Career Options for In-House Counsel

By in-house counsel, for in-house counsel.®

Association of Corporate Counsel 1025 Connecticut Avenue, NW, Suite 200

Washington, DC 20036 USA tel +1 202.293.4103, fax +1 202.293.4701

www.acc.com

By in-house counsel, for in-house counsel.®

Association of Corporate Counsel1025 Connecticut Avenue, NW, Suite 200

Washington, DC 20036 USAtel +1 202.293.4103, fax +1 202.293.4701

www.acc.com

InfoPAKSM

Career Options for In-House Counsel

Sponsored by:

Copyright © 2013 Robert Half Legal and Association of Corporate Counsel

Career Options for In-House Counsel

Updated September 2013

Provided by the Association of Corporate Counsel 1025 Connecticut Avenue, NW, Suite 200 Washington, DC 20036 USA tel +1 202.293.4103 fax +1 202.293.4107 www.acc.com

Finding a new, rewarding position in the legal field is never a quick and easy task. This InfoPAKSM will present key techniques for pursuing new positions, as well as strategies for successfully managing your career.

The information in this InfoPAKSM should not be construed as legal advice or legal opinion on specific facts, and should not be considered representative of the views of Robert Half Legal or of ACC or any of its lawyers, unless so stated. Further, this InfoPAK is not intended as a definitive statement on the subject and should not be construed as legal advice. Rather, this InfoPAK is intended to serve as a tool for readers, providing practical information to the in-house practitioner. This material was compiled by Robert Half Legal. For more information on Robert Half Legal, visit their web site at www.roberthalf.com/legal/ or see the “About the Author” section of this document.

For more ACC InfoPAKs, please visit http://www.acc.com/infopaks

Contents

I. Introduction ....................................................................................................................................... 5

A. The Evolving Legal Marketplace – and Emerging Career Opportunities .................................................. 5

B. Taking Charge of Your Career ........................................................................................................................... 5

II. How to Strategically Manage a Career Transition ........................................................................ 6

A. Navigating Your Career Crossroads ................................................................................................................. 6

B. Map a Plan for Success .......................................................................................................................................... 7

1. Define Your “Ideal” Position ............................................................................................................ 7

2. A Final Word About Career Plans ............................................................................................... 10

C. Decide Your Course .......................................................................................................................................... 10

1. Lateral Moves .................................................................................................................................... 10

2. Same Company, New Role ............................................................................................................ 11

3. Project-Based Work ........................................................................................................................ 12

4. Alternative Legal Careers ............................................................................................................... 13

5. What’s the Best Fit for You? ........................................................................................................ 14

D. Establish Meaningful Goals ................................................................................................................................ 14

E. Factor Reality into Your Career Transition Plans ....................................................................................... 15

F. Audit Current Skills: Do They Need Reinforcement? ............................................................................... 15

1. Identify Transferable Skills .............................................................................................................. 16

2. Law Degree as a Vehicle ................................................................................................................. 16

3. Assess Essential Soft Skills .............................................................................................................. 16

4. Tech Savvy with Current Legal Software? .................................................................................. 16

5. Bolster Gaps in Capabilities ........................................................................................................... 17

G. Understand the Value of Mentors in a Career Transition ........................................................................ 18

1. Find a Mentor .................................................................................................................................... 18

2. Become a Mentor ............................................................................................................................. 20

H. Reassess and Refresh Goals Periodically ....................................................................................................... 21

III. Job Search Strategies ...................................................................................................................... 22

A. The Resume: A Vital Tool .............................................................................................................................. 22


1. Prepare a Winning Resume ............................................................................................................ 22

2. Resume Formats ............................................................................................................................... 23

3. Send Your Resume Electronically ................................................................................................. 24

4. The Cover Letter – Not to be Forgotten .................................................................................. 25

B. Sample Resumes .................................................................................................................................................. 27

C. Networking: An Essential Resource ............................................................................................................... 31

1. Get Started Strategically ................................................................................................................. 31

2. Expand Your Network .................................................................................................................... 31

3. Associations: The “Off-Hours Impact” ........................................................................................ 32

4. Hone Your Elevator Pitch .............................................................................................................. 32

5. Add Recruiters to the Mix ............................................................................................................. 33

6. Take Advantage of Online Social Networking ........................................................................... 33

7. Keep in Touch ................................................................................................................................... 35

D. Now that I’ve Secured an Interview ............................................................................................................... 35

1. How to Prepare for the Interview ............................................................................................... 35

2. Plan Questions to Ask ..................................................................................................................... 37

3. Tips for Success at the Interview .................................................................................................. 37

E. The Art of Successful Salary Negotiation ...................................................................................................... 39

1. Assess Your Personal Market Value ............................................................................................ 39

2. What to Negotiate Beyond Salary ................................................................................................ 41

3. The Final Decision ............................................................................................................................ 41

F. Career Transition Success ................................................................................................................................ 42

IV. About Robert Half Legal ................................................................................................................ 43

V. Additional Resources ...................................................................................................................... 44

A. Job Search and Career Resources .................................................................................................................. 44

1. Additional Job Search Tips ............................................................................................................. 44

2. Job Search Sites on the Internet ................................................................................................... 45

3. Additional Career Management Resources ................................................................................ 47

4. ACC Resources ................................................................................................................................ 49

VI. Endnotes ........................................................................................................................................... 50


I. Introduction

A. The Evolving Legal Marketplace – and Emerging Career Opportunities The legal profession has undergone a transformation during recent years to enhance the delivery of client services within today’s increasingly competitive, technology-driven and global business environment. And as the legal marketplace continues to change, new career opportunities for talented legal professionals are emerging.

Alternative staffing models are being created, as legal organizations acknowledge that specialized expertise and cost-efficiencies can be realized when consultants or project-based attorneys are brought in for specific cases to meet higher-than usual workload demands. Increasingly, law firms and corporate legal departments are looking for talent with in-depth knowledge not only in targeted specialties but also within particular industry sectors. And a new skill set for legal professionals is surfacing with a focus on team collaboration, business acumen, technical proficiency and soft skills.

As a result, new career opportunities have been identified within the legal field. And unlike the relatively predictable path lawyers followed in years past, many 21st-century practitioners are choosing to avail themselves of these options and make changes in their careers for a variety of professional and lifestyle reasons.

Some may be discontent or unfulfilled with their current career direction, while others may be looking for new challenges within emerging practice areas. Still others may want to take advantage of and ”test” a new field or industry sector on a contract basis before making a long-term career commitment.

No matter what the impetus, making such a career change is typically easier said than done, particularly in light of today’s competitive job market. Whether you’ve reached a crisis stage that is leading toward burnout or you’re primarily satisfied but want to take advantage of new opportunities to move into a new role, you’ll need a strategy to help make a successful transition.

B. Taking Charge of Your Career Just as your ability to finish law school and pass the bar exam was driven by your own initiative, fulfilling your career aspirations requires the same kind of focus. You need to research all of your options thoroughly and strategically, from the type and size of law firm or company where you’d prefer working, to how you can best present your credentials. You’ll also need well-written and informative materials to reinforce your “case.” By taking control of your career, you can attain greater advancement potential and higher job satisfaction.

But you’ll need to first be proactive in realistically defining your expectations and identifying the steps required to achieve them. Even the most experienced attorneys can benefit from revisiting and learning new approaches to career management and conducting a job search.


Section II of this InfoPAK covers guidelines for planning a career transition, including some of the options available to in-house counsel. Section III presents key techniques for pursuing new positions and achieving your goals – from preparing an effective resume and networking to interviewing and negotiating compensation. Sections V and VI offer job search tips and additional career management resources.

II. How to Strategically Manage a CareerTransition

A. Navigating Your Career Crossroads Among in-house counsel, the sense of urgency for making a career change can vary significantly. Some attorneys rarely give it a thought while others, relatively happy in their positions, may simply reach a point when they wonder what it would be like to do something else – perhaps nothing drastically different, but if the right opportunity came along, they would seize it.

Some recognize how the legal profession has changed during recent years and want to more effectively prepare themselves for the future by gaining experience in one of the emerging legal specialty practice areas. And for others, the stakes are higher: they understand that they have already arrived at a professional plateau. Following years of hard work, they suddenly find themselves at a crossroads, unclear of the direction their career is taking, but strongly want to make a change.

Take the example of Emily. Ten years ago, she took a position as full-time legal counsel with a start-up software development company. As the firm’s only in-house attorney, she enjoyed the challenge and autonomy the position offered, as well as the camaraderie of working with a small group of people. Two years ago, however, the firm was purchased by a large corporation. The legal department has since expanded to 15 people, and the intimate environment of the company that first attracted her is no longer there. Increasingly, Emily feels dissatisfied with her job. Her projects have become less diverse, since each attorney has been given a specific area of specialization, and she misses the independence and sense of entrepreneurship she enjoyed in her previous role.

In simple terms, Emily has reached a career crossroads. She considers her professional life as unfulfilling; she’s frequently frustrated and bored, with no new challenges on the horizon and no clear picture of the future.

Perhaps you’ve reached a turning point in your career similar to Emily’s. Instead, maybe you’re still largely satisfied with your work, but a shift in your professional goals or personal life has caused you to contemplate a change. This section offers some guidelines and considerations for corporate counsel who, for a variety of reasons, are considering making a career transition.


B. Map a Plan for Success As an attorney, you know how critical strategy is to your success on the job: It enables you to win cases and maximize your company’s business opportunities. The same is true when it comes to managing your career. Having a well-thought-out plan can make all the difference in your ability to create realistic, yet attainable, professional objectives and pursue the changes necessary to achieve them.

A career plan is a valuable tool – whether you’re an experienced in-house counsel or in the early years of your career in law. While it requires an investment of your time, carefully mapping out a career move or series of moves allows you to achieve goals earlier in life and, in the process, avoid reaching a mid-career plateau.

To create a blueprint for any professional transition, there are three basic factors to consider:

What you’re doing now; 1.

What you want to do instead; 2.

And what is required to get you there. 3.

A proactive plan to address these factors involves an honest assessment of what really drives you and how prepared you are to make a change. The rest of this section outlines steps attorneys can take to establish an effective career transition plan, make it work and ensure its continued relevance over the long-term.

1. Define Your “Ideal” Position

The underpinning of any effective career plan is a thorough understanding of your values – those that transcend what you do for a living. Unfortunately, too many people who want to make a change try to set career objectives without first considering what their real behavioral drivers are. Or worse, they accept a new position without even pausing to consider them. An impending transition should be viewed as an opportunity for soul-searching, a time to step back from the often furious pace of being a lawyer to understand what really motivates you.

a. What are Your Real Priorities?

Many methods have been developed to help people align their career choices with their personal values. Most of these approaches are variations on the same theme, but all have the goal of helping you identify your core values.

You may have participated in a number of such assessments during your school years to help you define your values, personality traits, and other indicators that can guide you toward appropriate and fulfilling career choices. These can also be helpful later in life as you consider a career transition.

Testing tools range in sophistication and specificity, but if you haven’t gone through a self-evaluation in years, just ranking your basic preferences and motivators can be a big help in


launching a career plan. The following is a very simple example. To get the most out of it, keep an open mind and don’t try to reconcile your answers with your current work situation. You can also add values of your own if they’re not listed here:

1. Read each of the value statements below, then assign a number to each based on the following scale:

Very important: ........................... 4

Somewhat important: ................. 3

Little importance: ........................ 2

Not important at all: ................... 1

___ Getting ahead quickly in my profession

___ Working with an organization strongly focused on ethics

___ Having the chance to work in areas in which I have a great interest

___ Spending more time with my family and/or friends

___ Making a great deal of money

___ Participating in something bigger than myself

___ Working with people whom I like and admire

___ Expressing myself creatively

___ Making my own decisions

___ Influencing people

___ Having more time to devote to my hobbies or leisure activities

___ Believing my work is making a real difference

___ Learning and experiencing new things

___ Belonging to an organization where my contributions are valued

___ Other

Continued


As you focus on the values you listed as “very important,” ask yourself whether your current career direction is consistent with those values. If it isn’t, you may want to consider making a change.

b. Why Did You Take the Job?

Besides tests, there are some other simple ways to uncover what you really want from your work. Two of the key questions recruiters always ask job candidates are: “What attracted you to your current job?” and “Why are you looking to make a move?” Before you can attach a set of realistic goals to your plan, you’ll need to carefully evaluate what you originally sought in your current job and what is now prompting you to seek a change.

Identify which factors contributed most to your personal sense of achievement. Was it the intellectual challenge or interaction with others? Was it the opportunity to work on a high-stakes project? Consider also growth potential, job security and compensation.

Revisit projects and cases that gave you a strong sense of accomplishment. Did serving as the lead counsel on a particular case, for example, give you a sense of pride? Or was it securing a patent for a new engineering concept? Perhaps it was participating on a project team to proactively develop a plan to meet a request for discovery. Answering these questions can help you better assess the factors that drive you – and, in turn, determine how you might more frequently perform such activities that provide you with satisfaction in your work.

c. Prioritize Work Style Issues

This is also a good time to think about your preferred working style and evaluate whether you’ve been able to operate in that manner in your current position. You might thrive on marshaling the talents of others. Or you may enjoy approaching projects under tight deadline pressures, during which you focus on developing a precise plan of action. Or your preference could be to adopt a more methodical approach, with a view toward the long-term. Each of these styles is effective. What’s important is to identify which one you personally prefer and whether you’ve been able to apply it in your current position.

In addition, it may be helpful to evaluate what you like and dislike most about the legal profession in general, and your role as an attorney. Do you enjoy managing and mentoring? Do you prefer independent research or working with others? Do you like new challenges and work that is constantly changing? This critical step will help you avoid making decisions solely for other reasons, such as money, status or ease of transition. You may discover characteristics about yourself that you didn’t know existed. For example, you may find working as a project attorney is more desirable than climbing the traditional corporate ladder.

2. Look at only those values in Step 1 that you’ve rated as a “4” and rank them in order of priority.


d. What’s Your Motivation to Change?

Also ask yourself why you are looking for a change. The answer is painfully obvious to attorneys who are involuntarily downsized. Those deciding on their own to make a move, however, can benefit from some introspective exercises. If you’re considering a change, take a close look at everything from job security and compensation to intrinsic rewards. Does your current job fail to provide these benefits, or have your preferences since changed? Perhaps you want to spend more time with family and seek relief from a law office that has turned into a 24/7 operation in order to manage cases that straddle international time zones.

Again, not everyone arrives at a new chapter in his or her professional life out of dissatisfaction. Some just want a fresh start or to work on something new. And some attorneys who end up making a transition were not originally even looking for a change. An unexpected opportunity may reinvigorate old ideas of career alternatives in lawyers who are quite satisfied with their current positions.

The bottom line: Get to know yourself. And be honest and objective about your preferences. For example, if you are not a detail-oriented person, you could be miserable as a tax attorney. Knowing your values and preferences will help you determine whether opportunities that come along are worth pursuing and consistent with your career plan.

2. A Final Word About Career Plans

■ Many professionals fail to create a career plan because they are concerned it will take too much time. But that’s a misconception. You can create a sound career plan relatively quickly once you have established a framework and have done an adequate amount of brainstorming.

■ Avoid striving to create a “perfect” plan. Recognize that perfection is an unlikely goal. Remember that creating a career plan is a dynamic process, not a one-time activity. You’ll likely make modifications to it as time goes on. You may find that certain goals are unrealistic within your predetermined time horizons, or that you possess certain skills and strengths you didn’t even know you had.

■ Get started as soon as possible. The sooner you launch your career plan, the sooner you’ll be on your way to working toward your true career goals.

C. Decide Your Course Once you’ve identified what truly inspires you, you can begin to define your options. Examine the general direction you want to take as an in-house attorney or avenues you might pursue to use your skills in other ways. What are your basic options?

1. Lateral Moves

It’s not uncommon today for attorneys to make one or more lateral moves over the course of their careers – either from one corporation or industry to another, from a law firm to the corporate


world, or from one law firm to another. A number of factors have helped make this a viable professional strategy.

A lateral move can provide an opportunity to gain experience in new practices areas or industry sectors, serving as a stepping stone to achieving your long-term career objective. It can also offer more interesting, challenging and diverse work that can help you define long-range career aspirations. Those who opt for lateral moves also have a chance to enhance their legal capabilities in particular areas that will ultimately make them more marketable for in-house prospects down the road. Still others may decide to explore lateral options due to company closures, mergers or acquisitions.

Regardless of your motivation, if you feel you have absorbed all that your current job and company have to offer, you may want to consider a lateral position with another organization. Do you have latitude to make key decisions affecting your areas of responsibility, or do you feel left out of the department’s strategic planning efforts? Have you initiated discussions about goals you’d like to pursue and received little response? If so, it could be time to consider making a change.

The possibilities for in-house counsel are as varied as the thousands of businesses seeking lawyers. Many firms need attorneys with experience in contract negotiations, trademark issues, and mergers and acquisitions. Legal professionals with expertise in e-discovery, for example, also are in demand as the amount of electronic data continues to grow exponentially. Acknowledging this anticipated growth, nearly one-third (33 percent) of lawyers who participated in Robert Half Legal research said they planned to increase their spending on e-discovery services.1

Legal experts in certain practice specialties, such as corporate litigation, general business and commercial law, healthcare, and labor/employment, continue to be in strong demand among businesses. Also, industries such as biotechnology and life sciences are hiring in-house counsel at an accelerated rate. These companies seek attorneys with industry experience and the ability to communicate legal concepts in laypersons’ terms for scientists and other non-legal professionals.

2. Same Company, New Role

Before you decide to move to another company, make sure you aren’t closing the door on potential opportunities with your current employer. Another choice is to remain with your current company and assume new responsibilities.

Within corporate law, there are many new emerging opportunities to expand traditional roles. Besides dealing with duties such as contract preparation or trademark issues, in-house counsel also serve as the primary legal advisors for other departments in the company, such as human resources, marketing, investor relations, or government affairs. Others are moving into executive or management positions, becoming more involved in overall operations and giving strategic business and legal advice.

Some lawyers with a technical background are crossing over into knowledge management. The role of a Chief Knowledge Officer requires technical savvy to implement and oversee a system of information management within a department or law firm.


Corporate accounting legislation introduced during the past decade has given rise to a host of regulatory challenges. Today, corporations look to their in-house counsel for direction regarding these issues and compliance mandates as well. At public companies, some attorneys are serving as corporate governance officers to direct the people, operational procedures, and systems required to ensure responsible and ethical governance of their firms. Other organizations, typically in more heavily regulated sectors such as financial services and healthcare, have assigned in-house counsel to the position of corporate compliance officers, whose role is to design, implement, and maintain internal controls, policies, and procedures to assure compliance with local, state, and federal laws and regulations.

A transition may be as simple as asking your general counsel if you can take on new projects and begin learning about a different area in your department.

3. Project-Based Work

Another option, especially beneficial for experienced attorneys looking for more flexibility in their careers and balance in their lives, is project-based work.

Increasingly, legal departments are striking a balance between the need for additional staff and modest hiring budgets by engaging legal professionals on a project basis, particularly when immediate access to specialized expertise is required for unexpected workloads or complex initiatives, such as litigation or e-discovery.

This trend is supported by research conducted by McKinsey Global Institute, which found that companies are hiring project and part-time talent because of the inherent benefit of accessing labor at a more variable cost, rather than a fixed one. In a study of U.S. employers, McKinsey found that more than one-third of respondents say they plan to increase use of contingent labor and part-time workers in the years ahead, often to supply high-skill talent for short-term assignments.2

Companies that are expanding to new locations or introducing new products or services often use experienced contract attorneys to conduct due diligence and research, while firms involved in litigation frequently outsource discovery, depositions, document review, and trial preparation to lawyers working on a project basis.

Lawyers who choose this alternative have the opportunity to work in a broad cross-section of businesses and industries, sampling different corporate cultures, practice areas, and management styles. A few weeks or months spent as a contract attorney provides you with the opportunity to explore a career or employer without making a long-term commitment. You can benefit from such a position by gaining relevant experience that can impress a prospective employer as well as build vital connections.

Recognize, however, that if you prefer the familiarity of routine work and the security of a full-time position, project work may not be for you. But if you thrive on change and variety and perhaps want to explore new areas and employers within the legal field, project work may be worth considering.


4. Alternative Legal Careers

For some corporate attorneys, transition may ultimately mean moving into nontraditional roles within in a wide variety of industries. In addition to your legal knowledge, the analytical, research, and writing abilities you’ve acquired and honed during your career can be readily applied in a number of different fields and industries. Many employers value legal expertise in areas outside the corporate legal department, and there are other avenues you can pursue independently where you can utilize your skills. Options include: positions with federal, state, or local government; teaching; and handling marketing for law firms. In addition, your skills may also be applicable in the financial services, real estate, consulting, and healthcare sectors.

Ask your colleagues who have chosen alternative legal careers what areas they chose to enter. According to a survey commissioned by Robert Half Legal, 54 percent of practicing attorneys would choose to work as a mediation or alternative dispute resolution counselor if they left their current jobs, while 49 percent would enter academia as a law school professor or lecturer.3 Mediation may have been a popular response because it involves reaching an accord outside the courtroom. For attorneys used to lengthy legal processes and court proceedings, part of the appeal of mediation is the immediacy of dispute resolution. Working for a nonprofit or public interest sector also is a appealing and teaching is attractive since it offers a way for attorneys to share their knowledge and experience with the next generation of legal professionals.

In-house attorneys may be able to parlay management skills they have acquired into consulting positions with auditing or public accounting firms, nonprofit foundations, or state bar associations. Some attorneys are choosing to work in marketing for law firms or as salespeople for businesses that serve the legal profession (e.g., software publishers). Those who have strong written

Attorneys were asked, “If you were to quit your current job, which of the following career alternatives would hold the most appeal?” Their responses: *

Mediation or alternative dispute resolution counselor ............................... 54%

Law school professor or lecturer .................................................................... 49%

Nonprofit or public interest legal services provider ................................... 41%

Expert witness ................................................................................................... 20%

Patent expert ...................................................................................................... 11%

Researcher .......................................................................................................... 11%

Politician (specifically, district attorney or attorney general) ...................... 9%

Other ................................................................................................................... 13%

* Respondents were allowed more than one answer.

Source: Robert Half Legal. Conducted by an independent research firm and includes responses from 200 attorneys among the 1,000 largest law firms and corporations in the United States and Canada. All respondents had at least three years of experience in the legal field.


communication skills are taking positions with legal publishing companies or law journals, often working as editors.

In addition, the skills and expertise of lawyers are in high demand in the financial services sector. Deregulation of the banking industry permits attorneys to work in a variety of positions, ranging from bankruptcy analysts, compliance officers, and corporate finance executives to securities transactions analysts, commercial lending managers, and futures trading investigators.

Healthcare represents another established employment arena; one that’s expanding and where experienced legal professionals are in high demand. Nearly one in five lawyers polled by Robert Half Legal cited healthcare as one of the specialty practice areas expected to offer the greatest number of legal job opportunities in the coming months.4 For example, biotech and pharmaceutical companies are seeking experienced legal professionals to deal with regulatory and healthcare reform initiatives. Attorneys are working as fraud investigators, risk managers, and compliance officers on issues such as the Health Insurance Portability and Accountability Act (HIPAA). Others are specializing in patient law in such roles as “Eldercare Rights Advocate,” “Geriatric Care Manager” or “Mental Healthcare Ombudsman.”

If an alternative legal career sounds attractive, it’s important to take time up-front to thoroughly research what “pre-requisites” may be necessary for positions that appeal to you. For example, advanced academic degrees or certifications may be required for teaching, financial, or healthcare positions. Also, work experience in particular sectors may be needed. So do your homework and recognize what steps you may need to take to ensure you can be a viable and competitive job candidate if you pursue an alternative legal career.

5. What’s the Best Fit for You?

What all of these developments and opportunities mean for you depends on your current situation. If you’ve reached a place where there is limited room for advancement at your current company or firm, you may consider a lateral move. On the other hand, if your career has hit a plateau, switching to a non-traditional legal position could provide the change you need.

As with any major career change, analyze before you leap. Consider factors such as compensation, corporate culture, work/life balance, and the potential for continued professional growth in potential new positions. Then integrate your chosen direction into your transition plan and begin work to make the move that’s right for you.

D. Establish Meaningful Goals Goals give your career a destination with tangible rewards for your hard work. They can also keep you motivated. Goals can be anything you want them to be, such as attaining a general counsel post, joining the law department of a large, global company, launching your own practice, or landing another corporate management position where your legal knowledge will be highly valued. But to be truly useful, goals must be based on the realistic values and preferences you have identified.


Create time horizons for each of your goals. Establish short-term (monthly and yearly) goals, as well as long-term objectives – those with three-, five- and 10-year time frames. Periodically, evaluate your progress toward achieving each of your goals to help you stay on track.

Tailor a plan of action to help you work toward your goals. Identify your smaller goals that will help you systematically move forward to attain your larger ones. Finally, don’t hesitate to ask others for their help. You’ll be surprised how many people are willing to serve as an advisor, mentor or coach if you’d only ask.

E. Factor Reality into Your Career Transition Plans To add specificity to your goals and overall transition plan, the two basic questions are: “Who will employ you?”, and, equally important, “Who do you want to employ you?”

To find out, you’ll need to gain a realistic view of the lay of the land -- employment-wise, that is -- and marry it with the goals you’re envisioning. What opportunities are there for attorneys in your area? What companies are expanding their legal departments? Do available jobs offer you more potential than your current position?

Today, attorneys with certain types of skills may be in demand, but over time new trends will emerge which will result in new requirements. Twenty years ago, for example, few people were using the Internet or aware of its global implications. Those who became familiar with it discovered opportunities long before others even knew they existed, as any Internet-savvy legal professional can tell you.

To keep your pulse on the market and become more in tune with prospective opportunities in the profession, review job responsibilities in online, newspaper and trade publication employment listings, or consult your professional network. Keep apprised of current legal hiring trends through law publications, articles, on-line resources, and professional associations -- for example, ABA Journal, the National Law Journal, The American Lawyer, LegalNews.com and Law.com. Also see Section V, “Job Search and Career Resources,” for additional job search and career management resources.

It’s not just a matter of who’s hiring. Your research should also investigate whether a firm is right for you. A larger organization could give you a chance to work in new practice areas, for example, but it may hinder your progress if your goal is to assume a greater role in advising executives or participating in the company’s decision-making process. In the latter case, a smaller company may be the best target.

F. Audit Current Skills: Do They Need Reinforcement? Any transition plan must include an honest assessment of what you bring to the table. How well suited are your current skills for supporting your career goals? This may appear to be the same question as, “How marketable are you?”, but there’s a difference. Your marketability matters little if the positions for which you’d be a strong candidate don’t match up with the career priorities you’ve set.


1. Identify Transferable Skills

How portable are your skills to your targeted areas? Probably more than you think. Attorneys are frequently so intensely busy and caught up in their work that they can’t see how their talents would serve them as well, or even better, in another industry or practice area. Meet with people knowledgeable in areas you think you might have an interest and just ask questions: What are elements of success for someone in this practice area or business? How do you bring clients in? What are the downsides?

2. Law Degree as a Vehicle

A law degree is a superb credential that offers many opportunities. When applying for positions not typically considered within the legal field, your degree can give you an advantage over many other candidates. There’s no question that specific experience is highly desirable in many corporate law scenarios, but, at the same time, the skills that overlap to other fields may surprise you.

One corporate attorney who wanted to become a professor realized that his years of involvement in the business side of his company provided him an attractive background for teaching at a business school. Now he uses these same skills to give undergraduate students and MBA candidates the real-life underpinning they need to supplement their theoretical studies. Bottom line: This attorney learned how to take the skills that helped him in the past and apply them in new ways.

3. Assess Essential Soft Skills

Besides legal knowledge, attorneys looking to make a transition must possess exceptional interpersonal competencies corresponding to their targeted field. Those seeking to become mediators, for example, need well-developed listening skills as well as the ability to be impartial and help people see things from another’s perspective. Counsel who may be toying with the idea of entering the world of legal academia should consider if they enjoy public speaking and mentoring as well as the less people-oriented activities involved for tenure-track individuals, such as research and writing.

If you are thinking of remaining in the field of corporate law, almost every senior role you might aspire to involves interaction with a wide range of people throughout an organization. Ask yourself: Do you communicate effectively with company executives? Are there any particular departments with which you have trouble interacting? Are your project management abilities as strong as they could be? How effectively can you negotiate? Assess whether these or other areas require improvements that could help spark a renewed interest in your career and win the attention of senior attorneys in your company or a potential new employer.

4. Tech Savvy with Current Legal Software?

Increasingly, the ability to effectively leverage technology to better serve clients has become essential. Employers are placing a premium on hiring experienced law professionals who demonstrate advanced proficiency with legal industry software and Internet-based programs, including online collaboration platforms, web-based time, budget and billing software, e-discovery, case and practice management and trial preparation software among others.


Because technologies continue to evolve, consider it a priority to keep technology skills fresh, regardless of the particular focus of your career transition.

5. Bolster Gaps in Capabilities

If your skills analysis reveals that you have “knowledge gaps” that could hinder your career move, then take action. Gaining additional certifications from business or law schools can help you increase your business knowledge, which is increasingly important for corporate attorneys in their roles as advisors to company senior managers. Or request assignments in your current position to partner with experienced colleagues to learn and strengthen particular capabilities.

If you feel you are lacking in interpersonal skills, consider finding a mentor. Perhaps ask a knowledgeable and experienced colleague in your organization to serve as a mentor. Additionally, the Association of Corporate Counsel has a “Member-To-Member (M2M)” mentoring program; and such mentoring resources are also available through a number of state bar associations.

A mentor can also help you decide which developmental experiences to pursue. (See Section II.G -- “Understand the Value of Mentors in a Career Transition”). In addition, don’t forget your network of contacts as you build your skills and competencies. As the old adage goes, it’s not what you know but whom you know. It’s also true that “whom you know” can significantly improve “what you know” -- especially among professional associates.

Depending on your current employment status, you might also consider expanding your skills through consulting assignments that can broaden your exposure to a variety of companies and legal organizations. Specialized staffing and consulting firms can help you focus on your strengths and enable you to more effectively market yourself as a legal professional.


G. Understand the Value of Mentors in a Career Transition Both having a mentor and being a mentor can play a significant role in a career transition. A good mentor can help expand your skill set, identify areas for improvement, serve as a sounding board for new ideas, and challenge you to pursue opportunities you might otherwise pass up.Similarly, serving as a mentor can open new doors for you at your current firm or in the legal community. Your efforts to help less experienced individuals will be acknowledged by senior managers or by fellow members in professional associations (if your assistance is directed toward practitioners outside your company).

1. Find a Mentor

A mentor can help you learn the ropes, overcome challenges, forge relationships with important contacts inside and outside the organization, and, above all, inspire you to reach new professional heights. To identify an appropriate mentor and set expectations for the relationship, ask yourself the following questions:

■ Why am I seeking a mentor?

This depends on what you hope to gain. Some professionals are looking to take on expanded roles in their organizations and look to a mentor to help them establish a

What Are You Missing?

Taking a close look at your career requires honesty. Though it’s easy to track your significant accomplishments, it’s also important to review areas that might need improvement. Where are the gaps that could keep you from your goals?

Perform an honest appraisal of your skills and strengths.

Everyone has job skills that set him or her apart from others. Identify those that distinguish you among your peers. Are you a superior manager of a legal support staff? Do you feel you’re more adept than others at using technology to enhance your research efforts? How effective are your communication skills? Can you produce succinct, well-organized reports for senior management? You might consider seeking input from your colleagues to answer these and other questions.

Conduct an honest assessment of your weaknesses.

Doing this immediately after you list your skills and strengths can give you a better sense of the areas you need to address. Make a checklist of areas you’d most like to reinforce and identify concrete solutions. Explore specific ways to improve upon your weaknesses. Ask trusted friends and colleagues for their opinions, including your general counsel and supervisor, if appropriate.


career path for doing so. Others wish to build skills in a certain practice area or enhance legal software proficiency and need a mentor who can serve as an effective teacher.

■ Who can help me achieve my goal?

Your choice of a mentor is largely dictated by your career objectives. Depending on your goals, you may find it’s worthwhile to build relationships with multiple mentors, each of whom can help guide you in various areas.

■ Finding the right person.

Many people fail to find mentors simply because they don’t know where to look. Start by exploring formal mentoring programs offered by your firm. If this option does not exist, think about people you already know: coworkers, former colleagues, family, friends, and members of your professional network. Above all, identify someone you trust and respect who can derive personal satisfaction in helping you continue your professional development.

■ Taking the first step.

Once you’ve targeted potential mentors, you’ll need to determine if they are interested in formalizing a mentoring relationship with you. Be upfront about what factors prompted you to make your choice, what your objectives are, and how you think this person can help you achieve them.

■ Developing the relationship.

Like any relationship, what you put into the mentorship determines what you get out of it. As your relationship develops, consider the following questions:

■ How can I help mentors help me?

Make it as easy as possible for mentors to offer assistance. For example, if they travel frequently, avoid trying to set up long meetings. Instead, meet them for lunch or coffee.

■ How do I know if the relationship is working?

Just as you do with your managing attorney, work with mentors to set performance goals, methods of evaluation, and rewards for meeting your objectives. Above all, a commitment from both sides is needed for the process to be successful. Look for signs that could indicate the relationship is fraying, such as missed meetings, infrequent contact, or strained communication. But recognize, too, that in longer-term interactions, these signals may simply mean that a formal relationship is no longer necessary.

■ Am I giving enough back?

A mentorship is a two-way street -- mentors should also benefit from the relationship. If you provide regular feedback on your professional development, mentors can see how their efforts are impacting your career. Also, offer to lend your mentor a hand whenever possible.


2. Become a Mentor

If you are an experienced in-house counsel familiar with your firm and its corporate culture, you could be an ideal mentor to incoming staff members -- and enhance your visibility in the process.

New attorneys and paralegals will appreciate your efforts to assist them in getting up to speed on office policies and procedures. They will also rely on your insights into the nuances of working with the attorneys and general counsel in your company. The arrangement can also facilitate progress in your career transition plan. Your firm’s management will value your skill in training and supervising others, giving you an advantage when promotional opportunities arise or if you approach senior attorneys about working in new areas or on new initiatives.

At first, you might feel hesitant about taking on such a role. But even if you’ve only been with your company a few years, you undoubtedly have significant legal experience and valuable knowledge about your firm and the legal department that could benefit newcomers to the organization. The ability to share it with others is an excellent way to increase your office’s productivity -- and enhance your own career.

As challenging as this role may seem, keep in mind that a good mentor is less of a supervisor and more of a counselor. Here are a few tips for offering the best possible guidance:

■ Extend the Offer.

Your first step should be to talk with your management or general counsel, explaining that you’re interested in serving as a mentor. But first find out whether your organization has a program already in place and how it works.

Some organizations have established formal programs, stipulating that you work closely with a senior attorney to determine mentoring assignments, what topics should be covered, how to best impart this knowledge, and how long an employee should be mentored. In other instances, the process is more informal, wherein you simply spend time as you deem appropriate with a staff member who could benefit from your knowledge. There are also many companies that combine the two, simultaneously defining specific responsibilities for mentors and encouraging a fluid approach when needed.

■ Spread Your Wealth of Expertise.

An effective mentor is a valuable resource for a wide range of ideas and information. A new attorney, for example, might be quite proficient at conducting legal research, but may require your guidance on how to report findings to management. You might also be called on to offer insights in such areas as preparing exhibits for trial and communicating effectively with outside counsel.

A good mentor also knows when to defer to a more knowledgeable source. For example, suppose you have specialized knowledge in case research but you do not have extensive experience in preparing contracts for product licensing. It’s best on these occasions to refer the individual you are mentoring to one of your colleagues who has the expertise to provide proper instruction.


■ Be a Good Listener.

Most importantly, a mentor takes time to listen. New employees, whether they are first-year attorneys or experienced in-house counsel, face many challenges and will appreciate having you available as a sounding board for their concerns, questions, and suggestions.

For starters, always maintain an open door policy to let people know they can come to you virtually anytime. Your years of experience may lead you, at least initially, to respond negatively to a new or different idea, or to discount a co-worker’s anxieties. But remember that a mentor plays a critical role in building morale; and a good way to do this is to listen carefully to the concerns and suggestions of others. In the process, you might find a new way to view a particular topic and subsequently develop innovative solutions.

For example, suppose your legal department has employed a graphic design agency to create its presentations. A young paralegal joins the company and suggests to you, as his mentor, that the department purchase a new computer graphics program to handle these tasks. You may be skeptical, yet you still listen as the new hire fully explains how such a program might work. You may find that by developing and eventually implementing this idea, you and the paralegal can save your department considerable time and money.

■ Be a Motivator.

Everyone seeks recognition for his or her contributions. A good mentor actively celebrates the achievements of others. In selected instances, you’ll want to put your compliments in writing and communicate this appreciation to the general counsel and company management. On a more casual basis, good mentors are consistently upbeat, enthusiastic and always looking for chances to vocally praise others.

Over time, you will find that serving as a mentor is a way to build a collegial, supportive environment while helping your legal department develop a knowledgeable and efficient staff. In the process, you will bolster your career growth by becoming a recognized leader in your office.

H. Reassess and Refresh Goals Periodically Set aside time periodically to revisit your career plan. Reflect on where you have been, what you have accomplished, and where you are headed. If you are no longer on target with your long-term goals, make changes that will put you back on course. A reassessment is the time to broaden your dreams and perhaps determine if your interests have changed. Try to think of projects and specialties you’d like to be involved with, not just today but five or 10 years out.


III. Job Search StrategiesMany attorneys may not have looked for a new position in years and, as a result, are unfamiliar with the latest job search techniques. Here’s a review of the process that works whether you’re an experienced in-house attorney or in the early years of your career in law.

A. The Resume: A Vital Tool After eight years as a contracts attorney with a manufacturing company, Amy was invited by the CEO to be considered for the position of chief corporate counsel. “Send the search committee a copy of your resume,” he advised.

Although Amy was thrilled to have the opportunity to compete for the promotion, she quickly realized she did not have a current resume. In fact, she hadn’t written one in nearly a decade. While still in law school, Amy had been recruited by her company and had joined them immediately after graduation. Now years later, with an enviable track record, she found herself needing a refresher on good resume writing in order to compete effectively for the chief corporate counsel opportunity.

Amy’s situation is not uncommon. Many attorneys as well as other accomplished professionals not only lack an up-to-date resume, but also need advice on creating one. What information should be included? What is considered “extraneous” by today’s standards? The following guidelines can assist in-house attorneys develop a current resume.

1. Prepare a Winning ResumeIt may at first appear unnecessary to maintain a current resume if you’re employed and satisfied in your present position. However, there are several reasons why it’s prudent to have one on hand.

Since it offers a succinct list of your accomplishments, a current resume is helpful in professional networking as you’re asked to deliver presentations, chair committees, or pursue a leadership position in your bar association. It can also serve as a periodic reminder of your progress toward professional goals as you work to advance in your career. Keep it updated and refer to it often.

Of course, resumes are also the calling cards for corporate attorneys who seek career advancement by changing firms. They represent you to prospective employers and hiring committees, and together with the cover letter, comprise that critical first impression. Even if you’re not in the job market at the moment, it’s important to keep your resume current. If an unexpected opportunity comes along suddenly, you may need to act quickly.

The first rule of resume preparation is to focus on key achievements and qualifications that relate specifically to the job opening. You’ll need several different resumes if you are targeting multiple positions. Each resume should be customized for the intended audience to highlight relevant skills, experiences, and strengths.

When preparing your resume, remember that the objective is to create an accurate and succinct account of your qualifications, professional experience, career accomplishments, and education.


The format should be readable and uncluttered. Some candidates do themselves a disservice by creating lengthy resumes that detail every aspect of their careers. Most executives prefer a one-or two-page resume. The reason? If you’ve filled more than two pages, you’ve probably included information that’s extraneous and unnecessary for a hiring manager to make a decision. Finally, remember to focus on accomplishments versus functions and include only information that’s relevant to the position.

2. Resume Formats

A survey conducted by our company found that 78 percent of Fortune 1,000 executives polled prefer resumes arranged in a chronological format organized by dates of employment, rather than a functional format organized by skills.5

The chronological resume typically consists of four to six sections:

■ Heading - Your name, address, telephone numbers, and e-mail address.

■ Objective (optional) - A brief statement outlining the type of position you are seeking.

■ Summary (optional) - Two or three sentences that summarize key elements of your background, skills, accomplishments, and attributes.

■ Professional experience - A listing of your most recent position, followed by previous employment (e.g., your work experience, in reverse chronological order). Briefly describe your positions – your general responsibilities and significant contributions at each of your jobs; include quantifiable results using specific terms to show your achievements, for example, how your work helped win a case or benefit the client or corporation; and whenever possible, how your actions favorably impacted the bottom line.

■ Education - Your academic credentials: Colleges and universities attended, degrees earned, any certifications earned, the dates on which you passed the bar, and in which states.

■ Miscellaneous - In the last section, list only relevant interests or special skills that do not fit elsewhere, but may nevertheless pique the interest of employers, such as practice area expertise, language proficiencies, computer/software program skills, special honors received, and activities with professional, trade and civic associations.

(See “Sample Resumes”, Section III.B below.)


3. Send Your Resume Electronically

Today, professionals increasingly send resumes via e-mail or post them on company websites or Internet job boards. As a result, it’s important to make your resume web- and e-mail-friendly.

When sending resumes electronically, remember that any special or unique formatting stands a chance of being lost, making your resume unreadable. While a growing number of e-mail applications accept formatted text, this feature is not universal. Also, some companies are reluctant to open documents sent as attachments out of fear of viruses. Saving your document in ASCII (plain text) format and pasting it into the message field of an e-mail is the safest way to ensure it is read and that none of your information comes across garbled or missing. The following are tips to adapt your resume and cover letter to plain text format to send electronically:

Resume Do’s and Don’ts

DO:

■ Begin your sentences with action verbs instead of the personal pronoun, “I,” and use an active, rather than passive, voice as much as possible.

■ Keep sentences short and paragraphs brief. Avoid lofty and redundant language, puns, and clever word plays. Use professional jargon, acronyms and abbreviations sparingly.

■ Use bulleted statements where possible -- they make your resume easier to review.

■ Proofread. A resume marred by typos, misspellings or grammatical mistakes can send a negative message to potential employers about your attention to detail – a key attribute of an effective attorney. No matter how excellent a writer you are, it’s always a good idea to use the computer’s spell-check function and ask someone else to review your resume for errors.

■ Remember to give each of your references a copy of your resume.

■ Use high-quality, 100 percent bond stationery in white, ivory, or pale gray that is custom printed with your name, address and phone numbers. The typeface should be simple, unadorned, and easy to read; avoid using color or graphics.

DON’T:

■ Use exact dates. Months and years are sufficient.

■ Include irrelevant facts about your personal life. The only personal information you should include is what directly pertains to your career. Pro bono work may be one example.

List references or state: “References available on request.” Today’s interviewers assume that you will provide these contacts when asked.


■ Line Length – To avoid wrapping the line prematurely, set the page width at 4-3/4” and save the file as “Text with Line Breaks” to insert a hard return at the end of each line.

■ Vertical Alignment – To achieve an equal number of spaces from the left-hand margin, convert all the text to 10-point Courier or another fixed-width font.

■ Design – Use characters such as dashes (-), asterisks (*) and arrows (>) to highlight information. Since not all e-mail browsers can properly read formatted text, be on the safe side and don’t use bold, italics, columns, or bullets; they don’t always translate appropriately to plain text format.

Resumes can be posted on a wide array of job search sites. (See Section V, “Job Search and Career Resources” or refer to Job Hunting for Dummies by Max Messmer for online job search resources.)

4. The Cover Letter – Not to be Forgotten

Many attorneys have outstanding writing skills. This ability can be put to great use in the cover letter – a job search tool whose significance many job seekers feel is overshadowed by the resume. The facts do not support this assessment, however. More than nine in 10 (91 percent) of executives surveyed by our company said a cover letter is valuable when screening applicants. Hiring executives look to the cover letter for insight into your career aspirations and level of initiative. Thus, it must communicate your interest in the position and incorporate information that reflects your understanding of the target company and its issues and opportunities.

Your cover letter should focus on two or three qualities that distinguish you in the marketplace. It’s also your first opportunity to pique the interest of the hiring executive, explain how you can make a tangible contribution to the firm, and provide a sense of your personality. The cover letter should always be addressed to a specific individual and, of course, an entirely new cover letter should be written for each position for which you apply.

Although an excellent resume and cover letter can’t get you a job, a poorly prepared one will likely prevent you from being considered. You can rest assured, however, that if your resume and cover letter are relevant to the position for which you are applying – as well as professional, accurate, and succinct – your prospects will be good. These documents are invaluable in successfully shaping your career.


Tips for Writing and Submitting Cover Letters and Resumes: 1

■ Follow directions: Before sending your resume and cover letter, review the job posting carefully. Employers frequently list specific instructions to follow when applying, for example, including the job requisition number in the subject line of the e-mail or submitting your cover letter and resume in a certain file format.

■ Start smart: Remember to address the letter to the hiring manager. If you don't know the contact's name, call the company and ask.

■ Create a hook: A strong introduction offers a compelling reason to read on. Specify the position for which you're applying.

Keep the cover letter short and to the point: Limit your cover letter to two or three brief paragraphs. Avoid sharing personal details that don't relate to the position


B. Sample Resumes

In-House Counsel

THOMAS PAINE

1234 Main Street

Los Angeles, CA 90025

310/555-5555 (phone)

310/555-5556 (fax)

[email protected]

SUMMARY

Corporate attorney with five years of experience as in-house counsel and three as a law firm associate. Specialize in intellectual property issues, including patents, licensing, and copyrights. Also possess expertise in employment law. Emphasis is in the computer software industry and Internet technologies.

EXPERIENCE

XYZ Company, Inc.

July 2001 - Present

• As senior in-house counsel in the corporate legal department, advise and counsel company management on patent and trademark issues.

§ Research and produce licensing contracts with outside vendors.

§ Direct outside counsel in activities regarding U.S. patent filings for company designs and products, along with litigation pertaining to patent and copyright infringements.

§ Advise management and human resources department on state and federal employment laws.

§ Draft and implement personnel policies and procedures; investigate discrimination and harassment issues.

§ Oversee counseling, disciplining, and termination of full-time employees and contract workers.


Franklin, Adams & Washington

October 1999 - June 2001

§ Handled variety of litigation matters for clients in the high-technology industries.

§ Activities included discovery and trial preparation, pretrial and trial motions, and settlement negotiations.

§ Drafted licensing contracts and conducted patent filings.

§ Counseled clients on intellectual property issues pertaining to development of new products and technologies.

Law Offices of Monroe & Wilson

July 1994 - September 1999

§ Served as associate attorney conducting case research, discovery, law and motion, trial preparation, and settlement negotiations.

EDUCATION

J.D., UCLA Law School, 1994

B.A. political science, University of California, Los Angeles, 1990

BAR ADMISSION

California State Bar No. 1234567, admitted 1994

OTHER INFORMATION

Member of State Bar Association of California, 1994 - present


Law Firm Associate

JOHN Q. ADAMS

1234 Oak Avenue

Boston, MA 02222

617/444-4444 (phone)

617/444-4445 (fax)

[email protected]

SUMMARY

Attorney with six years’ experience in corporate transactional law and business litigation. Background includes mergers & acquisitions activities on behalf of multi-billion dollar companies as well as emerging businesses. Seeking in-house counsel position with corporation in the New England region.

PROFESSIONAL EXPERIENCE

Law Offices of Jefferson, Cleveland & Roosevelt

August 2002 - Present

Represent companies and partnerships in complex business litigation and transactions, primarily in real estate ventures, long-term lease negotiations, construction projects, and receivership. Research and produce contracts for partnerships, mergers, and acquisitions. Oversee discovery and handle cases from trial preparation to appeal phases. Consult clients on various employment law matters.

ABC Law Firm, Inc.

February 2000 - June 2002

Represented numerous businesses in mergers & acquisitions, domestic and international licensing arrangements, negotiations for joint ventures, venture capital financing, and agreements for new corporations and partnerships.


Lewis, Clark & Associates

September 1998 - December 2000

Provided federal and state legal compliance in connection with securities filings, shareholder agreements, proxy solicitations, annual and quarterly financial statements, and other event filings. Assisted senior partner in handling major investment projects and merger agreements for firm clients.

The International Legal Group (Internship)

June 1998 - September 1998

Conducted in-depth client interviews. Gathered records and pertinent background information. Researched case histories. Prepared memoranda to supervising attorney and senior partner.

EDUCATION

J.D., Harvard Law School, 1998

B.A., Stanford University, 1994

BAR ADMISSION Massachusetts State Bar No. 7654321, admitted 1998

OTHER

INFORMATION Member of State Bar Association of Massachusetts, 1998 - present


C. Networking: An Essential Resource Your professional contacts are pivotal in helping you approach and work through a transition. Your network can provide not only critical links to the people who might help make your goals a reality but also the information you need to learn about new avenues and, subsequently, help you verify that you are going in the right direction. Whether you are in career transition or not, continue to invest time in developing and maintaining professional network relationships you can count on. To ensure these links are long-lasting, make sure your contacts can also count on you.

Many of today’s companies hire legal counsel based on the recommendation of other in-house attorneys. The more relationships you can establish throughout the legal community, the greater your chances of learning about openings before they are advertised.

1. Get Started Strategically

There are a variety of strategies you can employ to create your contact list. Begin by building a database of people you already know who might be able to assist you now or in the future. Think about what you want to learn from these individuals -- anything from insights into recent rulings affecting a case you’re working on to supplementary law classes that might enhance your professional growth.

In many instances you can contact individuals via telephone or e-mail. For others, it might be more appropriate to send a formal letter of introduction that perhaps mentions a mutual acquaintance and briefly explains what information or assistance you seek. Over time, you’ll also want to arrange one-on-one meetings with key individuals.

2. Expand Your Network

Networking means more than simply chatting with other legal professionals at cocktail parties; it entails continuously updating your list of contacts and staying in touch with your professional acquaintances. The real power of a network lies in its “ripple effect.” It’s not just your own contacts who can open doors for you. It is also the people you meet through these individuals, and, in turn, still others these secondary contacts might know whom you can add to your network. The broader your contact base, the more successful you’ll be in your networking efforts.

Networking requires determination. Although you may be very busy with a number of legal projects and cases, don’t neglect this essential contribution to your professional growth. Be open to introducing yourself to legal professionals whom you do not know. Keep in mind that just as they become your contacts, you, in turn, become a contact for them. While there may be some who are not as receptive to your efforts as you would like, most professionals find it rewarding to establish and maintain communication with new colleagues.


3. Associations: The “Off-Hours Impact”

One of the best ways to expand your network is to attend events organized by community and professional associations. Legal practitioners, and attorneys in particular, typically have more time to talk at meetings or social events than during the typical workday.

Bar and legal association meetings, seminars offered by ACC local chapters, educational tutorials and conferences, and social gatherings are all possible venues for building ties with other legal professionals. Connections at your Bar association, for example, can give you “insider” information on your new targeted areas of the law and also ideas regarding management or administrative issues that can help you gain better control of a department or function should you decide to move up the ladder within a corporate legal organization.

Many tenured lawyers are already members of professional organizations. But if you are considering joining a new group, first do some research. Ask colleagues who are members of the association for their thoughts on emerging issues, and read the organization’s newsletter. The more knowledge you have about the group’s priorities, the more informed you will be when you speak with members. Also, be sure to bring plenty of business cards to the meetings.

If you want to meet a specific person, identify a familiar contact who can arrange an introduction. If this isn’t possible, wait for an appropriate moment to introduce yourself. Although approaching a stranger can be awkward, chances are the individual will gladly make your acquaintance. If you find that this is someone who would value a shared learning relationship and might be willing to help you either now or in the future, ask if it might be possible to contact him or her at a later time. Afterwards, send a thank you note, and consider following up with a phone call or e-mail message a couple of weeks later.

An even more effective way to broaden your network is to become more involved in an organization’s regular activities. Join committees through which you can demonstrate your professional skills, or write an article for the newsletter on a topic that allows you to showcase your legal expertise. You might also consider delivering a presentation at a monthly meeting.

As you participate in these groups, remember that the emphasis is less on asking for a specific job or information but more importantly, on getting to know people and expanding your base of contacts. Take time to listen to others discuss their work and offer information about yourself when appropriate.

In addition to professional associations, alumni groups, current and former colleagues, family members, friends and local community groups are all valuable sources for seeking information and expanding your network. It’s also critical to be attentive when your contacts – or their friends – request your time or assistance. If someone is referred to you and calls, respond promptly andconsider making time for a face-to-face meeting. You should demonstrate the same spirit of helpfulness you’d like your contacts to extend when you’re seeking information or advice. Of course, helping others will also allow you to expand your own networking base.

4. Hone Your Elevator Pitch

When networking, it’s essential to have a brief self-marketing pitch in mind that succinctly conveys your background, experience and career goals. Consider your “elevator pitch” as a 60-


second sound bite that succinctly describes your professional story. As you engage in dialogue with new people during formal networking events or even informal exchanges, weave your elevator pitch into the conversation at an appropriate time.

Limit your pitch to a minute or less, closing with a subtle question or opening that motivates the listener to respond with some type of useful information.

5. Add Recruiters to the Mix

Besides people in the field of law, don’t forget recruiters and staffing firms when you’re building your network. Finding firms specializing in placement of legal professionals and whose associates are really committed to work hard for you can help you see beyond your current world. Sometimes they can open up new horizons you weren’t aware existed. Seeking a new position, one attorney who worked as a litigator met with a recruiter who described a job as an outside investigator – something she had never really thought about before. It turned out to be just the kind of work the individual was seeking.

6. Take Advantage of Online Social Networking

Social networking has become a valuable resource for job seekers. Online sites such as LinkedIn can help you learn about job leads as well as expand your network of professional contacts.

A few words on making the most of LinkedIn – LinkedIn is among the most widely used online social networking sites for professionals, having expanded to an estimated 200+ million registered global users during the past decade. The site enables users to post their professional profile, establish a contact network, seek endorsement of skills from others on the network, search for jobs, review profiles of hiring managers as well as see if you share any contacts who can provide you with an introduction, participate in targeted interest groups, and much more.


Tips for Maximizing LinkedIn

■ Develop a strategic profile: Create a brief but comprehensive profile to post; include acompelling summary of your skills and experience, quantifiable achievements, keeping thesummary to 400 words or less if possible. To maximize visibility, include key words in yourprofile that you’d expect to find in a job description that would interest you. For example, clickon “More” at the top of any LinkedIn page, and then “Skills & Expertise” – from there, you cansearch for relevant key words to include in your profile to help match you with hiringmanagers who may search for those skills.

■ Search for connections: To help find potential connections in your area, use the advancedsearch option available. Start by clicking on “Advanced” in the upper right-hand corner of thescreen, then type in your job title. Refine your search to include key words, locations,industries, etc. Then, once you click on “search,” a number of possible contacts will be listedwhom you may want to invite to be a connection.

■ Be selective as you join “groups”: Choose to participate in groups that align with your careerinterests and desires, where you want to be visible as well as gain information and contactswho can help you achieve your career objectives. LinkedIn will notify you about activitywithin the group -- and you have the ability to choose how you want to be notified of updates.Once you’ve joined relevant groups, monitor the activity to identify topics of interest to thegroup. Once you’ve gotten a sense of the group, become an active participant. Shareinformation or articles that you believe will interest others in the group. Ask questions andprovide answers to questions posted by group members. Seize opportunities to comment onand support content that others have posted. Most importantly, check in frequently andremain an active and participating member to get the most out of this networking feature.

■ Company pages: As you identify available positions of interest, take advantage of the morethan two million company profiles listed on LinkedIn to learn more about particularorganizations. Once you search for a company, look to the right side of the screen and you’llsee how you may be connected to anyone in the company -- first degree connections (those onyour contact list) will be shown, as well as second degree connections, those who areconnected to people you know. These lists offer instant networking opportunities that you canleverage.

■ Search for jobs: You will likely be using the “Jobs” section on the LinkedIn home pagefrequently to check out opportunities. To make the most out of this tool, use the “advanced”feature to create the most targeted search possible, indicating appropriate location, job title andfunction, industry, and salary range for possible positions of interest. Job opportunities willappear when you execute your search -- as well as connections you have at those companies.

Additional sources (See Section V.2.b; Career Sites)


7. Keep in Touch

In addition to making yourself visible, networking requires a disciplined approach to consistently keeping in touch, either in person, over the phone or through e-mail. Whether it’s thanking someone for speaking with you, sending a relevant article, or congratulating a colleague on a recent legal victory, the time you spend communicating with others will ensure that your contact base remains active. Similarly, your contacts will keep your name at the forefront when they hear of a position that may be right for you or come across information that may be of interest.

More than anything else, networking is a process. You need to adopt a methodical approach, carefully building your database, clarifying your goals, meeting new people, helping others, and strategically focusing on both your immediate and long-term objectives. Treat networking with the same thoroughness you would bring to one of your cases, and over time this process will yield significant benefits.

D. Now that I’ve Secured an Interview An interview can change your life. Consider the fact that if it leads to the job you truly seek, you’ll be spending most of your waking hours there -- at least 2,000 hours a year! This relatively brief meeting is your primary opportunity to demonstrate to the hiring manager that you would be a great addition to the company. Regardless of your experience level as an attorney and how many times you’ve been interviewed during your career, it’s always prudent to revisit the fundamental principles of successful interviewing. This is particularly true if you haven’t had occasion to be interviewed for a number of years.

Simply stated, when a hiring executive invites you to a face-to-face interview, he or she wants to determine if you’re qualified, motivated, and a good fit for the position. Your objective is to persuade the manager that you are. To do so, you need to use the interview to learn as much as you can about the job, communicate your relevant experience and accomplishments as an in-house counsel, and detail what you can offer the firm.

1. How to Prepare for the Interview

Preparation is essential if you expect to remain calm under the pressure of job interviewing, and it’s the first step toward a successful outcome. Here are some suggestions for doing what you can in advance of the meeting:

■ Research the Prospective Employer - Learn as much as you can about the companythrough the Internet, library, or through LinkedIn contacts, including pertinent factsabout the organization’s history, products or services, management style, and corporateculture, as well as details about its corporate legal department. Having a solidunderstanding of the company will help you provide answers during the interview thatspecifically address the company’s needs – as well as formulate key questions to ask.Find out who will be conducting the interview -- name, title, current responsibilities,and experience – and try to determine why the company is interested in yourqualifications. This isn’t always easy, but a few phone calls among your professional


colleagues may prove helpful.

■ Rehearse Answers to Tough Questions - Every prospective employer approaches aninterview with three central concerns:

• Are you qualified to do the job?

• Will you fit in?

• Do you want the job?

Questions relating to these issues will always be asked and will serve as a springboard for conversation, encouraging additional discussion and queries. Develop concise yet informative responses in advance that detail situations at previous jobs where you capitalized on your abilities to add value to the firm.

One of the most effective ways to develop articulate, quality answers is to rehearse them on videotape. Reviewing and critiquing your responses will show you where you can improve, increase your confidence and help you communicate more clearly during the interview.

Some questions you’ll likely be asked include:

■ Tell me about yourself. Prepare a 15-second “sound bite” that describes yourprofessional achievements and qualifications in two or three sentences. Detail legalexperience, for example: cases and matters handled; working with outside counsel; andmanaging project teams. Offer a brief description of what you would bring to theposition and why you would be a good fit.

■ Tell me about your career. This is an excellent opportunity for you to explain what’smade you effective in your work as an attorney, the range of talents you offer, and whyyou want the job.

■ What are your major accomplishments and/or strengths? In response, review severalprojects you’ve handled that demonstrate your aptitude for the job. For example, ifyou’re interviewing for a position in a high-tech firm, you might discuss your role inproducing software licensing agreements or overseeing negotiations on key contracts.As best you are able, match your answers about previous career achievements to thekinds of skills that the company is seeking.

■ What are your weaknesses? Answering this question is always difficult. It’s best to behonest by addressing a skill that you’ve begun to develop but would like to enhance.For example, you may mention that you are working on certain areas that you wouldlike to improve -- such as legal management or computer skills -- and that you welcomethe opportunity to strengthen these capabilities in your next position. Two traps toavoid: overstating your lack of knowledge in a particular area or proclaiming that youdon’t have any weaknesses. The first answer isn’t necessary. The second isn’t honest.


■ What interests you about our firm? Here’s where your research can pay off. You candiscuss the company’s business, why you would like to work there, and how yourqualifications are a match with the firm’s needs. Discuss how you might contributespecifically to the legal department. Communicate your willingness to take on newchallenges and assignments. Present yourself as a strong team player with knowledgeand interest in the industry.

■ What do you seek in a job? Be prepared to provide three factors that are most importantto you in a satisfying and rewarding position.

■ What capabilities do you have that you believe will set you apart from othercandidates? This is your opportunity to delineate your unique capabilities and strengthsand describe why you would be the most qualified candidate for the open position.

And an obvious but important factor – answer all questions candidly during a job interview. Close to one-third of survey respondents (32 percent) polled by our company said honesty and integrity are the most impressive qualities of candidates interviewed, besides ability and willingness to do the job.

2. Plan Questions to Ask

It’s also important for you to be ready to ask a few questions of your own during an interview to further convey your interest in the job. For example, you may ask about industry outlook, the company’s long-range plans, and the growth potential of the in-house position for which you are interviewing. Inquire about plans to expand the legal department with the company’s growth. Would you be allowed to grow in the job and eventually move into a position with new and greater responsibilities? Insightful questions help both of you determine if you would be a good “fit” with the company. However, remember that it’s unwise to inquire about vacation time, benefits or your office space until the interviewer has expressed serious interest in hiring you.

3. Tips for Success at the Interview

■ Hone Your Communication Skills - How you express yourself is a critical element insuccessful interviewing. In a national survey of executives commissioned by Robert HalfLegal, nearly 40 percent of respondents cited verbal skills as the one quality in a jobcandidate that impressed them most during an interview. Make sure that your strengthscome across to the interviewer in a factual, sincere manner. As you know, attorneys areexpected to communicate well. The interview will be an important test, particularly ifyour initial meeting is with the general counsel.

■ Maintain Positive Body Language - Body language is an important element during jobinterviews. Watch for certain gestures that communicate negative messages, such aspoor eye contact, hurried nodding or crossing your arms. Just being aware of yourphysical presence is all you need. What’s most important is that you focus on having aproductive conversation.


■ Listen Carefully - Interviews are two-way conversations. Although you are there to sell your abilities, you also must determine if this position matches your experience, interests and career goals. Listen carefully to how the interviewer describes the position and its duties, current business issues and goals, the office culture, and the firm’s management style. Focus your responses to questions on your skills and accomplishments that are relevant to the position: “Your emphasis on intellectual property matters also reflects my focus in recent years, working on proprietary issues in the legal department at XYZ company.”

■ Look Your Professional Best - Many first and lasting impressions of a candidate are formed based on the individual’s choice of interview attire. The way you dress is one of the few directly observable features that can help create a favorable initial impression. Select standard business attire for any job interview; even firms with relaxed dress codes expect candidates to arrive in a suit. Dress conservatively in simple, well-tailored clothing. The objective is to look the part of the job you hope to fill. Nothing in your appearance should fall outside what most people in the legal profession would consider the norm.

■ Close the Interview Gracefully - End on a positive note. As the interview nears its conclusion, reemphasize your key message points and summarize those qualifications that are particularly relevant to the position. If you still want the job, reiterate your interest in the position and the company and let the interviewer know that you’d make a valuable addition to the firm. Ask about the next step in the process or when the interviewer expects to make a final decision.

■ If you get the impression the interview is not going well, don’t let your discouragement show. Remain poised, upbeat and professional. There could be later opportunities with the company that would be a better fit.

■ Follow Up Promptly - You should follow up every interview with a written thank-you note. Express your appreciation for the interviewer’s time, restate your interest in the firm and mention one or two of your key points that explain why you consider you are an ideal candidate for the position.


E. The Art of Successful Salary Negotiation Although attorneys are typically considered expert negotiators, they may find negotiating their own compensation packages a much different, and possibly perplexing, challenge. Concerns that they may lose a potential job offer by trying to bargain for a higher salary may cause hesitation, as can the feeling that the negotiation process will damage their relationship with a future supervisor. While in rare instances these concerns may be justified, in most cases it’s possible to negotiate a package acceptable to both parties, especially if you come to the table well prepared.

1. Assess Your Personal Market Value

A realistic assessment of the value of your legal knowledge is essential to your preparation for salary negotiation. Consider whether you possess expertise in practice areas that are in especially

Interview Gaffes: What NOT to Do at an Interview

Our company occasionally polls clients about their experiences interviewing candidates. Almost too bizarre to seem true, these stories point out that some job seekers can be their own worst enemy during the interview process. (Certain details have been changed to protect the identities of the candidates.) The following behavior was reported by hiring managers from around the country:

■ A candidate offered this excuse for arriving late to the interview: “I accidentally locked myclothes in the closet.”

■ When asked why she wanted the job, a recent graduate replied, “I’m here for a paycheck. Isn’teverybody?”

■ When asked where she saw herself in five years, the candidate replied, “How am I supposedto know? Isn’t that your job?”

■ In the waiting area, a job seeker told the interviewer that he could not work for a firm with nopictures on the wall and an overall lack of ambiance.

■ The last thing the applicant said when he reached the hiring manager’s office was, “If I come towork here, you’ll have to fix the door in the lobby. It aggravates me when it slams shut.”

■ A candidate waiting in the lobby opened a large bag of cheese crunchies and began eatingthem. When the interviewer greeted him, he extended a hand covered with orange dust.

Although most candidates realize the importance of creating a good impression at an interview, gaffes can and do occur -- whether as a result of bad judgment, poor planning or simple anxiety. Situations such as those detailed here underscore the need to maintain your professionalism at all times when meeting with hiring executives.

For more information on interviewing, read Job Hunting for Dummies by Max Messmer.


high demand, such as litigation, general business and commercial law, healthcare, intellectual property, and labor and employment law. Background and accomplishments that are in short supply among attorney candidates will help you build a case for a higher starting salary. Legal publications and information provided by trade associations such as the Association of Corporate Counsel and the American Bar Association can help you assess the demand for people with your abilities. Industry surveys can provide salary ranges for various legal specialties. Robert Half Legal, for example, publishes an annual legal salary guide that contains average starting compensation levels for attorneys and other legal professionals.

While it’s important to be equipped with broad-based knowledge of the compensation levels your qualifications typically warrant, this cannot substitute for researching the specific needs of your prospective employer and how much they may be willing to pay you. Take into account how well your experience and capabilities fit with the organization that is hiring. A healthcare organization, for instance, will likely find experience in counseling healthcare providers on Medicare and Medicaid compliance and interpreting healthcare law regulations highly desirable while a property management firm will require real estate law expertise. If your skills are not an exact fit -- yet you still want to work for the company -- keep in mind that you may need to start at a slightly lower salary and build a track record.

It’s also helpful to search the Internet and trade publications for information on any recent occurrences that would have necessitated legal counsel for the prospective employer. Has the company been the subject of a recent lawsuit? Is a merger in the works? Additionally, try to determine if the organization’s legal matters are handled primarily by in-house counsel, or whether outside firms are often used. This will give you an idea of the intensity of the company’s needs and what legal specialty areas might be of the greatest value to the business.

You’ll also want to network with friends and professional contacts to try to find “the inside scoop” on the position. If the job has been open for some time, for instance, this may enhance your bargaining power. Gathering as much information as possible will help you determine how much leverage you have to negotiate a better offer. Optimally, you should conduct this research before

Resources for determining market rate compensation levels:

■ Industry publications

■ Professional associations (e.g., Association of Corporate Counsel)

■ Internet sources (Salary.com)

■ Local/regional job ad sources

■ U.S. Bureau of Labor Statistics (www.bls.gov)

■ Robert Half Legal Salary Guide (www.roberthalflegal.com/salaryguide)


an offer has been made, since you may be asked as early as your first interview to state your desired salary range. This information will serve as the basis for future compensation discussions.

2. What to Negotiate Beyond Salary

Once you have assembled the requisite information, don’t be afraid to aim high when negotiating your salary. Be realistic, however, and bear in mind that companies sometimes set a specific salary range for in-house legal counsel. If flexibility in this area appears to be limited -- but you are still interested in the position -- consider other factors that may be negotiable. Vacation time, flexible work hours, telecommuting, company expense accounts, and stock options are areas to explore. Additionally, performance-based bonuses are becoming increasingly common in the legal field and can provide the additional compensation you may be seeking.

Sandra, a property attorney, benefited from considering alternative forms of compensation when negotiating an offer with a nonprofit environmental organization. She suspected that the environmental group would pay somewhat less than her previous employer but was surprised when the offer was substantially lower than her prior salary. Although the organization very much wanted to hire Sandra, the funding for the position had already been budgeted and could not be changed. Since Sandra was extremely interested in working for the organization, she asked if working remotely would be an option, and it was. By working from home several days a week, she could save the money she otherwise would have paid in commuting and parking expenses. She also negotiated two extra weeks of vacation time. Because of her perseverance, Sandra and her employer were satisfied with the ultimate compensation package.

Here are some other negotiation alternatives:

■ A lower starting salary with an agreed-upon raise in six months

■ Reimbursed relocation expenses

Flexibility is essential to successful negotiation. Throughout the process, bear in mind that you and the prospective employer are working toward a shared goal -- finding a way for you to join their team. Determine what items within a salary and benefits package are vital to your job satisfaction versus those that aren’t, and be willing to compromise on the less significant issues. Your ability to professionally finesse a fair offer will make a significant impression in the mind of your employer.

3. The Final Decision

If you are unable to negotiate a reasonable offer, remain positive and upbeat in your communications with the company. Politely decline, explaining that while you’ve carefully considered the offer, it doesn’t meet your current needs. If, however, your negotiation was successful and you have accepted the position, ask for a letter of agreement that details the specifics of the offer, including salary and any negotiated perks.


F. Career Transition Success A successful legal career transition can literally be life-changing. An opportunity to move ahead into new areas may be just what it takes to reinvigorate your professional agenda.

While it’s true that, for some, finding a new work life is the result of a fair amount of serendipity, simply expecting new opportunities to fall into your lap is not a viable strategy. Creating tailored, meaningful goals and proactively and strategically pursuing them requires the same skills necessary for success as an attorney -- a solid work ethic, commitment to achieving your goals, and a willingness to approach every situation with intelligence, ingenuity, and flexibility.


IV. About Robert Half LegalWith offices in major North American and global markets, Robert Half Legal is a premier provider of experienced temporary and full-time professionals for law offices and corporate legal departments. The firm also provides managed review and e-discovery services. Through its expertise, diligence and exceptional attention to meeting the needs of its clients, Robert Half Legal has earned a reputation within the legal community for outstanding service and professionalism.

Because many of Robert Half Legal account executives have experience working both in legal departments as well as law firms, they bring with them an “insider’s knowledge” of clients’ needs, enabling them to serve as advisors on hiring and personnel management issues. On the candidate side, Robert Half Legal maintains an active referral network along with an extensive, detailed database of legal professionals currently available, offering access to a large talent pool for fulfilling the staffing needs of legal practices and departments.

Robert Half Legal routinely assists legal departments in identifying the appropriate personnel resources required for each particular circumstance, and provides specialists whose specific training and experience make them ideal for the assignment, whether it is temporary or full-time.

Robert Half Legal also serves as a reliable information source on management issues and workplace trends within the legal community. The company regularly conducts national surveys of attorneys and other legal professionals about topics ranging from the fastest growing fields of law to the expanding responsibilities of paralegals and administrators. In addition, Robert Half Legal has produced a number of informative pamphlets for management within law firms and corporate legal departments, complimentary copies of which may be requested by contacting Robert Half Legal.

For additional information, please visit Robert Half Legal’s website at: www.roberthalflegal.com.

To reach the office of Robert Half Legal nearest you, call (800) 870-8367.


V. Additional Resources

A. Job Search and Career Resources

1. Additional Job Search Tips

Law School Career Centers - Many law schools offer career resources to alumni in addition to current students and recent graduates. Check with your alma mater to see if they have a career development or services center that you can tap into for job opportunities that match your interests. You may also be able to avail yourself of career opportunity events the school may offer, such as legal employer fairs, career option workshops and conferences. If you no longer live near your alma mater, check to see if it has a partnership with a law school in your area that you can access.

Career Centers - Career centers can serve as a great resource and can usually help in all aspects of your job search. From listings of available positions to seminars and career counseling, it’s to your advantage to become familiar with the career centers in your area. Even if you didn’t attend the local colleges or universities in your area, you can still (in most cases) tap into their resources.

Recruiters - Recruiters, also known as placement firms or search consultants, are contacted by employers of all sizes to find suitable candidates for specific full-time job openings. They serve one principal function in your job search: to give you access to job leads you wouldn’t hear about otherwise.

Project Consulting Firms - These firms specialize in temporary and temp-to-hire assignments. Most of the larger ones now offer their job listings online. Firms that specialize in the legal field have a more targeted network of contacts, are better able to offer candidates relevant career advice, and are more likely to identify appropriate positions. Project work allows you to experience firsthand what it’s like to work in a specific industry or company while expanding your network.

Classifieds - The classifieds (or “want ads”) are convenient and easily accessible, whether in the newspaper or on the Internet. Though focusing your job search efforts on these alone is not a sound strategy -- only a fraction of available positions are advertised in this manner -- completely ignoring them is unwise. Since many small companies rely on classified ads, you should include them in your job search arsenal.

Trade Shows - Trade shows are a solid way to find out about the nature of work in a particular field because they bring large numbers of people from a single industry together in one place. Getting into the shows can be tricky, however, because they’re usually open only to industry or association members. However, some shows -- large computer shows, for example -- are open to the public.


Job Fairs - These events put you in direct contact with in-house recruiters for a number of companies -- all in a single venue. It’s your chance to sell yourself face-to-face, so be sure to have a 30-second synopsis of your job search objectives ready and a few copies of your resume with you. Some companies even have on-the-spot facilities to conduct impromptu job interviews.

Lectures, Courses, Seminars - Read your local paper or national publications to find out about lectures at local community centers, churches and libraries. The lectures rarely cost very much and give you a chance to talk with people who are highly knowledgeable in fields that might interest you. Also, review community college brochures and catalogs for classes that could expand your education or allow you to explore a new field of interest.

2. Job Search Sites on the Internet

One of the primary tools today’s in-house counsel can utilize to explore new career opportunities is the Internet. There are numerous websites dedicated to providing job listings for all types of careers, including those in the legal profession. The sites listed below are but a few of the many helpful starting points.

a. Legal Job Search Sites

American Corporate Counsel Association - In-House Job Line: Includes career resources and a comprehensive database that allows you to search by legal specialty. http://jobline.acc.com/index.cfm?

Robert Half Legal - Featuring a searchable database of job listings as well as career tips, this site offers a wealth of resources for attorneys and legal professionals. www.roberthalflegal.com

U. S. Department of Justice - Office of Attorney Recruitment and Management: The U.S. Department of Justice’s “job listings” section lists vacancies and information about career opportunities with the agency. www.usdoj.gov/oarm/

EmplawyerNet - This site offers a searchable legal jobs database and a free trial membership. You can list your credentials for potential employers to view and access the site’s legal library. www.emplawyernet.com

Go Jobsite - This site includes legal employment opportunities in the United Kingdom, France, Germany, Republic of Ireland, Italy, and Spain, as well as an e-mail service that enables you to receive recent listings electronically. www.jobsite.co.uk


Pro Bono Net - Provides information on how to get involved in volunteer service for private practitioners, law students, law school clinics, law firms, public interest law groups, and legal service providers. www.probono.net/index.cfm

Law Jobs - Allows users to search legal jobs by category, region and keyword. www.lawjobs.com and http://www.law.com

b. Career Sites

America’s Job Bank - The U.S. Employment Service online includes listings from all 50 states. www.jobbankinfo.org

The Career Builder Network - Provides one-stop access to different career sites. www.careerbuilder.com

LinkedIn - The site provides an advanced job search capability by industry, type of job, salary range, and location; also offers an alert option to be notified of openings that match your interests. www.linkedin.com/job/home?trk=hb_tab_jobs_top

“In Picture: Expert Tips for Using LinkedIn.” Forbes, July 7, 2012; available at: http://www.forbes.com/2010/07/07/linkedin-advanced-tips-jobs-hiring-leadership-careers-networking_slide.html

Careers.org - In addition to job listings from across the Internet, this site features the Career Gems section which compiles the 100 most useful and creative job-related websites. www.careers.org

Wall Street Journal Careers Online - Lists more than 15,000 jobs from the world’s largest companies, career news and information about relocating. www.careers.wsj.com


3. Additional Career Management Resources

Occupational Outlook Handbook (Book or CD-ROM)

Bureau of Labor Statistics Publications Sales Center P.O. Box 2145 Chicago, IL 60690

312-353-1880

www.bls.gov/oco/

Offers detailed descriptions of 250 occupations that account for six out of seven jobs in the economy. Each listing is divided into sections covering every aspect of the job, including the nature of the work itself, working conditions, employment opportunities, and basic qualities that employers generally look for in candidates. The information is, by necessity, somewhat general and not always 100 percent up-to-date, but no publication covers the American workplace more comprehensively or authoritatively.

Directory of Executive & Professional Recruiters

Kennedy Information Kennedy Place Route 12 South Fitzwilliam, NH 03447

800-531-1026 or 603-585-6544

www.kennedyinfo.com/js/der.html

Lists more than 3,800 search firms, giving names, addresses, areas of specialty, and salary ranges normally covered. Available in bookstores.

Non-Legal Careers for Lawyers

Gary A. Munneke

A valuable resource for planning and moving into a successful non-legal career.


Gale Directory of Publications & Broadcast Media

Gale Research, Inc. 835 Penobscot Building Detroit, MI 48226

800-877-4253

www.galegroup.com

A good source for local newspapers and trade publications.

Job Hunting for Dummies

Max Messmer

IDG Books Worldwide, Inc.

Provides practical information and suggestions about resources for everyone.

Robert Half Legal Salary Guide

For a free copy, go to http://www.roberthalflegal.com/salarycenter or call (800) 870-8367.

Published annually, the guide contains current information on more than 70 legal in the U.S. and Canada.

50 Legal Careers For Non-Lawyers

Ursula Furi-Perry

A valuable resource for both recent law school graduates and seasoned attorneys who wish to gain an understanding of what non-legal careers may be available.

http://apps.americanbar.org/abastore/index.cfm?section=main&fm=Product.AddToCart&pid=1620305


LinkedIn in One Hour for Lawyers

Dennis Kennedy & Allison C. Shields

Outlines how to take advantage of LinkedIn to create, nurture, and expand your professional network and use the site in the hiring process.

http://apps.americanbar.org/abastore/index.cfm?section=main&fm=Product.AddToCart&pid=5110737

4. ACC Resources

Frederick J. Krebs, “GPS: Get on the Path to Success,” ACC Docket 30, no. 6 (July 2012): 42, available at http://www.acc.com/legalresources/resource.cfm?show=1313389.

Todd A. Borow, “Keep Your Skills Current While in Transition”, ACC Docket 29, no.6 (July 2011); 66, available at http://www.acc.com/legalresources/resource.cfm?show=1288903.

Todd H. Silberman, “Small Law – Job Seekers: Be Aware and Beware,” ACC Docket 29, no. 6 (July 2011): 24, available at http://www.acc.com/legalresources/resource.cfm?show=1288927.

Nanci Tucker, “Small Law: Turning Interviews into Job Offers,” ACC Docket 27, no.7, (Sep. 2009): 16, available at http://www.acc.com/legalresources/resource.cfm?show=516910.

Robert Falk, Janine Greenwood, and Scott Drumheller, “The Water’s Fine: Making a Career Transition to a Nonprofit Organization,” ACC Docket 30, no. 6 (July 2012): 26, available at http://www.acc.com/legalresources/resource.cfm?show=1313367.

Charles A. Volkert III, Esq., A New Year, A New Career? How to Make a Smooth Transition” , ACC Article (Jan. 2013), available at http://www.acc.com/legalresources/resource.cfm?show=1326125.

Charles A. Volkert III, Esq.,“Jumpstarting a Stalled Job Search”, ACC Article (Feb. 2013), available at http://www.acc.com/legalresources/resource.cfm?show=1331667.


VI. Endnotes

1 “One in Three Lawyers Plans to Increase e-Discovery Spending, Robert Half Legal eDiscovery Services Research Reveals.” Robert Half Legal eDiscovery Services, Mar. 22, 2012, available at http://legal.rhi.mediaroom.com/index.php?s=421&item=1405

2 “Help Wanted: The future of Work in Advanced Economies.” McKinsey Global Institute, March 2012, available at http://mckinseyonsociety.com/help-wanted-the-future-of-work-in-advanced-economies/.

3 “A Lawyer, a Baker, a Candlestick Maker ... New Survey Reveals Most Appealing Career Alternatives for Attorneys.” Robert Half Legal, March 17, 2005, available at http://legal.rhi.mediaroom.com/index.php?s=421&item=575.

4 “Where the Legal Jobs Are,” Robert Half Legal, January 10, 2013, available at http://legal.rhi.mediaroom.com/2013-01-10-WHERE-THE-LEGAL-JOBS-ARE-Litigation-to-Offer-Greatest-Opportunities-in-2013-Challenges-Finding-Top-Talent-Reported.

5“Survey says: Executives prefer chronological resumes from job seekers” by Matt Krumrie, Examiner.com, Sept. 24, 2009, available at

http://www.examiner.com/article/survey-says-executives-prefer-chronological-resumes-from-job-seekers

Career Options for In-House Counsel

Documents

Transcript of Career Options for In-House Counsel