What sorts of things are on your wish list for your dream job? The work you want to do, the reputation of the firm, salary, benefits, career prospects, location, likeable people and a good environment? I would agree with all of those. However, there is one element that is often not given the consideration it warrants, if indeed it is thought about at all.
The question is: Do you fit in with what the firm is trying to achieve in a strategic sense? Do you even know what that is? Don’t depend on your prospective employer deciding on the answer, as they may have given little thought to it themselves. If this is the case, then you should start to hear alarm bells. A firm that has no clear vision of where it wants to go (or has not devised a plan for getting there) is an outfit that is likely to drift on at best and lurch from one crisis to another at worst.
Sometimes a firm does have a clear strategy, but when it comes to recruitment they just assume that a candidate with a good track record in their chosen field – whether that be in terms of experience, or fee-earning capacity – will be a good addition to the stable. The thinking seems to be that if an applicant is good on paper, and bright and personable at interview, then all will be well.
But say, for example, your prospective employer has invested heavily in IT. The firm wants all their lawyers to produce their own work, and you find that unpalatable. Or the reverse: they are steeped in traditional ways that you might find wasteful. If you both skirt around these differences, one or both of you will be disappointed.
I’ve heard a partnership likened to a tree, in that only strong roots will enable the tree to grow healthily, no matter how much you tend to the leaves. Partners can discuss details pertaining to strategy, but if they are fundamentally at odds they will never prosper as a whole. The same applies to the relationship between employer and employee.
Be prepared then to quiz your interviewers to explain their business plan and what they think it will take to achieve their objectives. Ask yourself if each element of the plan is something that enthuses you and makes you want to be part of the firm’s strategy.
If you can’t picture yourself buying into all that is laid out before you, then all of the enticements that otherwise look so good will not sustain you for the long haul.
Employers would do well to heed these suggestions too. Is your business plan used to shape recruitment strategy and the recruitment process itself? If not, you might be making it more difficult than it needs to be to effect cultural change. Winning the hearts and minds of those already within the firm (partners included) is a challenge in itself, but the problem is exacerbated if you bring in people who do not buy into what you are trying to achieve, no matter how good they are at practising law or amassing bills.
I have seen this mismatch many times and it is unhappy for all concerned. Ignore these issues at your (joint) peril!
Martin Langan
Martin Langan is a former practising solicitor and equity partner in private practice. He is now a legal IT and operations strategic consultant, with particular emphasis on workflow development and business process mapping and change. He is the founder of Legal Workflow Limited.
But say, for example, your prospective employer has invested heavily in IT. The firm wants all their lawyers to produce their own work, and you find that unpalatable. Or the reverse: they are steeped in traditional ways that you might find wasteful. If you both skirt around these differences, one or both of you will be disappointed.
I’ve heard a partnership likened to a tree, in that only strong roots will enable the tree to grow healthily, no matter how much you tend to the leaves. Partners can discuss details pertaining to strategy, but if they are fundamentally at odds they will never prosper as a whole. The same applies to the relationship between employer and employee.
Be prepared then to quiz your interviewers to explain their business plan and what they think it will take to achieve their objectives. Ask yourself if each element of the plan is something that enthuses you and makes you want to be part of the firm’s strategy.
If you can’t picture yourself buying into all that is laid out before you, then all of the enticements that otherwise look so good will not sustain you for the long haul.
Employers would do well to heed these suggestions too. Is your business plan used to shape recruitment strategy and the recruitment process itself? If not, you might be making it more difficult than it needs to be to effect cultural change. Winning the hearts and minds of those already within the firm (partners included) is a challenge in itself, but the problem is exacerbated if you bring in people who do not buy into what you are trying to achieve, no matter how good they are at practising law or amassing bills.
I have seen this mismatch many times and it is unhappy for all concerned. Ignore these issues at your (joint) peril!
Martin Langan
Martin Langan is a former practising solicitor and equity partner in private practice. He is now a legal IT and operations strategic consultant, with particular emphasis on workflow development and business process mapping and change. He is the founder of Legal Workflow Limited.
A big key in this is believing in what you're doing as well. I had a job that was well paid, nice people but I didn't agree with the companies overall aim. Not a small thing as this was the reason they existed - so I had to leave.
Posted by: Homeowner Loans | Thursday, 18 March 2010 at 11:27 AM