduce students to work, culture and clients in hopes of finding the next class of stellar lawyers. Most law firms approach summer programs believing students have an offer of employment that is theirs to lose. The National Association for Law Placement reports that offer rates for summer associates in 2018 hit a high of 97%. So while it doesn't happen often, it's worth considering how to get the best outcome.

So given that set of facts, what might cause students to lose an offer? We've seen a wide range of scenarios play out for summer associates—mostly good. But every once in awhile, something goes wrong. The most common issue we see is offers lost because students are perceived as showing poor judgment in reactions to work, behaviors at events and work habits.

Reactions to Assignment Mix

Negative summer associate reactions to available work can lead to poor outcomes. If students are unrealistically picky about work they are interested in doing, it may signal a poor attitude and make it difficult for them to have a full plate of work. Sometimes firms need students to work on a matter that isn't exciting or high profile or want them to try a mix of work. While it's understandable that students arrive looking for experience in their preferred practice area, a full diet of that type of work may not be available. When students can't get exactly what they want, they should know that they can still learn from work in other practices and should try to show enthusiasm for whatever work they receive. Firms work hard to assign summers the most engaging work in their areas of interest, but since client needs drive workflow it's not a certain science.

Professionalism

Summer associate behaviors during activities also can create an area for concern. If summers are perpetually late or fail to show up for events, hiring partners take notice. A lot of planning goes into summer training and social events, so it's disappointing when summers fail to show respect for others' time and efforts. Associates and partners commit time to events, even though they are much busier than the summers. Partners and firm leaders also express frustration when they take time to meet with summer associates and see students looking at their phones instead of listening to speakers.

Misbehavior at events can also cause problems. Overindulging in alcohol can drive poor judgment. Years ago, summer programs were one long party, but those days are gone. There are plenty of socials and alcohol is served at many of them. But providing training and work experiences are primary goals of today's summer experience. Students can avoid issues by remembering that events are simply an extension of the work day. Professionalism is expected at all times.

Work Habits

Poor judgment may manifest in work habits, when a student is unwilling to work extra hours or miss a social event due to work demands, for example. It's true that sometimes students get mixed signals about priorities. Summers are told it's really important to attend events and socialize as much as possible, yet in real life in a law firm, work always comes first, because clients' needs are the driving priority. Every law firm lawyer has had to interrupt or change personal plans due to the demands of work—it's just a reality. Partners also expect error-free work and careful attention to detail—all habits students should be learning in law school.

These scenarios represent experiences and challenges you can expect in everyday life as a law firm associate. Signaling that you can't adapt to circumstances at hand or use good judgment suggests that you may struggle as an associate.

Winning an Offer

Students who win praise (and offers) are those who come into the program with an open mind and desire to learn. They prove they are willing and able to deal with the realities of law firm life, and indeed relish those realities. Successful summers exhibit a positive attitude, form relationships quickly and respond to changeable circumstances and demands with agility. They are self-aware about strengths and weaknesses and ask for help when they need it. They arrive with realistic expectations because they did their homework and know what to expect. They show enthusiasm for work they are given and the whole summer experience. Top summers understand that this is a job tryout—you might even call it a 10-week interview.

Preparing for the Summer

You can do a number of things to prepare to be successful in your summer program experience.

1. Talk with students who have summered and alums who work at the firm to learn more about expectations of students in the program. This also helps cement relationships that can help ease your orientation to the firm when you arrive.
2. Spend time on the firm's website learning about the size of practices and how they are organized. This information can help you imagine how much work might be available in the practices in which you have an interest.
3. If you have a very specific practice interest, talk with the firm's hiring partners and the recruiting team to alert them to the interest. Most firms will bend over backward to get you the work you want.
4. Calendar all events, be present while there and focus on getting to know your colleagues—not on drinking.

Most law firm summer experiences end with an offer, but give thought to how you will make it a success. Enjoy your summer and make the most of it. Good summer programs should provide a learning experience that helps you decide if this is the job you want and if the firm is right for you.

Susan Manch is Winston & Strawn's chief talent officer and has served in talent and practice management functions for several large law firms in the U.S. and abroad. Marcia Shannon leads the Office of Career Strategy for the largest law school in the country, Georgetown Law. She has more than 30 years of experience in lawyer career and professional development.