Sooner or later, many in-house counsel may reach a point at which they wonder whether their careers are taking them where they really want to go. After years of successfully navigating increased workloads and internal client demands, they may feel they have reached a plateau, or perhaps they are simply unsure whether they want to climb higher up the corporate ladder.
Everyone in the legal profession at one time or another experiences setbacks and frustrations, but how can attorneys know when it is time to seriously consider alternative roles or interests? Is it possible to make changes without seeking new employment, or has the time come to move on?
Although the economy continues to experience ups and downs, the hiring outlook for professionals in the most in-demand practice areas is bright. In fact, the legal field is expected to see the strongest hiring among the various professional disciplines surveyed for the recently released Robert Half Professional Employment Report. A net 30 percent of respondents said they plan to increase legal staff levels in the first quarter of 2011.
The decision is, of course, a personal one, but the key is determining the true cause of dissatisfaction and whether one is professionally prepared to make an immediate change.
Conduct a Self-Evaluation
The determination whether or not to move on should involve looking at all aspects of the present situation – and include an honest self-evaluation. Many counsel who are feeling dissatisfied focus the blame on specific relationships within the position itself. They conclude that if they could just change jobs, their discontentment would end because they could eliminate an overbearing supervisor, a difficult colleague or an overly demanding internal client.
While interpersonal factors can unquestionably act as barriers to career progress, attorneys must be sure that these issues are not merely symptoms of deeper discontent. Simply setting out to land a new job without taking the time to determine the real cause of present dissatisfaction or the kind of new position or work environment that is right for them is not likely to address all of the pertinent issues – or be the ultimate solution for lawyers at a career crossroads.
By assessing their work from many angles, in-house counsel can gain a broader view of their achievements and pinpoint the elements of their careers that have provided the greatest satisfaction. In the course of this self-assessment, attorneys may find an ideal opportunity to assess what has occurred in the past, understand where they are now and strategically take charge of the future.
Recall initial job appeal. Counsel can make better decisions about their careers if they think back on what attracted them to their positions to begin with. Was it growth potential, job security, compensation or a combination of factors that appealed to them most? After going through this exercise, they should ask themselves whether their current jobs are still facilitating their original ambitions and expectations. If not, were there specific circumstances or events that have in the meantime dampened their initial enthusiasm?
Review goals. Corporate lawyers need to determine if initial goals are still valid. Just as anyone can change his or her viewpoint on a given subject over time, experience can cause legal professionals to develop a different set of values with regard to their work and where that work is taking them. If a long-held goal is, for example, to attain a general counsel post, lawyers should assess whether that objective is still appealing or whether launching a new practice or perhaps landing another corporate management position seem more in line with evolving interests.
Research work history. Attorneys should also recall the kinds of cases or projects they encountered as their careers progressed and determine which elements of these contributed most to their personal sense of accomplishment. Positive factors could range from the opportunity to work with esteemed legal experts in a certain practice area or head up a high-profile project. Is it possible in the current job to perform these types of activities more often if counsel were more proactive in pursuing their preferences, or is there little flexibility?
Appraise Preparedness for New Roles
If in-house counsel ultimately decide to look for new opportunities in a different company or practice area, they should be realistic about whether their current experience, network of contacts and job market knowledge have prepared them for the new roles they envision.
Evaluate transferable skills. They should first assess the marketability of their skills. If they are looking to move into a position that involves increased staff management, for example, what is the quality of their communication and leadership abilities? Can they point to successful project teams they have led and inspired? If they are considering a different practice area, how effectively can their top skills be redeployed in the new area? Will more training be required before they can feasibly make the transition?
List external assets. How extensive are relationships with other legal professionals, organizations and bar associations? Are these sufficient to help in a job search in the highly competitive legal profession or is more work needed in developing and strengthening these connections?
Watch the employment market. Which skills are in highest demand today by corporate legal departments? What are salaries like in other regions of the country? Counsel can research the job market by consulting online resources or information in publications such as the annual Robert Half Legal Salary Guide (roberthalflegal.com/salarycenter).
After many years of a successful career, it is not unusual for in-house attorneys to reach a professional plateau. By evaluating what has been most rewarding for them in the past and considering whether long-term goals have since changed, they can take better stock of the future. What they discover can offer important clues as to how they can become reinvigorated with their present work or whether it is time to pursue new directions.
Charles A. Volkert is executive director of Robert Half Legal, a leading staffing service specializing in the placement of attorneys, paralegals, legal administrators and other legal professionals with law firms and corporate legal departments. Based in Menlo Park, Calif., Robert Half Legal has offices in major cities throughout the United States and Canada.