By Michael Gardner

Do you want to impress the partner you’re working for and win your client’s affections?  I know you do; I would give my left pinky toe to get a glowing review from a partner who celebrates birthdays more than he/she compliments associates.  The problem is, as young associates, we don’t always come up with that nugget of pure golden wisdom in the midst of a trial, deposition or conference call.  But, we can pick up those nuggets (and some unanswered questions) and repackage them to the partner/client with some creativity and original thought as the “post-mortem memo” and come out smelling like a rose.

I recently wrote one for a client following a favorable settlement in a products liability suit about one month short of trial.  We wanted to go the extra mile by writing the post-mortem memo, the purpose of which is to summarize the case and make recommendations to the client going forward.

In retrospect, I wish: (1) that it was my idea (it wasn’t.  Had I suggested it to the partner rather than the other way around I think she would have been pleasantly surprised by the initiative); and (2) that I had planned to write the memo all along (I hadn’t, it never occurred to me.  Taking notes in the heat of battle whenever we came across a good practice tip would have made writing the memo much easier).

One important element of a post-mortem memo is that it is non-billable.  That way, the client doesn’t think you are just churning the file after the fact.  Before you run screaming for the hills, keep in mind the potential upside.

As I see it, a good post-mortem memo could:

1. help you reinforce the lessons you’re picking up along the way and show the partner/client you were listening;
2. let you spend some time creatively thinking about solutions to your client’s problems (the non-billable side gives you the freedom to relax and mull it over.  It could be borderline fun – like Sudoku);
3. convince the client to send more work (this could be a “separate you from the competition” sort of project).  The client’s contracts and policies are fertile ground for post-mortem suggestions; consider suggesting helpful revisions. 

One caveat, I sent my first one to the client about two weeks ago, so I have no idea if the business development part pans out with any regularity.   Add a post if you have found them to be worthwhile (or not) or if you have any insights you want to share. 

Fall is approaching, the bar exam is underway and a brand new class of associates is about to start at firms all over the country.  Business development is a skill you must focus on and master as early as possible in your career.

How can you learn these skills when you are right out of school?  As a junior associate, your most important clients right now are the partners and associates you work with on a daily basis.  By treating these internal contacts as clients, you will learn valuable lessons for how to interact with clients when it is your responsibility to bring in new business. 

• Learn about the firm’s business.  Read your firm’s website and Intranet.  Both should contain valuable information about the firm’s practice and client base.  There is no excuse for you NOT to know all of the practice areas of your firm and the senior leaders of those groups.  Translation to real clients:  You should know your client’s business inside and out.  Read their 10-K, annual reports and website. 
• Learn about your firm’s top 10 clients.  Who are they?  Who developed those relationships? Don’t be afraid to ask attorneys questions about the history of a client relationship.  You will have to develop business one day, so you may as well learn now how it has been done in the past.  Translation to real clients:  Learn about your client’s clients.  Who do they do business with? 
• Be accessible and return phone calls and e-mails timely.  Change your voice mail daily and let your assistant know where you are going when you leave your office.  Return your messages the day they are received, even if just to say you will have an answer at a later date.  Translation to real clients:  should be clear on this one!
• Be responsive.  Develop an understanding for the sense of urgency.  Set and meet or beat deadlines.  If you will not meet a deadline, let people know immediately.  Surprise is never a good thing in this case.  Translation to real clients:  again, should be clear on this one!
• Develop and use your “elevator speech”  Learn to describe what you do so that a layperson can understand.  Litmus test:  Can your mom describe what you do to someone.  See this article from Businessweek.com.
• Update your bio regularly.  It’s the number one most-read area of the website.
• Stay in touch with law school friends. They could be a General Counsel or referral source someday.  Using social media (Web 2.0) is a great way to stay in touch, but do so responsibly.
• Do great work!

By Bethany Kolenic 

If I’ve learned anything in my first year as a corporate associate, it is that time management is an elusive and slippery concept. You can not predict when work will pick up or slow down, when a deal will suddenly rocket forward or unexpectedly lose steam, and as a result, there are times when you have literally no billable work on your plate. Whether it is just an hour or two, an entire day or a week, it makes me feel disoriented… zoning out in front of people.com might have a certain allure, but is probably not going to knock anyone’s socks off or make anyone feel inclined to keep you around should they be forced to make some tough decisions. 

So what exactly do you do when there’s “nothing” to do? Once you have made it known that you are available to help with any project that comes your way, there are several ways to make the time count.   

If you’ve got an hour or two:

• Crack open one of the 57 law journals you get in your mailbox every month, but are normally too busy to read.
• Get online and research your clients or the industries in which they operate.Investigate which partners are working on interesting projects and schedule a time to stop by and discuss.
• Get organized – clean out your email inbox, get your files in order, take the coffee cups back to the kitchen. 

If you’ve got a whole day:

• Sign up for an online CLE course.
• Find out who is working on an article, and offer your help with research, citations, etc.
• Draft or update your personal development plan.Devote attention to business development by reconnecting with old classmates, former professors, and other acquaintances that may result in referrals or business someday. 

If you’ve got a whole week:

• Volunteer to write a client bulletin or an article.
• Take on a pro bono matter.
• Schedule a week of business development and networking lunches.
• Seek out opportunities for client contact by tagging along on client meetings.  

Finally, don’t underestimate the importance of just asking how you can be useful – everyone appreciates a good attitude. Even if the answer is “no,” actively seeking work rather that passively waiting for it goes a long way towards developing a great reputation as a valuable team player.    

By Robert Chapski 

Cnet has posted a nice sub-4 minute video on how to make a great PowerPoint presentation.  It's worth a look because, let's be honest, we have all seen a lot of PowerPoint presentations but how many "great" ones?

By Eileen Burkhalter Smith

Obviously, getting the work in the door is the most important thing to do in any law firm.  But, how can young lawyers help to do this if they don’t have the contact with the potential client, or the expertise in the area of law?   

I heard a young lawyer being complemented recently on her role in getting a client in the door.  What did she do? Among other things, she fielded an after-hours call for research and got it done immediately. (I can only assume that this research had to have been “non-billable” since the client wasn’t even a sure thing.)   

Next, she provided a summary of the work she had done in a memo that was used by the partner (without any re-work) in a call prior to the client meeting.  In other words, she did good work.   

Finally, she was “on-call” at the office during the client meeting to field specific follow-up requests that the potential client raised at the meeting.  This young woman did not actually attend the meeting with the client, but her significant role in this success was noticed, acknowledged, and communicated to other colleagues.           

John Remsen of the Remsen Group has an excellent article today that lists the top 10 marketing tips for first and second year associates.  Click here for the full article. 

Excerpt: 

There are two kinds of lawyers in private practice. There are lawyers with clients, and there are lawyers who work for lawyers with clients. My question to you is this: Which would you rather be in ten years?

As a first or second year associate, now is the time to begin developing good marketing habits that will pay off over the long haul. These habits should play to your likes and interests, and be consistently applied and performed in a thoughtful, proactive and strategic manner. No one expects you to go out and “slay the dragon” as a young lawyer. The key at this stage of the game is to focus on habits.

So here we go, offering TheRemsenGroup’s Top Ten Marketing Tips for First and Second Year Associates.

You’ll notice that our list does not include: “Meet your billable hours requirement.” That’s a given. It’s the investments of your non-billable time, your thought capital and even in your wardrobe that will set you apart.

1. Excel at the Basics
2. Find a Really Good Mentor
3. Stay on Top of Current Events
4. Declare Your Major
5. Develop a Game Plan
6. Dress Like a Lawyer
7. Hang Out at the Bar
8. Develop Your A-List
9. Keep in Touch
10. Be a Hero