Tuesday, January 24, 2006
Hurrah to David Maister.
I am really pleased to share this excerpt from his blog with you:
"Lawyers have discovered, like the Dickensian factory owner, that you can, in reality, make a lot of money if you work everybody very, very hard and really slash your costs, and don’t give a gosh-darn about the how people (partners, associates or staff) feel about their work-lives.
But as I analyzed in a 2005 article called “Are You Abusive, Cynical or Exciting?” (available here on my website) while it’s an approach to riches, it can be proved that it is not the approach to riches. “Let’s succeed by working more hours with ever decreasing amounts of support” is not the most sophisticated piece of business thinking I’ve ever heard. Yet it’s exactly what most law firm partners tell me (and you, Ellen) that their firm is doing.
Why do law firms find it so hard to understand that a feudal warlord system forcing everyone to work harder is not the height of mankind’s achievement in civilization?"
David does not agree with these practices and he was writing in response to a question from Ellen Ostrow, who is a coach/consultant with a Ph.D. in psychology who promotes work/life balance issues in her practice with women lawyers.
I am really pleased to share this excerpt from his blog with you:
"Lawyers have discovered, like the Dickensian factory owner, that you can, in reality, make a lot of money if you work everybody very, very hard and really slash your costs, and don’t give a gosh-darn about the how people (partners, associates or staff) feel about their work-lives.
But as I analyzed in a 2005 article called “Are You Abusive, Cynical or Exciting?” (available here on my website) while it’s an approach to riches, it can be proved that it is not the approach to riches. “Let’s succeed by working more hours with ever decreasing amounts of support” is not the most sophisticated piece of business thinking I’ve ever heard. Yet it’s exactly what most law firm partners tell me (and you, Ellen) that their firm is doing.
Why do law firms find it so hard to understand that a feudal warlord system forcing everyone to work harder is not the height of mankind’s achievement in civilization?"
David does not agree with these practices and he was writing in response to a question from Ellen Ostrow, who is a coach/consultant with a Ph.D. in psychology who promotes work/life balance issues in her practice with women lawyers.
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Saturday, January 21, 2006
The Destruction of Young Lawyers
The Wall Street Journal's excellent new law blog brings to our attention a new book, The Destruction of Young Lawyers by Douglas Litowitz, an Ohio lawyer and writer and former practitioner at Chicago’s Sonnenschein Nath & Rosenthal.
The New York Law Journal reviews the book and it is worth reading, but I most enjoyed the comments on the WSJ blog. Seems some people think that being a alienated associate results from being frustrated that the pursuit of money is so degrading, while I believe that the unvarnished "pursuit of money" culture in law firms turns off the young lawyers who were looking for meaning and service to the common good.
The Wall Street Journal's excellent new law blog brings to our attention a new book, The Destruction of Young Lawyers by Douglas Litowitz, an Ohio lawyer and writer and former practitioner at Chicago’s Sonnenschein Nath & Rosenthal.
The New York Law Journal reviews the book and it is worth reading, but I most enjoyed the comments on the WSJ blog. Seems some people think that being a alienated associate results from being frustrated that the pursuit of money is so degrading, while I believe that the unvarnished "pursuit of money" culture in law firms turns off the young lawyers who were looking for meaning and service to the common good.
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Friday, January 20, 2006
Why or Why Do I Love Paris? Or Law?
Carolyn Elefant at My Shingle asks:
"Did biglaw attorneys ever want to practice law to begin with, or was law just an easy way to suppress other passions or avoid a deeper exploration of their desires. Or does the large firm, through its merciless, grinding caste system, kill young lawyers' vision of law as a noble, empowering
career that can change lives and promote justice?"
This is one of my theories: People go into law for one of two reasons -- either they are motivated to serve the public good or they are motivated to get rich.
Those who want to get rich become miserable, pessimistic, burnt-out rich guys in big law. Those who want to serve the public good either go into non-profit, public law or go out on their own and scrape by -- happily.
The big firms are factories exploiting the young and naive, the middle-aged and complacent, and the old, technically-proficient types for the financial benefit of the partnership. Don't you watch Boston Legal?
Didn't you sympathise with the guy who put the knife to Candace Bergen's neck? Fifteen years of service with no hope of partnership and not the least interest in the guy as a person with a problem...
Carolyn Elefant at My Shingle asks:
"Did biglaw attorneys ever want to practice law to begin with, or was law just an easy way to suppress other passions or avoid a deeper exploration of their desires. Or does the large firm, through its merciless, grinding caste system, kill young lawyers' vision of law as a noble, empowering
career that can change lives and promote justice?"
This is one of my theories: People go into law for one of two reasons -- either they are motivated to serve the public good or they are motivated to get rich.
Those who want to get rich become miserable, pessimistic, burnt-out rich guys in big law. Those who want to serve the public good either go into non-profit, public law or go out on their own and scrape by -- happily.
The big firms are factories exploiting the young and naive, the middle-aged and complacent, and the old, technically-proficient types for the financial benefit of the partnership. Don't you watch Boston Legal?
Didn't you sympathise with the guy who put the knife to Candace Bergen's neck? Fifteen years of service with no hope of partnership and not the least interest in the guy as a person with a problem...
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Sunday, January 15, 2006
Generational Differences Used to Sell Product
Law firm managers are still grappling with the issue of generational differences (if not ignoring them) while the market is already using it to sell products. Reminds me of the first ball point pens sold in hallucinatory colors.
From a press release for an Internet product:
"In difference to the Boomer's lifestyle choice championing an effervescent fidelity for consumption, Generation Xers (popularly falling in the 1967-1977 birth-year bracket) have formally marked their territory. This territory is increasingly defined by "flex-time" and efficient business practices harnessing technology to increase productivity.
As Generation X steps forward to fill leadership posts vacated by Boomers enjoying their retirement, Xers find themselves on the cusp of a meaningful paradigm shift. It reflects their personal values which are heavily influenced by the desire to embrace efficient business practices while also pursuing the various passions in their lives..."
Law firm managers are still grappling with the issue of generational differences (if not ignoring them) while the market is already using it to sell products. Reminds me of the first ball point pens sold in hallucinatory colors.
From a press release for an Internet product:
"In difference to the Boomer's lifestyle choice championing an effervescent fidelity for consumption, Generation Xers (popularly falling in the 1967-1977 birth-year bracket) have formally marked their territory. This territory is increasingly defined by "flex-time" and efficient business practices harnessing technology to increase productivity.
As Generation X steps forward to fill leadership posts vacated by Boomers enjoying their retirement, Xers find themselves on the cusp of a meaningful paradigm shift. It reflects their personal values which are heavily influenced by the desire to embrace efficient business practices while also pursuing the various passions in their lives..."
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Thursday, January 12, 2006
Eli Mina's newsletter contains the article below on how to make meetings more bearable.
A MULTI-SENSORY MEETING
This article is based on “The Business Meetings Sourcebook.”
A frequent complaint is that meetings are so boring that attendees tune out, attend to other duties, review their e-mails, surf the internet, or even fall asleep. To address this problem, meetings need to be so engaging that all individuals will be compelled to participate as active, willing and enthusiastic partners, for the full duration of the meeting.
The above goal may sound fictional, unless you think about engaging participants through their five senses (sight, sound, taste, smell and touch), as well as their hearts and minds.
The sense of sight: Encourage discussion leaders to add visual effects to presentations e.g.: charts, drawings, photos, props and other visual aids. They should do so in moderation and only if the visual effects enhance their presentations (too much “Powerpoint” can cure people’s insomnia). In addition, hold meetings in well-lit rooms. You may want to insist on rooms with windows.
The sense of sound: Offer your discussion leaders public speaking training, so they make their voices less monotonous and more interesting, animated and engaging. In some situations, it may be appropriate to use certain music for variety and a different perspective on an issue. Conversely, check if there is a noisy meeting or event next door, to prevent vocal distractions.
The sense of taste: Arrange fresh, interesting and tasty snacks and meals (without getting too adventurous). Avoid heavy meals that tend to make people tired and sleepy. Never serve alcohol before or during a business meeting.
The sense of smell: Ensure the room is well ventilated. Flowers may be appropriate in some settings (also engaging the sense of sight). Avoid stuffy and smelly rooms. Try to avoid scheduling a meeting next to a hotel kitchen: Spices and other scents may have positive or negative effects.
The sense of touch: If appropriate, engage participants in brainstorming and problem solving activities. The goal should be to keep “lecture-mode” to the necessary minimum and give people a chance to physically move around while addressing the issues at hand.
Intellectual appeal: Make the content of the meeting intellectually stimulating and challenging, to engage their minds and stimulate creative thinking.
Emotional appeal: Ask presenters to support theoretical material with real life stories and examples. Make it safe for people to speak up, even if their views may not be popular with others. Schedule time to recognize and acknowledge special achievements.
By engaging participants through the five senses and through their minds and hearts, you are bound to achieve better substantive outcomes (quality discussions and smart consensus) and better process outcomes (engagement and efficiency). Your group will be more likely to make good decisions, to make these decisions together, and to make them within a reasonable amount of time.
Eli Mina consults on "building better decision making teams and leaders" and provides these services:
• Meeting Mentor & Coach
• Facilitator, Mediator, Peacemaker
• Book Author
• Rules of Order Expert
(Registered Parliamentarian)
A MULTI-SENSORY MEETING
This article is based on “The Business Meetings Sourcebook.”
A frequent complaint is that meetings are so boring that attendees tune out, attend to other duties, review their e-mails, surf the internet, or even fall asleep. To address this problem, meetings need to be so engaging that all individuals will be compelled to participate as active, willing and enthusiastic partners, for the full duration of the meeting.
The above goal may sound fictional, unless you think about engaging participants through their five senses (sight, sound, taste, smell and touch), as well as their hearts and minds.
The sense of sight: Encourage discussion leaders to add visual effects to presentations e.g.: charts, drawings, photos, props and other visual aids. They should do so in moderation and only if the visual effects enhance their presentations (too much “Powerpoint” can cure people’s insomnia). In addition, hold meetings in well-lit rooms. You may want to insist on rooms with windows.
The sense of sound: Offer your discussion leaders public speaking training, so they make their voices less monotonous and more interesting, animated and engaging. In some situations, it may be appropriate to use certain music for variety and a different perspective on an issue. Conversely, check if there is a noisy meeting or event next door, to prevent vocal distractions.
The sense of taste: Arrange fresh, interesting and tasty snacks and meals (without getting too adventurous). Avoid heavy meals that tend to make people tired and sleepy. Never serve alcohol before or during a business meeting.
The sense of smell: Ensure the room is well ventilated. Flowers may be appropriate in some settings (also engaging the sense of sight). Avoid stuffy and smelly rooms. Try to avoid scheduling a meeting next to a hotel kitchen: Spices and other scents may have positive or negative effects.
The sense of touch: If appropriate, engage participants in brainstorming and problem solving activities. The goal should be to keep “lecture-mode” to the necessary minimum and give people a chance to physically move around while addressing the issues at hand.
Intellectual appeal: Make the content of the meeting intellectually stimulating and challenging, to engage their minds and stimulate creative thinking.
Emotional appeal: Ask presenters to support theoretical material with real life stories and examples. Make it safe for people to speak up, even if their views may not be popular with others. Schedule time to recognize and acknowledge special achievements.
By engaging participants through the five senses and through their minds and hearts, you are bound to achieve better substantive outcomes (quality discussions and smart consensus) and better process outcomes (engagement and efficiency). Your group will be more likely to make good decisions, to make these decisions together, and to make them within a reasonable amount of time.
Eli Mina consults on "building better decision making teams and leaders" and provides these services:
• Meeting Mentor & Coach
• Facilitator, Mediator, Peacemaker
• Book Author
• Rules of Order Expert
(Registered Parliamentarian)
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Wednesday, January 11, 2006
Sexy -- whom? I?
"I think people who use grammar correctly are sexy because it means they're smart," says Laurie Rozakis, author of The Complete Idiot's Guide to Grammar and Style. She thinks the rise of interest in grammar is related to a tightened economy and increased competition in the workplace. "You whiten your teeth, you get laser surgery on your eyes, and you learn how to speak and you learn how to write," she says.
Source: The Sacramento (Calif.) Bee
reported by the Globe and Mail, Toronto
"I think people who use grammar correctly are sexy because it means they're smart," says Laurie Rozakis, author of The Complete Idiot's Guide to Grammar and Style. She thinks the rise of interest in grammar is related to a tightened economy and increased competition in the workplace. "You whiten your teeth, you get laser surgery on your eyes, and you learn how to speak and you learn how to write," she says.
Source: The Sacramento (Calif.) Bee
reported by the Globe and Mail, Toronto
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Wednesday, January 04, 2006
Life as a hapless peon
Bruce MacEwen blogged the question: Build on Your Strengths Or Tackle Your Weaknesses?
There is much support for the position that building on your strengths is the path to success. Janet Dean of Advance Corporate Training delivered a speech last fall on this -- directed to human resources people. I wish Janet would post it.
Today the BBC News reported on a European study. Researchers from Gothenburg University in Sweden have been studying published data on what makes people happy but are not yet ready to publish their results.
But the BBC reports, Averil Leimon, of the British Psychological Society, said: "Hard work is satisfying, but only if it suits you. The work has to use a person's strengths otherwise it can be demoralising." If it does, research has shown that the happiness is not even linked to the rewards that are on offer.
Think about it. How happy would you be in a job in which you exercise only those skills and attributes in which you are weakest? If you are disorganized and hate paperwork why are you a solicitor? If you puke before every jury trial, why are you in court? You won't get happier and while you might get better at the things you hate doing (because you feel inadequate) you will only be coping and working toward burn-out.
Bruce, Yes, work on your strengths.
Bruce MacEwen blogged the question: Build on Your Strengths Or Tackle Your Weaknesses?
There is much support for the position that building on your strengths is the path to success. Janet Dean of Advance Corporate Training delivered a speech last fall on this -- directed to human resources people. I wish Janet would post it.
Today the BBC News reported on a European study. Researchers from Gothenburg University in Sweden have been studying published data on what makes people happy but are not yet ready to publish their results.
But the BBC reports, Averil Leimon, of the British Psychological Society, said: "Hard work is satisfying, but only if it suits you. The work has to use a person's strengths otherwise it can be demoralising." If it does, research has shown that the happiness is not even linked to the rewards that are on offer.
Think about it. How happy would you be in a job in which you exercise only those skills and attributes in which you are weakest? If you are disorganized and hate paperwork why are you a solicitor? If you puke before every jury trial, why are you in court? You won't get happier and while you might get better at the things you hate doing (because you feel inadequate) you will only be coping and working toward burn-out.
Bruce, Yes, work on your strengths.
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Wednesday, December 28, 2005
The New Legal Humor
Law.com carries an article about the evolution in lawyer jokes which now includes jokes about the tension between partners and associates. Marc Galanter, a distinguished law professor, offers this explanation:
"The legal profession continues to grow, albeit more slowly. But all the growth is of older lawyers. This increases pressure on firms to thin their upper ranks to make room for ambitious younger people by mandating earlier retirement, or departnering those whose performance lags behind ever-rising standards. In short, the partnership tournament -- once something that only had to be endured at the beginning of a law firm career -- now lasts until the end."
Read the new jokes at Did You Hear the One About ...
Law.com carries an article about the evolution in lawyer jokes which now includes jokes about the tension between partners and associates. Marc Galanter, a distinguished law professor, offers this explanation:
"The legal profession continues to grow, albeit more slowly. But all the growth is of older lawyers. This increases pressure on firms to thin their upper ranks to make room for ambitious younger people by mandating earlier retirement, or departnering those whose performance lags behind ever-rising standards. In short, the partnership tournament -- once something that only had to be endured at the beginning of a law firm career -- now lasts until the end."
Read the new jokes at Did You Hear the One About ...
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Thursday, December 22, 2005
Former Prosecutor Convicted in Shooting of Rival Attorney
In case you missed earlier reports on this case, here is a synopsis:
William R. Joice, a former prosecutor, has now been convicted by a Washington jury of attempted murder. In a 2004 he shot Kevin Jung who is now in a nursing home, unable to speak.
Joice had been ordered to pay Jung thousands of dollars in fees for missing hearings and failing to turn over documents. Rather than attend a contempt hearing, Joyce shot Jung outside his office on his way to court.
So what's the point?
You can no longer assume that your own aggressive tactics will be treated as "all part of the game". In self-defence, you must now practice law defensively just as you "drive defensively" to avoid all those idiots on the road.
And now it is not only the client on the opposing side that is a threat to you, but also the lawyer.
Pays to be cooperative and practice your people skills.
In case you missed earlier reports on this case, here is a synopsis:
William R. Joice, a former prosecutor, has now been convicted by a Washington jury of attempted murder. In a 2004 he shot Kevin Jung who is now in a nursing home, unable to speak.
Joice had been ordered to pay Jung thousands of dollars in fees for missing hearings and failing to turn over documents. Rather than attend a contempt hearing, Joyce shot Jung outside his office on his way to court.
So what's the point?
You can no longer assume that your own aggressive tactics will be treated as "all part of the game". In self-defence, you must now practice law defensively just as you "drive defensively" to avoid all those idiots on the road.
And now it is not only the client on the opposing side that is a threat to you, but also the lawyer.
Pays to be cooperative and practice your people skills.
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Tuesday, December 13, 2005
What Partners Think vs What Associates Think
More on the generational differences between the boomers and Generation X in the law firm...
Phyllis Weiss Haserot has reviewed a study by Edge International (Australian office) and provide a quick summary and chart at her website.
More on the generational differences between the boomers and Generation X in the law firm...
Phyllis Weiss Haserot has reviewed a study by Edge International (Australian office) and provide a quick summary and chart at her website.
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