1. Docketing big hours isn’t enough to advance your career if it’s work that can be done at a more junior level.
2. Absent special circumstances, senior associates who consistently bill big hours are not delegating effectively. It coud be that they are perfectionists and don’t want to lose control or it could be that they are looking for the reward of a big bonus.
3. If you haven’t spent time developing relationships with your clients, both internally and externally, having big billable hours won’t be enough to advance you in the long term.
4. Associates need to develop ‘financial literacy’ around their practices and understand concepts such as billings, collected billings and realization rates.

In my experience, a successful associate’s billable hours peak at or about the mid-level stage - years three to five. At this point an associate is generally at his/her busiest, making the transition from junior to senior associate. Mid-level associates are still junioring for others but also starting to take on their own work. However as the associate starts to approach years 6, 7 and 8, the billable hours should reduce and stabilize as he/she starts delegating and gains more control over his/her practice.

Ask yourself “Am I using delgation? Am I currently doing work that can be pushed down?”

Firstly, it’s critical to prepare a short memo summarizing  your achievements and activities over the previous twelve months.  Some firms ask lawyers to complete a Self-Review form in advance of their reviews – this is basically the same thing. There are a few reasons why it’s important to do this:

·         never assume that the firm has complete information upon which to assess you

·         never assume that the firm has up-to-date information  – it’s important to close the gap on feedback that is historical and no longer relevant and it’s good for the firm to hear that you have addressed a performance concern

·         listing your achievements is a good way to take stock of your professional development and  it will make you feel more confident about your achievements

Secondly, it’s important to set some professional goals for the upcoming year. Think about how you would like to improve your substantive legal skills; what type of work would you like to do; are there partners you would like to work with; are there business development projects that you would like to pursue; committees you would like to join; CLE events or conferences you’d like to attend, etc. Your reviewers will be impressed that you have taken the time to set goals for 2011 and will be motivated to help you to achieve them. Don’t be afraid to ask for specific assistance if that’s what you need. The exercise of committing your goals to writing increases the likelihood that you will remain accountable and, after all, you are in charge of your own career development.

Lastly, think about the lawyers who have impacted your career development in a positive way. Has there been a partner, perhaps a mentor, who has taken a real interest in you and your success? Take the time to acknowledge and thank that individual both personally and in the review meeting.

Of course private practice isn’t for everyone, but I truly believe that one cannot make the decision to throw in the towel after one year of practice! All new lawyers experience self-doubt and so it’s important that they have someone to go to who can reassure them and give them some perspective. I have encouraged the women who have reached out to me to reach out to someone they know and trust at their firms. That might be a mentor, a practice group leader, the professional development director or a colleague.  I have advised them that they cannot make a fully informed decision about their professional career without having a frank discussion with someone at the firm – and allowing the firm the opportunity to TRY to address the issues. 

If you are a junior associate thinking of leaving private practice,  you owe it to yourself and your employer to have a discussion about what you are experiencing and feeling. If you are an employer,  please watch out for the junior associates in your firm, especially the women. Invite open discussion and ask the questions “Are you happy? What can we do to make your life here better?” It’s a missed opportunity if the conversation never takes place.

My clients come to me in one of two ways; some are referred by their employers for performance coaching and others come on their own because they are unhappy and looking for change - often feeling stuck in their careers.  Lawyers who are firm or employer sponsored are usually technically very competent but are experiencing some gap in their overall performance.  Partners or senior level lawyers typically wish to develop better business development skills, improve the productivity of their practices, work more effectively with associates and become better delegators. For associates, the issues are often tied to stress or overwork, time management skills and the perception that they lack confidence. Lawyers who are seeking coaching on their own are usually dissatisfied in their current position or feeling frustrated in their attempts to advance their careers. Other have received a ‘message’ that they are not performing to their employer’s expectations.

Whatever the issue, the coaching process helps the client to gain awareness about the issues; explore and expand choices and options, develop a plan of action, and commit to being held accountable to the stated goals. Clients who feel stuck in their careers may face obstacles blocking them from taking action. These obstacles may be internal (unproductive habits or attitudes, lack of skills or lack of self-confidence) or external (difficult colleague or work environment). My role as coach is to create a safe and confidential place for the client to become more self-aware, explore what they really want without fear of  judgment or risk, and then support them as they move towards their goals. To many lawyers, the coaching process feels like a ‘luxury’ because it is the first time that these individuals have taken the time to reflect and explore the successes and challenges of their careers and to decide what it is they truly want from the practice of law. And that is what makes the coaching journey a rewarding one.