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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 three challenges faced by newly hired graduates: curiosity about partner compensation, weak organizational skills and developing relationships as an introvert.

Question No. 1: I just started as an associate in a large law firm, my first job after graduating. I am nervous about stepping on hidden landmines related to the compensation of others in the firm. Should I pay attention to who is an equity versus nonequity partner, who is getting origination credit for a matter, and similar issues? Help!

Albert S. Dandridge III: While it is always good to have information, your first priority after graduation and joining a new firm is to learn how to become a good lawyer. You do not want to be perceived as being too far over your skis.

Laurel Gift: I cannot see how origination issues or the equity/nonequity status of partners you work with should be things to concern yourself about at this point. It is important to understand the history of each client's relationship to the firm, which partner manages that relationship, and any billing restrictions or related client specifications.

David Robert Struwe: Work hard and develop a reputation for being good at your job. With respect to paying attention to who is who in the hierarchy of the firm, just treat everyone the same, whether it be the janitor or the chairman.

Claudia Rayer: As a first year, your job is to learn the craft of how to be an effective attorney. These lessons come from working with equity, nonequity, counsel and senior associates. Leave the politics of compensation and titles to others.

Jonathan B. Skowron: Let the partners worry about their own pecking order. From your perspective, a partner is a partner. Just make sure you know which partner is the one ultimately in charge of each of your cases so you know who to listen to if they disagree!

Osazenoriuwa Ebose: First, know that you are not wrong in asking this question. Understanding the business side of your career is important, but perhaps save the more sensitive questions like this for people you highly trust both inside and outside the firm.

Question No. 2: I am a new graduate and started in the legal department at a great company. All is well, except I feel like my lack of organizational skills may be catching up to me. What is the most important tip that can help me take a more organized approach to get things done and avoid mistakes?

Skowron: Redundancy. I use my Outlook calendar, a desk calendar and a wall calendar to keep track of deadlines. I also try to get another person (like a paralegal) to keep track of key deadlines as well. It sounds (and is) a little crazy, but it's better than missing a deadline.

Ebose: Triage! That is the single most important piece of advice someone gave me. When three patients are rushed into the emergency room, the doctor chooses who to deal with first. Assess the difficulty of the task, the deadline and the time needed to perform the task. I use that line of thinking to organize my priorities, including dealing with outside stressors.

Dandridge: If you have a legal assistant, listen to him or her and follow their lead.

Struwe: I agree about relying on your administrative assistant. I would literally and figuratively be lost without my administrative assistant.

Gift: I heavily rely on my calendaring system, which is a combination of Outlook across all of my devices and the Bullet Journal system. The Bullet Journal system was a game changer for me. It is an extremely practical journaling technique that corrals daily tasks and migrates them to the next day if they remain unresolved.

Rayer: How you stay organized is very personal. The most organized attorney I know had a little red pocket calendar to keep himself on task and on deadline. It helps to take time at the beginning of a big project or case to set milestones, breaking the larger task into weekly or daily tasks.

Question No. 3: I love my first law firm job after graduation, but I'm an introvert and feel intimidated by the social aspects of the office. My past work experience is pretty limited. How much time should I spend networking with the other attorneys, going to lunch and hanging out by the water cooler?

Julie Meyers: Good question. It is important to overcome your fears about networking with work colleagues. Start by going to lunch with either a junior or senior associate who can show you the ropes, and build from there.

Gift: Think about how you met and maintain your personal friendships. The truly lasting professional relationships should develop naturally without feeling forced or like an obligation. I think you need to be authentic. If one-on-one coffee or lunch with a colleague is more comfortable for you, then you should pursue those opportunities.

Rayer: I can give you four tips, one introvert to another. Working together is a natural way to get to know others that leads to lunches and other social events. Greet people when you see them in the hallway. If you are in someone's company you don't know, introduce yourself. When at large functions, work the room saying hello to the people you know.

Struwe: I'm not an introvert; however, I would never advise someone to try to be something they are not. Just try to be nice to everyone—you might be surprised about what relationships you can generate that way.

Skowron: Attend office social events occasionally if you can, but more importantly, make yourself visible. Keep your door open. Drop off assignments in person. If you need advice on a case, drop into someone's office to talk to them instead of calling. Little moments like that can go a long way to developing lasting professional relationships.

Ebose: Start with small touches. Drop by the office of a person you want to meet and express an interest in their work. When you feel ready, ask them to lunch. Be purposeful and I think you'll be pleased how easy it is to feel connected with others in your firm.

Dandridge: Be a good lawyer and be a good person. They go hand in hand.

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); Osazenoriuwa Ebose (Philadelphia associate, 2018 law school graduate); Laurel Gift (Pittsburgh partner, 2000 law school graduate); Jonathan W. Hugg (Philadelphia partner, 1994 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).