In-House Counsel Say They're Seeing Litigation Increase

More than one-third of general counsel in a recent survey said the number of legal disputes their companies have been involved in increased during the last 12 months. And only 7 percent said they'd seen a decrease.

Should I Aim for In-House or Another Law Firm?

Q: I have been a member of the bar for 15 years and with my firm, a litigation boutique started by a group of former BigLaw partners, for the last 10 years. It is now clear to me that I need to move on although I have not been told as much and believe I have time on my side to find whatever it is I am looking for. My problem is deciding what to do next. Do I go in-house or move to another firm? What size firm or company do I want to work for? The single most important criterion for my next position is that I have the opportunity to participate in the growth of a business -- law firm or corporate.

My problem is that my main practice area is in a very discrete area of litigation. Everyone knows everyone so I am very concerned about networking with the people who are most able to help me find opportunities at another law firm. On the other hand, I know almost no one in-house from whom I could seek advice, information, and referrals. Any advice on getting started on figuring out what my next step should be?

-- Nowhere to Network

A: Dear Nowhere to Network,

You identify two problems. First, you are unsure about your next move. So far, you know only that a new position must offer you the prospect of playing a role in the growth of the organization. You ask whether you should pursue opportunities with law firms or corporate legal departments and wonder about the size of the organization. Those questions just scratch the surface of what to seek in an employer, and only you can answer.

To address those issues, and others, you must understand your personality, as well as assess your work values and goals. Based on your 15 years of experience, what has been satisfying and what would you like to avoid? You may wish to consider the following questions and others that may spring from them. With whom do you want to work – attorneys, business people, others? What personality traits would you like colleagues to possess? What industries appeal to you? What is the mission of the organization? What is the organization’s culture? What qualities does the organization value? What role would you like to play, aside from participating in the organization’s growth? How transferable are your skills and how can you demonstrate their transferability?

Your second problem is identifying individuals with whom you can network. The way that you approach networking may partly depend on the basis for your understanding that you must make a transition, "have not been told as much," and have time to do so. Sometimes attorneys know that a move is necessary based on behavior or oblique statements by individuals in the organization. They have not yet received direct confirmation, but see the signs. At other times, attorneys are motivated by the realization that their current position is no longer satisfying; nothing else is pushing them to change.

Individuals are likely to be more skittish about networking when they are concerned about jeopardizing a secure job than when they believe their position is tenuous. Still, fear of discovery can be powerful in both situations. Yet, giving in to that fear can keep you frozen, which can result in either remaining tethered to a secure and unsatisfying position for many years, or scrambling to network to find a new position when asked to leave your current employment.

So, another question is how much time you can afford before you begin to network. Even though the attorneys in your practice area are a close-knit group, evaluate the nature of your relationship with them. Determine whether you can count on them to keep your conversations confidential. If there are only a limited number of practitioners in your practice area and you wish to remain in it, you may have no other way to let key players know of your interest in making a change. Consider, too, whether attorneys in your current firm may be willing to help with your transition.

You need not confine networking to the attorneys in your tight group, especially if you are interested in taking your career in a different direction. Regardless of whether you continue in your current practice or move into a new area, talk to attorneys in other practices; law school alumni who work in-house and may be identified through your law school or a search in www.martindale.com; individuals who work in corporations on the business side; friends; family members; and others with whom you come in contact. Your network can include individuals who work in fields aside from law. Do not limit your efforts to people you already know. To improve your chances for successful networking, you must expand your networks as far as possible.

As you seem to recognize, networking is the most effective job search method. Once you determine the next step in your career, you must weigh the risks and rewards of networking. At the same time, consider the consequences of not networking. You have somewhere to network. The question is: do you venture there?

Sincerely,
Linda E. Laufer

Linda E. Laufer was the author of the weekly Crossroads column at New York Lawyer, a publication of New York Law Journal. Laufer is an experienced career counselor and former practicing attorney.

This column originally appeared in New York Lawyer on July 6, 2009 and is reprinted from the New York Lawyer website.

Should I Aim for In-House or Another Law Firm?

Q: I have been a member of the bar for 15 years and with my firm, a litigation boutique started by a group of former BigLaw partners, for the last 10 years. It is now clear to me that I need to move on although I have not been told as much and believe I have time on my side to find whatever it is I am looking for. My problem is deciding what to do next. Do I go in-house or move to another firm? What size firm or company do I want to work for? The single most important criterion for my next position is that I have the opportunity to participate in the growth of a business -- law firm or corporate.

My problem is that my main practice area is in a very discrete area of litigation. Everyone knows everyone so I am very concerned about networking with the people who are most able to help me find opportunities at another law firm. On the other hand, I know almost no one in-house from whom I could seek advice, information, and referrals. Any advice on getting started on figuring out what my next step should be?

-- Nowhere to Network

A: Dear Nowhere to Network,

You identify two problems. First, you are unsure about your next move. So far, you know only that a new position must offer you the prospect of playing a role in the growth of the organization. You ask whether you should pursue opportunities with law firms or corporate legal departments and wonder about the size of the organization. Those questions just scratch the surface of what to seek in an employer, and only you can answer.

To address those issues, and others, you must understand your personality, as well as assess your work values and goals. Based on your 15 years of experience, what has been satisfying and what would you like to avoid? You may wish to consider the following questions and others that may spring from them. With whom do you want to work – attorneys, business people, others? What personality traits would you like colleagues to possess? What industries appeal to you? What is the mission of the organization? What is the organization’s culture? What qualities does the organization value? What role would you like to play, aside from participating in the organization’s growth? How transferable are your skills and how can you demonstrate their transferability?

Your second problem is identifying individuals with whom you can network. The way that you approach networking may partly depend on the basis for your understanding that you must make a transition, "have not been told as much," and have time to do so. Sometimes attorneys know that a move is necessary based on behavior or oblique statements by individuals in the organization. They have not yet received direct confirmation, but see the signs. At other times, attorneys are motivated by the realization that their current position is no longer satisfying; nothing else is pushing them to change.

Individuals are likely to be more skittish about networking when they are concerned about jeopardizing a secure job than when they believe their position is tenuous. Still, fear of discovery can be powerful in both situations. Yet, giving in to that fear can keep you frozen, which can result in either remaining tethered to a secure and unsatisfying position for many years, or scrambling to network to find a new position when asked to leave your current employment.

So, another question is how much time you can afford before you begin to network. Even though the attorneys in your practice area are a close-knit group, evaluate the nature of your relationship with them. Determine whether you can count on them to keep your conversations confidential. If there are only a limited number of practitioners in your practice area and you wish to remain in it, you may have no other way to let key players know of your interest in making a change. Consider, too, whether attorneys in your current firm may be willing to help with your transition.

You need not confine networking to the attorneys in your tight group, especially if you are interested in taking your career in a different direction. Regardless of whether you continue in your current practice or move into a new area, talk to attorneys in other practices; law school alumni who work in-house and may be identified through your law school or a search in www.martindale.com; individuals who work in corporations on the business side; friends; family members; and others with whom you come in contact. Your network can include individuals who work in fields aside from law. Do not limit your efforts to people you already know. To improve your chances for successful networking, you must expand your networks as far as possible.

As you seem to recognize, networking is the most effective job search method. Once you determine the next step in your career, you must weigh the risks and rewards of networking. At the same time, consider the consequences of not networking. You have somewhere to network. The question is: do you venture there?

Sincerely,
Linda E. Laufer

Linda E. Laufer was the author of the weekly Crossroads column at New York Lawyer, a publication of New York Law Journal. Laufer is an experienced career counselor and former practicing attorney.

This column originally appeared in New York Lawyer on July 6, 2009 and is reprinted from the New York Lawyer website.

Should I Aim for In-House or Another Law Firm?

Q: I have been a member of the bar for 15 years and with my firm, a litigation boutique started by a group of former BigLaw partners, for the last 10 years. It is now clear to me that I need to move on although I have not been told as much and believe I have time on my side to find whatever it is I am looking for. My problem is deciding what to do next. Do I go in-house or move to another firm? What size firm or company do I want to work for? The single most important criterion for my next position is that I have the opportunity to participate in the growth of a business -- law firm or corporate.

My problem is that my main practice area is in a very discrete area of litigation. Everyone knows everyone so I am very concerned about networking with the people who are most able to help me find opportunities at another law firm. On the other hand, I know almost no one in-house from whom I could seek advice, information, and referrals. Any advice on getting started on figuring out what my next step should be?

-- Nowhere to Network

A: Dear Nowhere to Network,

You identify two problems. First, you are unsure about your next move. So far, you know only that a new position must offer you the prospect of playing a role in the growth of the organization. You ask whether you should pursue opportunities with law firms or corporate legal departments and wonder about the size of the organization. Those questions just scratch the surface of what to seek in an employer, and only you can answer.

To address those issues, and others, you must understand your personality, as well as assess your work values and goals. Based on your 15 years of experience, what has been satisfying and what would you like to avoid? You may wish to consider the following questions and others that may spring from them. With whom do you want to work – attorneys, business people, others? What personality traits would you like colleagues to possess? What industries appeal to you? What is the mission of the organization? What is the organization’s culture? What qualities does the organization value? What role would you like to play, aside from participating in the organization’s growth? How transferable are your skills and how can you demonstrate their transferability?

Your second problem is identifying individuals with whom you can network. The way that you approach networking may partly depend on the basis for your understanding that you must make a transition, "have not been told as much," and have time to do so. Sometimes attorneys know that a move is necessary based on behavior or oblique statements by individuals in the organization. They have not yet received direct confirmation, but see the signs. At other times, attorneys are motivated by the realization that their current position is no longer satisfying; nothing else is pushing them to change.

Individuals are likely to be more skittish about networking when they are concerned about jeopardizing a secure job than when they believe their position is tenuous. Still, fear of discovery can be powerful in both situations. Yet, giving in to that fear can keep you frozen, which can result in either remaining tethered to a secure and unsatisfying position for many years, or scrambling to network to find a new position when asked to leave your current employment.

So, another question is how much time you can afford before you begin to network. Even though the attorneys in your practice area are a close-knit group, evaluate the nature of your relationship with them. Determine whether you can count on them to keep your conversations confidential. If there are only a limited number of practitioners in your practice area and you wish to remain in it, you may have no other way to let key players know of your interest in making a change. Consider, too, whether attorneys in your current firm may be willing to help with your transition.

You need not confine networking to the attorneys in your tight group, especially if you are interested in taking your career in a different direction. Regardless of whether you continue in your current practice or move into a new area, talk to attorneys in other practices; law school alumni who work in-house and may be identified through your law school or a search in www.martindale.com; individuals who work in corporations on the business side; friends; family members; and others with whom you come in contact. Your network can include individuals who work in fields aside from law. Do not limit your efforts to people you already know. To improve your chances for successful networking, you must expand your networks as far as possible.

As you seem to recognize, networking is the most effective job search method. Once you determine the next step in your career, you must weigh the risks and rewards of networking. At the same time, consider the consequences of not networking. You have somewhere to network. The question is: do you venture there?

Sincerely,
Linda E. Laufer

Linda E. Laufer was the author of the weekly Crossroads column at New York Lawyer, a publication of New York Law Journal. Laufer is an experienced career counselor and former practicing attorney.

This column originally appeared in New York Lawyer on July 6, 2009 and is reprinted from the New York Lawyer website.

Should I Aim for In-House or Another Law Firm?

Q: I have been a member of the bar for 15 years and with my firm, a litigation boutique started by a group of former BigLaw partners, for the last 10 years. It is now clear to me that I need to move on although I have not been told as much and believe I have time on my side to find whatever it is I am looking for. My problem is deciding what to do next. Do I go in-house or move to another firm? What size firm or company do I want to work for? The single most important criterion for my next position is that I have the opportunity to participate in the growth of a business -- law firm or corporate.

My problem is that my main practice area is in a very discrete area of litigation. Everyone knows everyone so I am very concerned about networking with the people who are most able to help me find opportunities at another law firm. On the other hand, I know almost no one in-house from whom I could seek advice, information, and referrals. Any advice on getting started on figuring out what my next step should be?

-- Nowhere to Network

A: Dear Nowhere to Network,

You identify two problems. First, you are unsure about your next move. So far, you know only that a new position must offer you the prospect of playing a role in the growth of the organization. You ask whether you should pursue opportunities with law firms or corporate legal departments and wonder about the size of the organization. Those questions just scratch the surface of what to seek in an employer, and only you can answer.

To address those issues, and others, you must understand your personality, as well as assess your work values and goals. Based on your 15 years of experience, what has been satisfying and what would you like to avoid? You may wish to consider the following questions and others that may spring from them. With whom do you want to work – attorneys, business people, others? What personality traits would you like colleagues to possess? What industries appeal to you? What is the mission of the organization? What is the organization’s culture? What qualities does the organization value? What role would you like to play, aside from participating in the organization’s growth? How transferable are your skills and how can you demonstrate their transferability?

Your second problem is identifying individuals with whom you can network. The way that you approach networking may partly depend on the basis for your understanding that you must make a transition, "have not been told as much," and have time to do so. Sometimes attorneys know that a move is necessary based on behavior or oblique statements by individuals in the organization. They have not yet received direct confirmation, but see the signs. At other times, attorneys are motivated by the realization that their current position is no longer satisfying; nothing else is pushing them to change.

Individuals are likely to be more skittish about networking when they are concerned about jeopardizing a secure job than when they believe their position is tenuous. Still, fear of discovery can be powerful in both situations. Yet, giving in to that fear can keep you frozen, which can result in either remaining tethered to a secure and unsatisfying position for many years, or scrambling to network to find a new position when asked to leave your current employment.

So, another question is how much time you can afford before you begin to network. Even though the attorneys in your practice area are a close-knit group, evaluate the nature of your relationship with them. Determine whether you can count on them to keep your conversations confidential. If there are only a limited number of practitioners in your practice area and you wish to remain in it, you may have no other way to let key players know of your interest in making a change. Consider, too, whether attorneys in your current firm may be willing to help with your transition.

You need not confine networking to the attorneys in your tight group, especially if you are interested in taking your career in a different direction. Regardless of whether you continue in your current practice or move into a new area, talk to attorneys in other practices; law school alumni who work in-house and may be identified through your law school or a search in www.martindale.com; individuals who work in corporations on the business side; friends; family members; and others with whom you come in contact. Your network can include individuals who work in fields aside from law. Do not limit your efforts to people you already know. To improve your chances for successful networking, you must expand your networks as far as possible.

As you seem to recognize, networking is the most effective job search method. Once you determine the next step in your career, you must weigh the risks and rewards of networking. At the same time, consider the consequences of not networking. You have somewhere to network. The question is: do you venture there?

Sincerely,
Linda E. Laufer

Linda E. Laufer was the author of the weekly Crossroads column at New York Lawyer, a publication of New York Law Journal. Laufer is an experienced career counselor and former practicing attorney.

This column originally appeared in New York Lawyer on July 6, 2009 and is reprinted from the New York Lawyer website.

UC Irvine Plans Summer Training for In-House Counsel

The exterior of UC Irvine School of Law
Image: courtesy photo

Call it a summer boot camp for in-house counsel.

The University of California, Irvine School of Law plans to launch a Center for Corporate Law next summer, offering extensive training for attorneys in legal departments and those who hope to move in-house.

A handful of law schools already offer executive education for lawyers, most notably Harvard, Georgetown and Northwestern, but their corporate counsel programs tend to last just a few days.

By contrast, Irvine administrators plan an annual six-week slate of summer courses, broken into five-day modules. The six modules will cover management and business skills plus areas of law pertinent to in-house counsel, such as intellectual property. Lawyers can take as many modules as they like, but those who complete at least three of the modules within three years will earn a "corporate counsel" certificate, while experienced attorneys can obtain a "general counsel" certificate upon completing four modules within four years, according to administrators. The program is intended both for experienced corporate counsel and for those entering legal departments or hoping to move in-house.

"I think this will become one of the signature programs of the law school," dean Erwin Chemerinsky said.

The idea for the center emerged from the law school's business advisory council, which noted a lack of robust training opportunities for in-house counsel, Chemerinsky said. That role requires skills most lawyers don't learn at firms or in law school, he said, such as how to advise business clients regarding risk. "We also heard that there are different ethical issues that in-house counsel face."

The law school is in the final stages of raising the approximately $150,000 it needs to hire an executive director and get the center off the ground. Irvine intends to hire a director with in-house counsel experience and offer participants help in finding legal department jobs. The plans include establishing an alumni network. The center will produce research and practical guidance on matters relevant to corporate counsel.

Chemerinsky said the summer program likely would start off small and grow over time. The school plans to recruit students not only in Southern California, but also in China and Korea, where Irvine already has relationships with universities and business leaders. Thus far, local firms and general counsel have been enthusiastic about the idea, he said.

While executive education programs can be solid revenue generators for law schools, Chemerinsky said the new center likely would just break even at first. The curriculum and program costs are still being finalized.

The initial module would cover the basics of the in-house counsel role, including business structures, dealing with outside counsel and ethical issues. Subsequent modules will focus on finance, accounting and corporate governance; corporate strategy and innovation; managing risk; the global business environment; and legal department management. The modules would run from Wednesday through Sunday.

Should I Aim for In-House or Another Law Firm?

Q: I have been a member of the bar for 15 years and with my firm, a litigation boutique started by a group of former BigLaw partners, for the last 10 years. It is now clear to me that I need to move on although I have not been told as much and believe I have time on my side to find whatever it is I am looking for. My problem is deciding what to do next. Do I go in-house or move to another firm? What size firm or company do I want to work for? The single most important criterion for my next position is that I have the opportunity to participate in the growth of a business -- law firm or corporate.

My problem is that my main practice area is in a very discrete area of litigation. Everyone knows everyone so I am very concerned about networking with the people who are most able to help me find opportunities at another law firm. On the other hand, I know almost no one in-house from whom I could seek advice, information, and referrals. Any advice on getting started on figuring out what my next step should be?

-- Nowhere to Network

A: Dear Nowhere to Network,

You identify two problems. First, you are unsure about your next move. So far, you know only that a new position must offer you the prospect of playing a role in the growth of the organization. You ask whether you should pursue opportunities with law firms or corporate legal departments and wonder about the size of the organization. Those questions just scratch the surface of what to seek in an employer, and only you can answer.

To address those issues, and others, you must understand your personality, as well as assess your work values and goals. Based on your 15 years of experience, what has been satisfying and what would you like to avoid? You may wish to consider the following questions and others that may spring from them. With whom do you want to work – attorneys, business people, others? What personality traits would you like colleagues to possess? What industries appeal to you? What is the mission of the organization? What is the organization’s culture? What qualities does the organization value? What role would you like to play, aside from participating in the organization’s growth? How transferable are your skills and how can you demonstrate their transferability?

Your second problem is identifying individuals with whom you can network. The way that you approach networking may partly depend on the basis for your understanding that you must make a transition, "have not been told as much," and have time to do so. Sometimes attorneys know that a move is necessary based on behavior or oblique statements by individuals in the organization. They have not yet received direct confirmation, but see the signs. At other times, attorneys are motivated by the realization that their current position is no longer satisfying; nothing else is pushing them to change.

Individuals are likely to be more skittish about networking when they are concerned about jeopardizing a secure job than when they believe their position is tenuous. Still, fear of discovery can be powerful in both situations. Yet, giving in to that fear can keep you frozen, which can result in either remaining tethered to a secure and unsatisfying position for many years, or scrambling to network to find a new position when asked to leave your current employment.

So, another question is how much time you can afford before you begin to network. Even though the attorneys in your practice area are a close-knit group, evaluate the nature of your relationship with them. Determine whether you can count on them to keep your conversations confidential. If there are only a limited number of practitioners in your practice area and you wish to remain in it, you may have no other way to let key players know of your interest in making a change. Consider, too, whether attorneys in your current firm may be willing to help with your transition.

You need not confine networking to the attorneys in your tight group, especially if you are interested in taking your career in a different direction. Regardless of whether you continue in your current practice or move into a new area, talk to attorneys in other practices; law school alumni who work in-house and may be identified through your law school or a search in www.martindale.com; individuals who work in corporations on the business side; friends; family members; and others with whom you come in contact. Your network can include individuals who work in fields aside from law. Do not limit your efforts to people you already know. To improve your chances for successful networking, you must expand your networks as far as possible.

As you seem to recognize, networking is the most effective job search method. Once you determine the next step in your career, you must weigh the risks and rewards of networking. At the same time, consider the consequences of not networking. You have somewhere to network. The question is: do you venture there?

Sincerely,
Linda E. Laufer

Linda E. Laufer was the author of the weekly Crossroads column at New York Lawyer, a publication of New York Law Journal. Laufer is an experienced career counselor and former practicing attorney.

This column originally appeared in New York Lawyer on July 6, 2009 and is reprinted from the New York Lawyer website.

UC Irvine Plans Summer Training for In-House Counsel

The exterior of UC Irvine School of Law
Image: courtesy photo

Call it a summer boot camp for in-house counsel.

The University of California, Irvine School of Law plans to launch a Center for Corporate Law next summer, offering extensive training for attorneys in legal departments and those who hope to move in-house.

A handful of law schools already offer executive education for lawyers, most notably Harvard, Georgetown and Northwestern, but their corporate counsel programs tend to last just a few days.

By contrast, Irvine administrators plan an annual six-week slate of summer courses, broken into five-day modules. The six modules will cover management and business skills plus areas of law pertinent to in-house counsel, such as intellectual property. Lawyers can take as many modules as they like, but those who complete at least three of the modules within three years will earn a "corporate counsel" certificate, while experienced attorneys can obtain a "general counsel" certificate upon completing four modules within four years, according to administrators. The program is intended both for experienced corporate counsel and for those entering legal departments or hoping to move in-house.

"I think this will become one of the signature programs of the law school," dean Erwin Chemerinsky said.

The idea for the center emerged from the law school's business advisory council, which noted a lack of robust training opportunities for in-house counsel, Chemerinsky said. That role requires skills most lawyers don't learn at firms or in law school, he said, such as how to advise business clients regarding risk. "We also heard that there are different ethical issues that in-house counsel face."

The law school is in the final stages of raising the approximately $150,000 it needs to hire an executive director and get the center off the ground. Irvine intends to hire a director with in-house counsel experience and offer participants help in finding legal department jobs. The plans include establishing an alumni network. The center will produce research and practical guidance on matters relevant to corporate counsel.

Chemerinsky said the summer program likely would start off small and grow over time. The school plans to recruit students not only in Southern California, but also in China and Korea, where Irvine already has relationships with universities and business leaders. Thus far, local firms and general counsel have been enthusiastic about the idea, he said.

While executive education programs can be solid revenue generators for law schools, Chemerinsky said the new center likely would just break even at first. The curriculum and program costs are still being finalized.

The initial module would cover the basics of the in-house counsel role, including business structures, dealing with outside counsel and ethical issues. Subsequent modules will focus on finance, accounting and corporate governance; corporate strategy and innovation; managing risk; the global business environment; and legal department management. The modules would run from Wednesday through Sunday.

White & Case Snags Two In-House Lawyers to Bolster Corporate Practice

White & Case is expanding its M&A and capital markets practices in Silicon Valley with the addition of two former in-house lawyers: Eric Hwang, formerly with Oracle, and Christopher Rose from CODA Automotive. Both join as partners.

"Their reputation and experience is going to be well-known by everyone they come in contact with," said Bijal Vakil, who heads the firm's Silicon Valley office. "When you have our global platform plus their experience, that's going to be appealing to someone who has global operations or global aspirations."

Recruiters say looking in house for talent is a good strategy in the Valley's fierce lateral market. In 2010, White & Case hired former Oracle Corp. associate general counsel Brady Mickelsen.

"It is an innovative and fresh approach to recruiting," said Avis Caravello, of Avis Caravello Attorney Search Consultants. "They are going against the grain by doing it this way, but they're recognizing that if you go the traditional route, you may have to wait years to grow your office."

White & Case opened its Silicon Valley office in 1999 and in recent years has struggled to build the office and retain lawyers. In 2009, the firm lost a team of three IP litigators to Cooley, who took with them patent work for clients such as Facebook Inc.

Vakil said clients had been asking the firm to increase the depth of its corporate practice, and he's talked to many qualified candidates in recent months. What set Hwang and Rose apart, he said, was the fact that both had experience as in-house lawyers and outside counsel.

Hwang and Rose both said they were attracted by the firm's global reach. But seeing the success Mickelsen has had building his practice at White & Case made the move even more appealing. And they're looking forward to working with Mickelsen again, whom they worked with at Skadden, Arps, Slate, Meagher & Flom.

"I think we'll be able to replicate Brady's success," Rose said. "Brady needed more feet on the ground, and now that the three of us are working together again, we have critical mass."

Hwang and Mickelsen had also worked together in Oracle's legal department. Before leaving the company, Hwang was director of corporate development and managed acquisitions, such as the purchase of social media marketer Vitrue and project portfolio management vendor Skire. From 2007 to 2010, he was a senior M&A counsel and worked on nearly half of Oracle's acquisitions, including its $7.4 billion purchase of Sun Microsystems Inc.

Before moving in house, Hwang had spent almost four years as a corporate associate at Skadden in New York. He's looking forward to handling global deals at a big firm again.

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Should I Aim for In-House or Another Law Firm?

Q: I have been a member of the bar for 15 years and with my firm, a litigation boutique started by a group of former BigLaw partners, for the last 10 years. It is now clear to me that I need to move on although I have not been told as much and believe I have time on my side to find whatever it is I am looking for. My problem is deciding what to do next. Do I go in-house or move to another firm? What size firm or company do I want to work for? The single most important criterion for my next position is that I have the opportunity to participate in the growth of a business -- law firm or corporate.

My problem is that my main practice area is in a very discrete area of litigation. Everyone knows everyone so I am very concerned about networking with the people who are most able to help me find opportunities at another law firm. On the other hand, I know almost no one in-house from whom I could seek advice, information, and referrals. Any advice on getting started on figuring out what my next step should be?

-- Nowhere to Network

A: Dear Nowhere to Network,

You identify two problems. First, you are unsure about your next move. So far, you know only that a new position must offer you the prospect of playing a role in the growth of the organization. You ask whether you should pursue opportunities with law firms or corporate legal departments and wonder about the size of the organization. Those questions just scratch the surface of what to seek in an employer, and only you can answer.

To address those issues, and others, you must understand your personality, as well as assess your work values and goals. Based on your 15 years of experience, what has been satisfying and what would you like to avoid? You may wish to consider the following questions and others that may spring from them. With whom do you want to work – attorneys, business people, others? What personality traits would you like colleagues to possess? What industries appeal to you? What is the mission of the organization? What is the organization’s culture? What qualities does the organization value? What role would you like to play, aside from participating in the organization’s growth? How transferable are your skills and how can you demonstrate their transferability?

Your second problem is identifying individuals with whom you can network. The way that you approach networking may partly depend on the basis for your understanding that you must make a transition, "have not been told as much," and have time to do so. Sometimes attorneys know that a move is necessary based on behavior or oblique statements by individuals in the organization. They have not yet received direct confirmation, but see the signs. At other times, attorneys are motivated by the realization that their current position is no longer satisfying; nothing else is pushing them to change.

Individuals are likely to be more skittish about networking when they are concerned about jeopardizing a secure job than when they believe their position is tenuous. Still, fear of discovery can be powerful in both situations. Yet, giving in to that fear can keep you frozen, which can result in either remaining tethered to a secure and unsatisfying position for many years, or scrambling to network to find a new position when asked to leave your current employment.

So, another question is how much time you can afford before you begin to network. Even though the attorneys in your practice area are a close-knit group, evaluate the nature of your relationship with them. Determine whether you can count on them to keep your conversations confidential. If there are only a limited number of practitioners in your practice area and you wish to remain in it, you may have no other way to let key players know of your interest in making a change. Consider, too, whether attorneys in your current firm may be willing to help with your transition.

You need not confine networking to the attorneys in your tight group, especially if you are interested in taking your career in a different direction. Regardless of whether you continue in your current practice or move into a new area, talk to attorneys in other practices; law school alumni who work in-house and may be identified through your law school or a search in www.martindale.com; individuals who work in corporations on the business side; friends; family members; and others with whom you come in contact. Your network can include individuals who work in fields aside from law. Do not limit your efforts to people you already know. To improve your chances for successful networking, you must expand your networks as far as possible.

As you seem to recognize, networking is the most effective job search method. Once you determine the next step in your career, you must weigh the risks and rewards of networking. At the same time, consider the consequences of not networking. You have somewhere to network. The question is: do you venture there?

Sincerely,
Linda E. Laufer

Linda E. Laufer was the author of the weekly Crossroads column at New York Lawyer, a publication of New York Law Journal. Laufer is an experienced career counselor and former practicing attorney.

This column originally appeared in New York Lawyer on July 6, 2009 and is reprinted from the New York Lawyer website.

Should I Aim for In-House or Another Law Firm?

Q: I have been a member of the bar for 15 years and with my firm, a litigation boutique started by a group of former BigLaw partners, for the last 10 years. It is now clear to me that I need to move on although I have not been told as much and believe I have time on my side to find whatever it is I am looking for. My problem is deciding what to do next. Do I go in-house or move to another firm? What size firm or company do I want to work for? The single most important criterion for my next position is that I have the opportunity to participate in the growth of a business -- law firm or corporate.

My problem is that my main practice area is in a very discrete area of litigation. Everyone knows everyone so I am very concerned about networking with the people who are most able to help me find opportunities at another law firm. On the other hand, I know almost no one in-house from whom I could seek advice, information, and referrals. Any advice on getting started on figuring out what my next step should be?

-- Nowhere to Network

A: Dear Nowhere to Network,

You identify two problems. First, you are unsure about your next move. So far, you know only that a new position must offer you the prospect of playing a role in the growth of the organization. You ask whether you should pursue opportunities with law firms or corporate legal departments and wonder about the size of the organization. Those questions just scratch the surface of what to seek in an employer, and only you can answer.

To address those issues, and others, you must understand your personality, as well as assess your work values and goals. Based on your 15 years of experience, what has been satisfying and what would you like to avoid? You may wish to consider the following questions and others that may spring from them. With whom do you want to work – attorneys, business people, others? What personality traits would you like colleagues to possess? What industries appeal to you? What is the mission of the organization? What is the organization’s culture? What qualities does the organization value? What role would you like to play, aside from participating in the organization’s growth? How transferable are your skills and how can you demonstrate their transferability?

Your second problem is identifying individuals with whom you can network. The way that you approach networking may partly depend on the basis for your understanding that you must make a transition, "have not been told as much," and have time to do so. Sometimes attorneys know that a move is necessary based on behavior or oblique statements by individuals in the organization. They have not yet received direct confirmation, but see the signs. At other times, attorneys are motivated by the realization that their current position is no longer satisfying; nothing else is pushing them to change.

Individuals are likely to be more skittish about networking when they are concerned about jeopardizing a secure job than when they believe their position is tenuous. Still, fear of discovery can be powerful in both situations. Yet, giving in to that fear can keep you frozen, which can result in either remaining tethered to a secure and unsatisfying position for many years, or scrambling to network to find a new position when asked to leave your current employment.

So, another question is how much time you can afford before you begin to network. Even though the attorneys in your practice area are a close-knit group, evaluate the nature of your relationship with them. Determine whether you can count on them to keep your conversations confidential. If there are only a limited number of practitioners in your practice area and you wish to remain in it, you may have no other way to let key players know of your interest in making a change. Consider, too, whether attorneys in your current firm may be willing to help with your transition.

You need not confine networking to the attorneys in your tight group, especially if you are interested in taking your career in a different direction. Regardless of whether you continue in your current practice or move into a new area, talk to attorneys in other practices; law school alumni who work in-house and may be identified through your law school or a search in www.martindale.com; individuals who work in corporations on the business side; friends; family members; and others with whom you come in contact. Your network can include individuals who work in fields aside from law. Do not limit your efforts to people you already know. To improve your chances for successful networking, you must expand your networks as far as possible.

As you seem to recognize, networking is the most effective job search method. Once you determine the next step in your career, you must weigh the risks and rewards of networking. At the same time, consider the consequences of not networking. You have somewhere to network. The question is: do you venture there?

Sincerely,
Linda E. Laufer

Linda E. Laufer was the author of the weekly Crossroads column at New York Lawyer, a publication of New York Law Journal. Laufer is an experienced career counselor and former practicing attorney.

This column originally appeared in New York Lawyer on July 6, 2009 and is reprinted from the New York Lawyer website.