Recruiting

Checkbook Recruiting

From the Kirkland & Ellis site, under the topic Careers–>Laterals Overview (I quote in full, emphasis supplied): At Kirkland, the quality and experience of our lawyers are among our greatest strengths. We are committed to making a substantial investment in our lateral hires by fostering an environment in which they are seamlessly integrated into our
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Articles, Business Models, Compensation, Cultural Considerations, Finance, Leadership, Recruiting, Strategy

The 5:1 Male/Female Partner Ratio

For those of you who may have missed it, we refer you forthwith to Brian Dalton’s latest column on Above The Law, “Is There a Business Case for More Female BigLaw Partners?” Anyone with a scintilla of conscience can only look at the information presented there with some combination of shame and dismay—if not despair.
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Articles, Cultural Considerations, Leadership, Partnership Structures, Practice Group Management, Recruiting, Strategy

An Apprenticeship to Practice–That Works

I recently wrote about the depressing prospects for graduates of all but the top ten or twenty law schools (Two Law Grad Markets). And yes, these were statistical generalizations, and the experience of specific individuals with particular skills and backgrounds will always be different, pro and con. But as an industry, if you care about
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Articles, Business Models, Law Schools, Leadership, Recruiting, Strategy

Two Law Grad Markets

The first thing you learn in your antitrust law course is to ask, “What’s the market?” In other words, define the market you’re talking about, because the definition you select, I promise you, will make all the difference. Antitrust analysis aside, choosing the span of the market on which you plan to compete is such
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Articles, Law Schools, Recruiting

Lessons from Google

Loyal readers of Adam Smith, Esq. know that we think there’s much that can be learned for Law Land from other industries. Today’s column is in that vein, and our texts for today come from The New York Times and Above the Law. The first text is Tom Friedman’s recent “How to get a job
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Articles, Cultural Considerations, Recruiting

Delusions of Crowds

When a large number of smart, accomplished, ambitious people seem to be behaving in a way that makes no rational sense, there has to be an irrational explanation. I’ve written and spoken before about my overall attitude towards aggressive lateral partner recruitment. As Calvin Coolidge reportedly said, leaving church and asked by a reporter what
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Articles, Compensation, Cultural Considerations, Finance, Leadership, Practice Group Management, Recruiting, Strategy

See Talent. Liberate it.

It’s been viewed online nearly 7 million times. Sheryl Sandberg calls it one of the most important documents ever to come out of Silicon Valley. And it was created by the company whose stock increased in 2013 more than any other’s in the S&P 500—up nearly 350%. “It” is a 126-slide PowerPoint called “Netflix Culture:
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Articles, Compensation, Cultural Considerations, Leadership, Practice Group Management, Recruiting

See Talent. Feed It.

Turnabout. I recently wrote about how to demoralize, discourage, and disenchant top talent. This is about how to retain that talent. Like the prior column, this one is based on one of the top columns of the year from Strategy + Business, the Booz & Co. publication: “Retaining Top Talent: Yes, It Really Is All
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Articles, Compensation, Leadership, Recruiting

See Talent. Kill It.

That law firms are all about talent is a commonplace. Too bad that so many lawyers seem to have an uncanny knack for knocking the wind out of the sails of the most spirited contributors. I dare you to tell me that you don’t recognize at least a few colleagues who exhibit some of the
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Articles, Cultural Considerations, Leadership, Recruiting

Students Outsmart Professors?

Linear extrapolations are widely suspected of being unreliable, but maybe not widely enough. Stated differently, it’s a category error to engage in static, not dynamic, analysis. Stated yet differently, the interesting challenge is almost never to ask, “What can we do to solve this problem?” but instead, “What happens after we take this approach to
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Articles, Law Schools, Recruiting, Strategy