Category Archives: Uncategorized

Angie Robertson graduated from Loyola University Chicago School of Law in 2010. She has experience with public interest law, family law, legal document review and sales.  When she is not reading or writing about law, she enjoys live music, exploring Chicago, watching roller-derby, and spending time with her husband and her dog.

As anyone who is on the job market knows, speaking fluent Spanish can be a huge asset to your job search. As anyone who has ever learned or attempted to learn a second language knows, this task is no small feat. Hiring attorneys looking for bilingual, entry-level, Spanish-speaking attorneys and paralegals aren’t looking for high-school level speakers who can fluently ask clients questions such as: “Where is the hospital?” “Do you like to sing?” and “What is your name?” Typically, those hiring seek a native speaker or attorneys who just happened to spend a semester abroad in college or a few years in Peace Corps in Central or South America. Those folks are out there, but they are in high demand and they tend to swoop up jobs quickly.

Enter my brilliant idea when and I needed to find a job: I will become fluent in Spanish. I had taken four years in high school and thought this might take one month, three months max.

I started by buying a book I found on Amazon called “Spanish for Attorneys and Paralegals” (William Harvey, 2009). It comes with a CD with helpful words and phrases. I give it about three stars out of five. Half of the book is very basic, written for an audience who is completely unfamiliar with the Spanish language. But these were all things I’d learned in high school, so I continued to the legal terminology sections, but this was not very helpful either. Granted, I learned some new vocabulary, but there wasn’t a lot of direction on what to do with it. For example, one key phrase included “what happened with” followed by a list of legal nouns. I imagined myself asking: “¿Què pasò con la tarjeta de credito?” (What happened with the credit card?) It almost wouldn’t matter how the client responded, there was no way I was prepared to understand and respond effectively without asking her to repeat herself 10 times. This would not do.

I did some research for Spanish classes geared towards attorneys. I found a few private instructors, but surprisingly little. None of the bar associations have sections for bilingual attorneys—at least none that I could find. If anyone reading this knows of one that was right in front of my face and I missed, please comment to this blog and tell me. I was reminded of my days clerking in the collections courtroom at the Daley Center, where I learned there are only three Spanish translators covering all of the courtrooms.

I wrote several admissions counselors at city colleges. This seemed like exactly the type of thing a city college is intended for. I was informed that the city colleges do not provide continuing adult education in Spanish. Finally, I was lucky to find a small private language school a few blocks from where I live and immediately enrolled.

Currently, I am in Spanish Three (of five levels) and what I have learned about the complexity of the language has been surprising. Prepositions and pronouns are different and word order can be confusing. There are at least four different forms of saying things in the past tense. There are two different words for “for” and for the basic verb “to be,” and using the incorrect version can completely alter your message. Don’t get me started on the homonyms. My instructor knew that I was a lawyer and was hoping to be able to use Spanish in my practice someday, so she gave me a legal vocabulary list that was at least three times as long as the one in the book I purchased months before. I was annoyed to find that the word for “handcuffs” is the same word in as the word for “wife.” I imagined that this homonym could lend itself well to stand-up comedians and probably has for decades. As a fan of comedy, I sincerely hoped these homonyms were at least being put to use to make creative punch lines rather than obvious ones.

When I started this voyage of learning Spanish, I took it extremely seriously hoping it could help me find a job within six months. When I became more involved, I realized this would be a much longer and more intensive learning experience than what I had anticipated. It has now been six months since I began classes and, although I am now confident that I could have a conversation with a client about what happened to her credit card, I am still looking for a job and still not satisfied with my mastery of the language. Learning Spanish has been a challenge that has reshaped the way I view the world and what I imagine the future for my career—whether legal or beyond. As they might say in Buenos Aires, Madrid, Santiago, or even here in Chicago, “A veces, nuestros sueños pueden cambiar.” (Sometimes, our dreams can change.)

J. Nick Augustine J.D. is the principal of Pro Serve PR, a public relations firm serving law and professional service firms. Nick advises and assists attorneys in transition based on his experience in legal marketing, public relations, and practice management. Nick shares career growth experience and innovation with legal job seekers.

Good listening skills are a strong asset in an interview. Whether meeting with the hiring partner or arriving at the first meeting with a placement agency, the interviewer will scrutinize your answers. Imagine you are interviewing several candidates to whom you pose the same question, would you notice when the other person is clearly not listening? Certainly.

There are several important benefits to practicing good listening:

(1) Good listeners who directly answer questions seem engaged;

(2) Interviewers will remain engaged with candidates who answer directly;

(3) Effective listeners sense the pattern of questions and spot an opportunity to offer a direct answer with added value;

(4) Effective listening helps both parties avoid assumptions; and

(5) Interviewers appreciate candidates who care enough to listen and offer the best answer.

First, a good listener who answers the question posed appears engaged. Directly answer the question asked or the interviewer could think you: (a) are not paying attention, (b) cannot understand the question, (c) do not really care about the interview. If you relax and directly respond to the posed question you are more likely to appear engaged in the discussion.

Then, once you appear engaged, likely the interviewer will remain engaged in dialogue. Law practice requires effective listening and interviewing, if you cannot listen in an interview, how will you perform with clients? Interviewers who meet with several candidates are likely to continue the process with those who keep them engaged.

Next, when listening to the pattern of questions most people can identify the inquiry sequence. If you sense there is an opportunity to directly answer a question and offer an additional benefit then you can impress an interviewer who might have not learned the additional information. Be certain you fully answered the question before offering an additional response.

After engaging in effective dialogue, both parties likely sense a complete exchange of information. When listening for questions that do not come up, make a mental note of follow up questions that move the parties away from assumptions. It is appropriate to make short notes during an interview. Candidates who ask follow-up questions for certainty appear to show initiative.

Finally, interviewers are often thankful when a candidate waits for the sequence of questions. If you are a witness in court, the instructions are, “Please only answer the question asked,” and this applies to interview settings as well. Remember that you have one chance to make a first impression. Good listeners have great interviews when their responses convey knowledge, skill and confidence.

Angie Robertson graduated from Loyola University Chicago School of Law in 2010. She has experience with public interest law, family law, legal document review and sales.  When she is not reading or writing about law, she enjoys live music, exploring Chicago, watching roller-derby, and spending time with her husband and her dog.

Last week, the document review project I had been working on all summer ended abruptly.  In this industry, that just happens and there is really no one to blame. Such is the nature of temp work.

Those of us who find ourselves doing document review out of economic necessity take jobs based on a rather simple cost/benefit analysis:

• Are reviewers treated as an important part of the litigation process?
• Are directions clear, and are questions about the review addressed consistently?
• Is the review in a convenient location?
• Can we listen to podcasts or music while we work?
• Is the office comfortable?
• Are the hours flexible so we can go to interviews or appointments if we have them?
• How much do we get paid?

It shouldn’t be a surprise that the last factor trumps all of the rest. Having been offered contracts as low as fifteen to twenty dollars an hour for document review, I’ve asked myself several times, “Isn’t my time worth more?”  What is a recent grad to do during downtime between projects that will maintain their value as a legal professional?

My strategy is threefold, but purely experimental. First, take some time to tailor resumes and cover letters for jobs you really want. In my experience, it is important to dedicate either one day a week or a few hours per day twice a week to this task. I found that spending more time than that made my job search too broad and created unneeded additional stress. I was applying for jobs I did not really want or that I was not a good fit for and I was overwhelmed with waiting to hear back from any of the places I applied.

Next, I try to do something fun that doesn’t cost a lot of money. Who knows when you might get another chance to play video games all day, make homemade ice cream or read library books without interruption?  Someone is going to have to pay me good money pull you away from doing things you really love all day long, as well they should.

Finally, and this is something that I have to admit I have done less than I should, take the time to get coffee or beer with an old law school classmate or fellow document reviewer who is going through underemployment. Not only is it good to know that you are not alone, but it can also be helpful to bounce career ideas off of each other. You are going to meet some people through temping with really incredible backgrounds and experiences to share. You will also meet some weirdoes, but such is life.

As of yesterday, I have another document review contract starting next week, and this one pays more than any of my previous ones. Whether this is due to coincidence, strategy or the fact that I’m getting more experienced, I have no idea. But I do have peanut-butter-cup ice cream in the freezer with my name written all over it.

J. Nick Augustine J.D. is the principal of Pro Serve PR, a public relations firm serving law and professional service firms. Nick advises and assists attorneys in transition based on his experience in legal marketing, public relations, and practice management. Nick shares career growth experience and innovation with legal job seekers.

Here’s the problem: there are no jobs for recent law grads and many are hanging shingles right out of law school; without co-counsel support, many risk failure and malpractice. The solution is a concept I call “secured solo practice.” This collaborative practice model satisfies the needs of solo practitioners along with their senior counterparts.

The equation: new solo attorney + affiliate counsel = secured solo practice. What secures it? Money.

Newly licensed and practicing solo practitioners are frequently advised to negotiate of counsel relationships. This seems easy in theory, but the practical application presents some roadblocks. Why would senior counsel be motivated to stop their billing clock to help the new attorney who may not be aware of errors and omissions in their client representation? The answer: secure the relationship with a mutually beneficial business relationship.

The secured solo is secured, in part (not to ignore professional liability insurance) by the engagement of “affiliate counsel.” I suggest that the affiliate counsel have a minimum of 10 years in their practice area. Often, the senior set of eyes will spot issues a less experienced practitioner might miss.

Secured solos compensate their affiliate counsel by paying them a reasonable monthly or annual fee. Knowing the affiliate counsel will be available to field calls and questions, the secured solo has backup and can take a client inquiry and get up to speed on issue spotting before meeting the client. I suggest limiting the practice area exposure in these relationships – general practice can backfire.

The affiliate counsel would agree to bill their time at the same rate as charged by the new solo. Full disclosure of the secured solo practice relationship is important. The secured solo could pass on affiliate counsel charges directly to the client as a cost. Clients should be aware of the scope of this of counsel format. In the event the affiliate counsel wishes, and the secured solo agrees, assistance could be delegated to an affiliate’s associate or partner.

By attaching compensation to the relationship, the workflow process is prioritized. Think of this concept in terms of paid mentorships. The affiliate counsel benefits from professional good will. To the extent the secured solo practitioner has an extensive social network; there might be an opportunity for both to take the next big case. Certainly the parties to a secured solo relationship must be knowledgeable about professional responsibility and applicable legal and liability factors.

What do you think of the secured solo practice model? What concerns would you pose? What additional benefits to you see? I am keen on further development of this concept.

Angie Robertson graduated from Loyola University Chicago School of Law in 2010. She has experience with public interest law, family law, legal document review and sales.  When she is not reading or writing about law, she enjoys live music, exploring Chicago, watching roller-derby, and spending time with her husband and her dog.

I had to open a new bank account recently. My old bank was charging new fees and so I took a stance by moving whatever petty amount of money that was in my checking account to a bank with no fees. I was between temp jobs, had just made a student loan payment, and my balance was dismal. The young banker who was opening my account had to ask me a series of demographic questions, including my occupation. I let out a long sigh and murmured, ”I’m a lawyer.”

The word “lawyer” switched on a “commission!” light bulb in the banker’s eyes. He exclaimed, “A lawyer? Really? That is great news for you! We have a savings account with the highest interest available with a minimum balance of $50,000!”

“Not today,” I responded, deadpan.

Doing the “right thing” financially for a new lawyer in-between jobs can be a bit of a gambit, to say the least. Sadly, contributing to a 401k, IRA, or even making a monthly health insurance payment aren’t always options when there is no stable source of income. New lawyers have the added stress of astronomical student loans. If one is lucky enough to have a few extra unspent dollars in a given month, investing that money is risky if one doesn’t know whether they will have another temp job the following month. It’s enough to make Suze Orman’s head spin.

My one piece of advice for every new attorney or recent law school grad is to consolidate your loans and take advantage of the College Cost Reduction and Access Act. Consolidation is a tedious process, so cross your t’s and dot your i’s. The gist of the Act is that if you work in public service for at least 10 years, your loans are forgiven if you pay 10 percent of your adjustable gross income monthly for 10 years. If you are not in public service, depending on your income,* your loans are forgiven if you pay 10 percent of your adjustable gross income monthly for 25 years. If you want to pay your loans off sooner, your options include marrying rich, winning the lottery and forming a Google-esque startup. Also, you could get promoted in your career the traditional way, continue to live modestly, and make larger loan payments, if that works into your life plan.

The promise of the College Cost Reduction and Access Act is not a complete solution to the lack of congruity between law school debt and current salaries for law grads. The benefits of the Act cannot be reaped for 10 to 25 years in the future, which makes appeal or amendment a serious threat to law graduates with loan debt. While this fairly new Act has remained intact so far, part of the recent debt-ceiling deal removes federal subsidies for interest on Stafford loans for current graduate students after 2012, which means all future law grads will have to pay interest accrued on those loans while in school.  As the loan burden for law students gets increasingly worse and our aspirations for an improvement in the legal market are somewhat speculative, we all need to come up with financial plans that include more than switching banks to avoid monthly fees.

*Here are two websites that helped me navigate the process of consolidating loans with the federal government. 

http://www.equaljusticeworks.org/resources/student-debt-relief/student-debt-relief-webinar-series

http://ibrinfo.org

 Jill Rorem, Esq., is senior manager, legal staffing at Blackman Kallick (www.blackmanstaffing.com). Jill oversees the successful recruitment of attorneys, paralegals and contract legal professionals. Jill (and the Blackman team) staffs document reviews using qualified contract attorneys and thus, works with attorneys-in-transition daily. You can follow her at twitter.com/roremlegalstaff.

Bringing in business involves a willingness to humiliate yourself and fail – repeatedly. It’s like that dating cliché: you can’t meet your prince without kissing a bunch of frogs first. Some might say you need a thick skin to handle the rejection that comes with putting yourself “out there,” but as someone who takes everything personally, I say just get yourself some Tums or a Xanax and push forward.

Here is a prime example: I had been attempting to get in to a particular law firm for five years before they finally gave me some work. To this day, I am unsure which of my efforts finally persuaded them to call. Perhaps it was because I personally delivered gigantic orange cookies to their tent at Race Judicata every year. Was it because I regularly emailed them tidbits about the best practices in the document review industry? After repeated invitations, the hiring attorney finally agreed to a swanky lunch with us at Henri, was that it? I’ll always wonder. They politely rejected me so many times that I it became kind of like a running joke amongst my colleagues. I thought that I would never land a document review with them, but then they hired us– repeatedly.

You have to be willing to ask for what you want, offer something in return and be prepared to deliver. Recently, I connected with a lawyer who hired a few of our contractors on a tiny project. I nudged him until he finally agreed to have drinks with me. Over beers, I learned his dad was a powerful litigator at a firm with whom I was dying to work. He learned that I had relationships with GCs in a few corporations with whom he was seeking business. In return for recommending my firm to his father, I helped him arrange lunch meetings with a few of my GC contacts. As a result, his dad’s firm hired 20 of our contract attorneys within 3 weeks. Some people wouldn’t have asked the lawyer for the introduction. Some people would gripe I had a lot of nerve for even asking. This lawyer could have said no and I may have felt snubbed and embarrassed. But he said yes and if I didn’t ask, I would never have known.

I recently made a fool of myself in an elevator on the way to deliver cupcakes to some contract attorneys we have working at a law firm client. I overheard a lawyer talking to someone about Wilco, a band I love, and I chimed in. I even boasted my knowledge of their former band, Uncle Tupelo – trying to wow him. I inquired briefly and learned he was a lawyer at another corporation in the building. Admittedly, he looked at me like I was from a different planet. I could live with that. At worst, I ruined his elevator ride and humiliated myself. At best, I could have connected with someone interested in using our contractors. It was a no lose situation. I located him on LinkedIn and sent him a message – maybe his corporation needed contractors too. If he didn’t think I was too rude for interrupting him in the elevator or thought I had some moxie, he may just hire us. I’ll let you know how it turns out.

New business opportunities usually don’t just happen to you. They involve experimentation and a willingness to put yourself in a vulnerable situation and accept the outcome. So go ahead – make a fool of yourself. I dare you.

Jill Rorem, Esq., Senior Manager, Legal Staffing at Blackman Kallick (www.blackmanstaffing.com). Jill oversees the successful recruitment of attorneys, paralegals and contract legal professionals. Jill (and the Blackman team) staffs document reviews using qualified contract attorneys and thus, works with attorneys in transition daily.

Eight years ago, I moved home to Chicago after living in LA where I worked as an “Agent in Training” at ICM, a large talent agency (see previous entry for details). I came home flat broke. Fortunately, the next day, I would be starting my new job at a staffing agency as a director. But, I had no money for lunch on Monday so I had a yard sale. My dad donated his Star Trek and Indiana Jones videos to my cause and it was those antiquated items that attracted the eye of my current boss.

Gary, my boss-to-be, was walking with his wife past my home and stopped when he spotted the movies (I still make fun of him about that). We chatted for a long time. Gary is the kind of person who can get the life story out of anyone he meets and I am an open book. Gary was the partner in charge of the search department at Blackman Kallick. He himself placed partners into law firms and facilitated mergers of the same while his team placed accounting and administrative professionals. I told him that I was heading in to a similar position, but I was to be placing paralegals and lawyers. His immediate reaction was to ask me to abandon that position and come place partners with him instead, claiming that he could tell that I “had what it took.” When I politely declined (who was this guy?), he asked for and I gave him my contact information. He then bought The Wrath of Khan and The Temple of Doom and continued on his walk.

Gary proceeded to wine and dine me for 18 months until I finally saw that this was an exciting opportunity and took the position. Plus, when I made it to Blackman, I was able to command a higher salary (turns out I had a knack for staffing). I had a shot at building a practice within the Search group that did not yet exist — placing associates and paralegals. It was successful and Blackman has since proved to be somewhere I could continue to evolve and expand on new business ideas (i.e., document review staffing).

There is a lesson in this story: if you are home watching Law & Order, or shopping on Rue La La, or eating alone at your desk — you are not “out there.” When you are “out there,” whether it be at a networking event, a charity event, out to coffee or even at a garage sale — you allow things to happen that could lead you to the next phase in your career or to that next piece of business. Keep reading future posts, I have other tales of being “out there” that could help attorneys move out of transition.