For a start, it illustrates its wisdom, not just by anecdotes drawn from Overhaus’s own career in US tech firms and a Magic Circle firm, but also from case studies drawn from business, politics, and the law, whilst the glossy text is also full of diagrams, cartoons, and graphs. Atypical stuff, perhaps, for those who have honed their career wisdom on Glanville Williams and Richard Susskind, but a surprisingly digestible read, after the Christmas turkey.
The book is methodical and accessible, but at 537 pages long, it is not lightweight. The author’s American antecedents are easily discernible, albeit the lessons passed on are common to a UK audience, and particularly those associates in medium to large sized firms.
What really stands out is the author’s refreshing candour about the perceived lack of awareness lawyers have, about what will bring them long-term success, and the need to sharpen their skills and attributes, which she believes young lawyers learn too late.
So what tips would she give to any associate who is evaluating their career this Christmas and New Year?
Overhaus says that at some point ‘your career as a lawyer is likely to become dependent upon your network of relationships—for example, to get work, bring in a new client, be promoted, or even find a job’.
Recognising this, she says, her first tip is ‘no matter what stage you are in your career, you should be investing in your relationships: you can never be too junior to think about your network, and the point when you need a circle of relationships will come quicker than you think’.
Secondly, she says, far too many lawyers try to compete on the same narrow dimensions. She cites technical expertise, depth of experience, or breadth of capability, which she feels fails to adequately differentiate them from the competition.
Her advice is, instead, to ‘present yourself as something more than merely an intellectual asset- develop a personal brand that distinguishes you from other lawyers with similar credentials’.
Finally, she says, assistants, can begin enhancing their “soft skills” early on. She advises them to learn how to communicate persuasively, saying: ‘Build your people skills to better manage and influence both clients and colleagues. It will be these “soft skills” that will not only distinguish you, but which will generate valuable client relationships’. Perhaps, then such careers advice might well be a good stocking-filler for assistants aspiring to partnership than the Green, Red, or White Books? Merry Christmas!
Ben Rigby
Ben Rigby is a freelance legal journalist, having previously worked as a staff reporter on 'Legal Business' and 'In-House Lawyer' magazines, as well as Bar Editor of the Legal 500 UK. A non-practicing solicitor, he has worked in general practice in Essex and Kent, as well as at the Law Society of England & Wales and the Ministry of Defence.
He is a Past President of the European Young Bar Association and a Past Chairman of the London Young Solicitors Group. Ben has written regularly about issues that affect young lawyers in the EYBA’s magazine, Eurolawyer, as well as for TSG Life, London Lawyer, and YSG Magazine.
What really stands out is the author’s refreshing candour about the perceived lack of awareness lawyers have, about what will bring them long-term success, and the need to sharpen their skills and attributes, which she believes young lawyers learn too late.
So what tips would she give to any associate who is evaluating their career this Christmas and New Year?
Overhaus says that at some point ‘your career as a lawyer is likely to become dependent upon your network of relationships—for example, to get work, bring in a new client, be promoted, or even find a job’.
Recognising this, she says, her first tip is ‘no matter what stage you are in your career, you should be investing in your relationships: you can never be too junior to think about your network, and the point when you need a circle of relationships will come quicker than you think’.
Secondly, she says, far too many lawyers try to compete on the same narrow dimensions. She cites technical expertise, depth of experience, or breadth of capability, which she feels fails to adequately differentiate them from the competition.
Her advice is, instead, to ‘present yourself as something more than merely an intellectual asset- develop a personal brand that distinguishes you from other lawyers with similar credentials’.
Finally, she says, assistants, can begin enhancing their “soft skills” early on. She advises them to learn how to communicate persuasively, saying: ‘Build your people skills to better manage and influence both clients and colleagues. It will be these “soft skills” that will not only distinguish you, but which will generate valuable client relationships’. Perhaps, then such careers advice might well be a good stocking-filler for assistants aspiring to partnership than the Green, Red, or White Books? Merry Christmas!
Ben Rigby
Ben Rigby is a freelance legal journalist, having previously worked as a staff reporter on 'Legal Business' and 'In-House Lawyer' magazines, as well as Bar Editor of the Legal 500 UK. A non-practicing solicitor, he has worked in general practice in Essex and Kent, as well as at the Law Society of England & Wales and the Ministry of Defence.
He is a Past President of the European Young Bar Association and a Past Chairman of the London Young Solicitors Group. Ben has written regularly about issues that affect young lawyers in the EYBA’s magazine, Eurolawyer, as well as for TSG Life, London Lawyer, and YSG Magazine.
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