The lateral lawyer : opportunities and pitfalls for the law firm partner switching firms

Moving from one law firm to another is the most significant career decision an attorney can make. In this tell-all book, seasoned legal recruiter Adam S. Weiss guides law firm partners--and aspiring partners--through the recruiting process. Using example situations and the experience gained from two decades as a lawyer and legal recruiter, the author explains exactly how you can receive the best possible lateral offers by creating the perfect market: one that makes firms compete for your practice. The book addresses the following questions, among many others: -Why is it a mistake to play hard-to-get with prospective firms? -What do firms mean by "platform" and why should this matter to you? -How does working with a recruiter help you maintain a superior negotiating posture? -What due diligence information are lateral attorneys asked to furnish? -Which four talking points should you always be sure to mention in interviews? -What are the top seven questions you will probably be asked in interviews? -How do you knock the dreaded question, "What are your weaknesses?" out of the park? -What are five safe questions you can ask during interviews? -What are the three top interview pitfalls--and how can you avoid them? -When should you discuss compensation? -What five hard questions should you ask only after receiving an offer? Full of concrete advice and accessible strategies this book is a must-read guide for lateral attorney candidates, hiring partners, firm recruiting staff and headhunters alike.

• About the Author p. ix
• Preface p. xi
• The Quite illustrative Story of Joe Lateral p. xiii
• The Situation p. xiii
• The Strategy p. xiv
• The Action Plan p. xiv
• Winning Results p. xv
• Joe Lateral-Conclusion p. xvi
• Chapter 1 Introduction p. 1
• Why The Lateral Lawyer Can Be Valuable to You p. 4
• Roles and Interests of Participants in the Lateral Lawyer Process p. 6
• Law Firm Partners at Large Firms (Am Law 200 Firms) p. 7
• Law Firm Partners at Smaller Firms (Non-Am Law 200 Firms) p. 8
• Law Firm Hiring Committee Members p. 11
• Associate Attorneys p. 12
• Law Firm Recruiting Staff p. 12
• Professional Legal Recruiters p. 13
• Why This Book Is Necessary-and Why You Should Read It p. 14
• Potential Objections to The Lateral Lawyer p. 16
• Chapter 2 Choosing and Using a Legal Recruiter p. 19
• Differences Between Recruiting at the Partner and the Associate Levels p. 19
• When to Use a Legal Recruiter p. 20
• How to Choose a Legal Recruiter p. 24
• Be Picky p. 24
• Look for Relevant Experience p. 25
• Determine Specialization p. 26
• Don't Be Promiscuous! p. 26
• Seek a Recruiter with Knowledge of the Process p. 27
• Work with People Who Prioritize Your Interests, Not Their Own p. 28
• Find a Patient, Thoughtful, Insightful Listener p. 28
• Work Only with Someone Who Is Relationship-Oriented, Not Transaction-Oriented p. 29
• Chapter 3 Goals of the Recruiting Process p. 31
• Long-Term Goals p. 31
• Long-Term Goals of the Hiring Law Firm p. 31
• Long-Term Goals and Considerations of the Partner-Level Candidate p. 33
• Long-Term Goals and Interests of Other Parties p. 37
• Immediate Goal of Law Firm Partners: To Create Value-Maximizing Markets for Their Practices p. 38
• Chapter 4 The Lateral Partner Recruiting Process p. 43
• Overview p. 43
• The Beginning p. 44
• The Middle p. 44
• The End p. 45
• Beginning the Process: The Referral p. 45
• Sample Referral E-mail p. 47
• The Middle of the Process, or the Discovery/Due Diligence Phase p. 49
• The Initial Interview p. 51
• Lateral Partner Questionnaires (LPQs) p. 53
• Follow-up Interviews p. 57
• Preparation p. 58
• Talking Points p. 59
• Interview Agenda p. 61
• What Not to Discuss p. 63
• A Few Questions That Are Appropriate for a Candidate to Ask in Interviews p. 64
• Presentation and Appearance p. 65
• Listening p. 66
• Pitfalls, or Common Reasons Why Candidacies Fail (And How to Use Interviews to Overcome Them) p. 66
• References p. 67
• The End of the Lateral Recruiting Process: Formulating and Negotiating an Offer p. 68
• Sample Offer Letter p. 69
• Turning the Tables When an Offer Is in Hand p. 72
• Asking the Hard Questions, at Last p. 72
• Due Diligence Checklist p. 73
• Creating a Market Among Competing Offers p. 73
• Deciding Among Offers p. 75
• Chapter 5 Case Study of Caesar Desist, Lateral Partner Candidate p. 77
• Example p. 77
• Situation p. 77
• Action Plan p. 79
• Referral E-mail p. 80
• Caesar's Initial Interview with Ralph Waldo, San Francisco Office Managing Partner of Copley Kenmore p. 81
• Copley Kenmore's Due Diligence on Caesar Desist p. 82
• Caesar's Follow-up Interviews with Copley Kenmore Partners p. 89
• Results p. 91
• Chapter 6 Transitioning to the New Firm p. 93
• Conclusion p. 94
• Appendix: Ethical Considerations p. 97
• Model Rule of Professional Conduct 1.6(b)(7) and Revelation of Information Relating to the Representation of a Client p. 98
• The Lateral Partner Candidate's Duties to Current Partners and Others p. 102
• Index p. 105