From a pool of job applications and resumes, separating the unqualified from the qualified is the easy part: Cover letters misspell an important name, refer to incorrect job descriptions, or reveal a painful lack of writing skill. Resumes show too little or too much experience, or a background in an unrelated industry. But after these resumes are discarded, the more challenging decisions remain. While nearly all of the remaining candidates are qualified, only a few are superstars. How do organizations find these outstanding attorneys, hire them, and keep them?
The first step is to define the qualities superstars have; then, determine if the person sitting across the desk has those qualities. Doing that, however, is as much of an art as a science.
What Makes a Superstar?
According to hiring partners in law firms and departments across the country, superstars share the following qualities and characteristics:
1. Drive. Superstars, first and foremost, are driven to succeed. Cedric C. Chao, a partner at Morrison & Foerster, sums it up in one word: hunger. “Everyone looks for the same candidate—someone who is smart, articulate, and inspires confidence. But what distinguishes superstars from the rest of the pack? Hunger. Maybe these candidates are the first in their families to go to law school, or even college. They consider themselves pioneers, and this feeds their hunger,” says Chao. Chao notes that many minority attorneys share this hunger, because they too feel like pioneers. They may want to be the first minority partner at their firm or the first to head a bar association, and this drives their success, and with it, the success of their employers.
2. Shared values. Every business works and lives around a core set of values. Every person does the same. The perfect candidate shares, lives, and breathes the organization’s values. If a candidate’s core values do not overlap with the organization’s values, there will not be a fit and the relationship will eventually be strained and may falter.
Cesar Alvarez, president and chief executive officer of Greenberg Traurig, looks for candidates that share his firm’s values and fit into the firm’s culture. “We look for the same things in all of our lawyers, that is: intellect, experience, creativity, leadership, integrity, interpersonal skills, and basically a good cultural fit with our firm, keeping in mind our culture of flexibility and entrepreneurship.”
R. Bruce McLean, chairman at Akin Gump Strauss Hauer & Feld, does the same. “We ask ourselves, ‘Does a candidate share our core values—collegiality, teamwork, commitment, excellence, integrity, and intensity?’ We are looking for candidates who will be successful in our system.”
Agrees Wachovia Corporation Director of Recruiting Solutions Janet M. Manzullo, “We are looking for candidates that share our core values. We want to make sure they will be successful in our environment.”
3. Strong work ethic. Superstars know the value of sacrifice and hard work, a quality in short supply these days. “The new generation of lawyers is different. They do not equate long hours with efficiency and productivity,” notes Pamela Carter, a partner at Baker Donelson. “It’s important to pick candidates that are self-motivated, hard-working, and reliable.”
Cathy Bissoon, the director of diversity and a partner at Reed Smith, agrees. “I look for a strong work ethic. I want to get a sense that the person will come here, work hard, and want to be successful.”
McLean adds, “This is a very demanding job. Are the candidates ambitious? Do they have the appropriate work ethic?”
4. Leadership. Superstars are leaders. They are leaders in their communities, in their bar associations, in civic organizations, and they plan on becoming leaders in whatever organizations they go to work for. As John Maxwell states in The 21 Irrefutable Laws of Leadership, a person’s ability to lead will determine his impact on an organization. The greater a candidate’s leadership ability, the greater the positive impact he will have in an organization. When looking at a candidate, Bissoon says, “I’m looking to see if the person is a leader.”
5. Integrity. A superstar knows right from wrong and chooses to do the right thing. José Sariego, senior vice president of Business & Legal Affairs at HBO Latin America Group, says that a candidate must have integrity. “Integrity is a paramount quality for lawyers. It is an essential quality. It is not something that can be taught. It is ingrained.”
6. Positive Attitude. Superstars see the best in situations and in people. They see obstacles as things to be overcome, not a source of fear and paralysis. Lawyers deal with clients’ problems every day, and the new hire will have to do the same. Tackling these problems will be much easier if the new hire has the right attitude.
Janet Manzullo puts a lot of stock in the “A” word. For a company dedicated to customer service, Manzullo says, “We’re looking for folks with a positive attitude.”
7. Life outside of law. Superstars are more than just about the practice of law. They have lives outside the office. They have varied interests and are involved with their communities. They may have had other careers before becoming attorneys. The breadth of those experiences brings with it fresh perspectives and ideas and access to new people. When hiring, Henry N. Adorno, CEO and president of Adorno & Yoss, looks for these varied experiences. “I’m interested in their work experience outside the law. Those life experiences may serve them well in the courtroom.”
Pamela Carter does the same. “We’ve hired a former pro golfer. We’ve hired a former professional dancer. Who golfs? Who attends the ballet? Potential clients. Also, if a candidate cannot socialize, how is she going to interact with the judge and the jury?”
8. Diverse outlook. Superstars do not view the world solely from their own perspectives. They try to see problems and the solutions to those problems from the perspectives of others. They have taken the time to learn other cultures, mores, and points of view.
Jose Sariego believes having diverse perspectives is a must in a global economy. “At HBO Latin America, diversity matters. We tackle diverse matters. We serve diverse geographic areas. We have diverse clients. I am looking for evidence that a candidate can work in a multicultural environment. There is a paucity of people that can bridge different cultures. It does not come naturally. It takes work and dedication to become comfortable in environments different from our own. Few people have the commitment to bridge the gap between cultures.”
Chao agrees that diversity matters. “As litigators, we look for diverse candidates with varied backgrounds. These are important qualities. If a candidate has a very narrow background, how will he be able to read the jury, which is very diverse?”
9. They do their homework. Superstars have a goal in mind and have done their homework to get there. They send an organization their resumes not because they simply viewed an ad in the paper or a posting on the Internet. Instead, they have studied the organization and its values and have decided that their future and their success should be tied into the success of the organization. Candidates who have not thought through why they want to come work for an organization are not the ones the organization wants.
Jonathan Lowe, Alston & Bird’s hiring partner, states, “In my experience, one of the matters that distinguishes a great candidate from a good one is the extent to which the prospect has done his homework. With some prospects, it’s fairly evident that they have not taken the trouble to learn much about Alston & Bird or to think much about why, or whether, they really want to be employed here. A great candidate will have gone out of his or her way to learn a lot about our law firm, its practice, and its clients. He or she will also have done some research on individual interviewers, and will make that evident in the interview.”
10. Assertiveness. The practice of law is a contact sport. Superstars know how to assert themselves without being overbearing. This is especially true for litigators, as Pamela Carter notes. “In litigation, you want someone who is aggressive—aggressive in handling assignments and cases.”
Hank Adorno agrees that personality is important. “I am interested in personality. Will this person do well in a courtroom in front of a jury?”
Is this Candidate a Superstar?
—Jose Sariego
What can be done to find the best candidates available and ensure that the ones sitting across the desk are indeed superstars? The following is a list of 10 things to attract the right candidates and pick the ones with the right qualities.
1. Define the job. Before searching for candidates, ask what needs to be done for the job and what skills and experience are required. Janet Manzullo strongly believes that placement starts with defining the job. “Picking the right candidate starts with the right job description. You need to know the type of candidate you’re looking for before starting the interview process.”
2. Emphasize diversity in the hiring process. Sometimes a job description is based on outdated criteria. In a diverse, global economy, it is important to ensure that a diverse group defines the job and the qualities needed to fill it. Furthermore, it is important that the interview process also be diverse. “Each interviewer brings a different perspective and different set of experiences to the interview, and may pick up on things others don’t. A diverse panel of interviewers brings different perspectives to the interview,” says Manzullo.
3. Partner with minority-based organizations. To see the resumes of diverse, qualified candidates, law firms and departments should partner with organizations that focus on minority lawyers, such as the National Bar Association or the Hispanic National Bar Association. Wilhelmina Tribble, president and CEO of Lowe Tribble & Associates, an organization that helps firms diversify their ranks, feels that partnering with minority-based bar associations holds a wealth of opportunities. “You have to slowly and sincerely build relationships with minority associations. They will serve as a pipeline for diverse candidates.”
Manzullo agrees. “We partner with minority-based organizations that cater to minorities. Through those relationships, we can get access to exemplary minority candidates.”
4. Look beyond the obvious on the resume. Everybody looks to see where candidates went to school, the grades they received, whether they made law review, and other obvious factors. But there are other indicia of success on that resume, such as what candidates did before the law or what they do outside the office. For example, McLean looks for attorneys who put themselves through law school. “Did they have a full-time job on top of going to law school? That shows they are very committed.”
Adorno concurs, feeling that candidates who put themselves through law school are dedicated and have a strong work ethic. He also looks for candidates with military experience. “They tend to be goal-oriented and are taught to work in a team environment,” he notes.
Carter says that it speaks volumes of a person’s maturity to switch careers to the law. “It shows that there is a thought process going on there.”
Sariego looks for candidates that have a breadth of experience, who have embraced other cultures and points of view. “Have they worked in the Peace Corps? Gone through an Outward Bound program? Spent time tracking through the jungle? These candidates have dealt with different environments and different people.” Sariego believes these are the candidates who can tackle the ever-changing global economy.
5. Use “Behavioral interviewing.” Manzullo recommends using behavioral interviewing when choosing candidates. “You inquire about a candidate’s response to situations involving conflict and learn how they reacted to them. You may ask, ‘Tell me a time you had a conflict with a co-worker and couldn’t get them to move?’ or ‘Tell me about the last problem you faced and how you handled it?’ ” Being a lawyer is a stressful, challenging job and it is important to know how candidates will respond to that stress and those challenges.
6. Appreciate that one size does not fit all. It is tempting to assume that a great candidate, simply because he is great, will be a good fit. Not only should one look for the perfect candidate, one should also look for the perfect fit. Manzullo knows this firsthand. “We had a candidate who looked great on paper. During the interview process, though, it became quickly apparent that everything was about him, not about the team. We realized he would not be a good fit. It is important to know not only can they do the job, but can they succeed within the organization.”
Bissoon also looks for this chemistry. “You need to know upfront whether a person will enjoy long-term success in your particular organization. A poor fit is not a reflection on the candidate, nor for that matter, on the firm. Like any other relationship, you are looking for a match.”
7. Due diligence, due diligence, due diligence. Some candidates fudge on their resumes. A few go further than that. Due diligence is a must to ensure that a resume is authentic. When considering a candidate, Sariego looks out for resume fraud. “It’s surprising the number of candidates who not only fudge, but outright lie on their resumes. If you say you’re fluent in Spanish, I’m going to conduct the interview in Spanish. Sometimes you start talking to a candidate and you realize he’s not fluent.”
Organizations should ask for references to confirm that candidates have the skills they list. Adorno, for example, asks for references from judges, clients, and other lawyers.
8. Learn the candidate’s motivation. Interviewers should take the time to learn what motivates a candidate. This gets back to the issue of values. What values does the candidate hold near and dear and what drives him to succeed? When interviewing candidates, Bissoon wants to know what gets them out of bed in the morning. “You have to get a sense of what really drives a person, which is not easy to do. We look at how they have chosen to spend their free time. We try to get to understand them. We ask them where they see themselves. Whether they see themselves with us.”
Chao agrees that learning what drives a candidate and the direction he is headed is important. “I want to know where they see themselves in the future. Someone who has hunger has thought out his future.”
9. Search out the leaders. Every hire should be a leader. Leaders are the ones who will have the greatest impact in an organization. One of the three qualities McLean looks for is leadership. “I ask, ‘Does the candidate hold any leadership positions?’ The three qualities our firm looks for are raw intellectual ability, ambition, and leadership.” Find out what leadership roles the candidates have had.
Carter suggests looking for leaders in voluntary bar associations, community and civic organizations, and at their present and prior jobs. If they are making an impact in these organizations, chances are they will have the same effect on their new employer.
10. Trust the instincts. At the end of the day, interviewing is as much an art as it is a science. When in doubt, trust the instincts. “I can tell a lot about a candidate through any conversation,” says Carter. “As a trial attorney, I am trained to read people and pick up signals. I pay close attention and trust my instincts.” Listen carefully, pay attention to body language, and do a “gut check.” Ask the question, “What feelings does this candidate evoke? Will she be a good fit? Would it be positive if she spent the rest of her career working at the organization?” Some soul searching may make the difference between picking a good candidate and a great one.
Superstars are out there, and there are more than just a few to pick from. If an employer looks for the right skills and learns how to spot them, the next hire will be the right one. DB
Francisco Ramos, Jr., Esq. is a partner at the law firm Clarke Silverglate & Campbell in Miami and a freelance legal writer.
From the March/April 2007 issue of Diversity & The Bar®