Young Lawyers Q&A

A diverse panel of lawyers and other professionals from Schnader Harrison Segal & Lewis answers a few select questions in this recurring column, advising young lawyers about their career, professional development, office politics, business development, pro bono work, relationships with mentors and colleagues and more.

Here is this month's Q&A on disagreeing with a partner, getting away from your desk to network and going in on gifts for support staff:

Question #1: A partner gave me a research assignment, saying he knows the law holds one way. I couldn't find a single case to support his theory. How do I handle this diplomatically without appearing insecure?

LAUREL GIFT: Trust in your ability to research. Ensure you understand the legal issue, ask follow-up questions, and document your research efforts. Reduce your findings to writing, which helps partners understand your approach and your conclusions about the suggested theory.

CLAUDIA RAYER: I agree, as the same ideas also apply in my area of human resources. Document your findings and process. Consider checking your research with a colleague or mentor. Then show your work to the partner so he can follow your logic. Be ready to learn from whatever feedback you receive.

JULIE MEYERS: When you speak with the partner about the exhaustive research you have done, ask whether he has any further information that can guide you.

DAVID ROBERT STRUWE: I think time is too precious to look for a needle in a haystack, when the needle does not exist. If, however, the partner ultimately does find a case that supports his position, own up to your shortcoming.

JONATHAN B. SKOWRON: If you found contrary case law, definitely bring it to his attention. There are few things more satisfying than getting to confidently tell a partner that he's wrong. Enjoy it.

JONATHAN W. HUGG: If the partner allegedly “knows” the law, then he should not have given you the assignment. Some lawyers bluff their way through by sounding like they know the law.  You will be at a distinct advantage by actually knowing it—as will the partner.

Question #2: I just received a weak annual review, mostly faulting me for not doing enough to meet potential clients and generate opportunities to pitch business. How should I respond? I've been told before that I stay chained to my computer, but I put in long hours and my work seems to be in demand from the partners. Are all associates really expected to do business development? How?

ALBERT S. DANDRIDGE: The business of law is about building relationships. You cannot do that by being glued to your computer. You need to find something or some organization that you feel comfortable in doing or belonging to, and get involved. In order to generate business you have to be more than just a good technician. People have to like you.

NICOLE LEACH: Business development certainly is important. Find an associate or partner that is very good at it, tell them you need help, and ask if they'll take you on a pitch meeting or to networking events. Even if it's a small step, it is still proof that you're trying.

HUGG: It is an uncomfortable fact of life that a lawyer must market if she is to survive in private practice. “Marketing” can be stressful and time consuming. It means building a personal, professional brand that distinguishes you from your peers. Doing great work is just the start.

MEYERS: The sooner you get acclimated to business development, the stronger and more stable the future will be for yourself, your family and your firm.

STRUWE: I recommend exploiting your niche. For example, I have tried to maintain my contacts from my time in the military. This may lead to business opportunities with my former fellow soldiers as they themselves transition into the business world.

SKOWRON: Ensure that your nonwork activities fulfill multiple purposes. Do you run? Join a running club, and network there. Religious? Get on the leadership board of your place of worship. Have a kid? Get to know their friends' parents.

RAYER: To answer your question on how to respond to the bad annual review, talk with your reviewer(s) to get clarity about expectations. Then talk with your mentor about firm resources and outside resources available to develop your business development acumen. Having said that, if you have no interest in business development, maybe the law firm setting is not for you and you should consider going in-house.

Question #3: The attorneys jointly buy a gift for support staff on holidays and birthdays. Everyone is expected to chip in an equal amount. This adds up over time. I don't want to be viewed as cheap or mean-spirited, but can I protest that some of us earn a lot less than others?

STRUWE: Support staff members deserve your generosity. Without their assistance, I would fail at my job. With that said, I agree that giving should be reflective of income.

RAYER: I have never been a fan of group gift giving, especially at work. It never fails that someone is left out as a recipient or feels pressure to contribute more than they can afford.

DANDRIDGE: In my experience, when a gift is bought for support staff, the request is to chip in what you can. No one should feel obligated to contribute a certain amount.

HUGG: You should diplomatically speak up and give only what you deem to be your fair share. Salary inequality is a reality. We hate discussing it; it makes us uncomfortable. The reaction of your peers will say a lot about whether you want to stay with them over the long term.

LEACH: The best way to deal with this is to buy your own gift for the support staff. Try to get your gift ahead of time so when it's time to gather the money you can honestly say you've already purchased a gift.

SKOWRON: This is a great issue to bring up to your firm's associates' committee or your partner/associate mentor, if you have them. If you don't, remember: the staff earn even less than you, so I'd say grin and bear it until you get a raise.

Email your questions for next month's column to [email protected]. If selected, questions will be published anonymously; your name and firm/business name will not be published.

Schnader's Q&A panelists include: Albert S. Dandridge, III (Philadelphia partner, 1978 law school graduate); Laurel Gift (Pittsburgh partner, 2000 law school graduate); Jonathan W. Hugg (Philadelphia partner, 1994 law school graduate); Nicole Leach (Philadelphia associate, 2015 law school graduate); Julie Meyers (Chief Marketing Officer, 1986 law school graduate); Claudia Rayer (Director of Human Resources); Jonathan B. Skowron (Pittsburgh associate, 2009 law school graduate); David Robert Struwe (Philadelphia associate, 2011 law school graduate).