You know how they say you have to be very careful what you wish for? My burning desire, upon (someday) retiring from private practice, was to shape the legal landscape of my home country. That wish was granted much earlier than expected when the Dubai government asked me to leave my firm while still a young lawyer and build a suite of economic legislations to attract foreign direct investment and strengthen the legal infrastructure of the UAE.

Suddenly, I was in the public sector, and my client was the government. It was not just about being a lawyer, but about diplomacy and navigating various languages in serving the government and public sector. This is not the sort of skillset that you learn from a manual or an academy. But having worked at a top international law firm, I had the ability to think creatively outside the box, on the spot and under pressure.

I found myself working with people who had served in the government for 30 or 40 years, who had never worked with a woman before, much less a young woman. I was the only female voice. I had to work extremely hard just to prove that my work was credible, but through consistent, quality, sound advice, they soon got the message.

As a young lawyer in private practice, I was extremely shy about expressing my point of view. I had answers and opinions but was intimidated by senior lawyers and worried that my ideas would be rejected. I remember the shiver in my voice the first time I spoke up – but then saw positive looks across the table, which encouraged me. In those moments, my career progressed.

Women care deeply about being judged and often imagine career-ending consequences in speaking their minds. I’ve taken some very big risks in my career and simply didn’t care about consequences like that, so long as I was confident in serving the best interests of my client.

When I was in the government, everything had to be delicately managed. I couldn’t lean on anyone, yet a single decision could affect the entire economy. From day one, I realized what was at stake and knew I had to step out of my comfort zone and confidently rely on my professional judgment and expertise. I can’t say that I was right every time, but I always slept soundly knowing that I had given my best advice – and that’s what mattered.

My advice to young lawyers, irrespective of gender, is to push through your obstacles. As my father said to me: no dream is too big. But do make sure it’s your personal dream – one you will stay committed to even when things get difficult. No doubt, there have been challenging times in my career, but because this is my dream, I continue to persevere no matter how hard the winds blow against me.

I grew up in Ireland, in an educational system that does not have undergraduate schools. Instead, we were expected to select our graduate studies right after high school. Being so young, it was some time before my decision to study law took shape as a career path. But after a few years in private practice, I knew I wanted to be a commercial lawyer and a business person.

This combination of roles is exactly what attracted me to working in-house. I wanted to be integrated into the company and play a role in commercial decisions. I liked the international aspect of AEI – learning about a global business and traveling to places I wouldn’t typically go to on holiday. And I’m very glad to have been given opportunities in my private practice to work across several corporate disciplines, including M&A, private equity, securities, banking/finance and insurance. It was excellent preparation for in-house life because the spectrum of my daily work was extraordinarily broad.

Commercial awareness is the single most important skill for a lawyer in private practice, and that requirement is amplified by about 100 percent when you move in-house. As a legal adviser, you are there to make a commercial goal happen and be solutions-oriented. It is important to remember that your true role is not to point out the problem and talk about every issue of law, but rather to find ways to solve the problem.

Some people go in-house because they desire a more regular nine-to-five job without huge amounts of stress. Other in-house jobs are the complete opposite – they give you the chance to work in the trenches on large, complicated transactions, with the added challenge of managing multiple other matters relating to the ongoing business of the company. My job was definitely on that end of the spectrum, so I’ve reaped the benefits of developing good organizational skills.

Confidence is critical, but it’s also very important to know what you don’t know. No one wants to show weakness, but it’s better to ask for help than to forge ahead unprepared. Not only will you make mistakes but you will lose respect. Get to know people who can help, and then go to them when you are unsure. There’s nothing weak about that.

As a business leader, I have learned the importance of connecting with others and taking an interest in their lives. I’ve seen what a huge difference it can make to just stop by and ask, “How’s your day?”

I would urge my younger self to remember that all problems can be solved. When you’re young and something goes wrong, it feels like the end of the world. But really, all you have to do is sit down and think about how to fix it. Keep calm. There’s always going to be a solution, and nothing is ever as bad as it seems.

*Since publication, Maureen has taken a new position as general counsel of Atlas Renewable Energy.

So, you want to pursue a career in the law … For many, success means landing an offer from one of their chosen firms. For others, the eventual aspiration may be joining an in-house legal department. And for some, it may be leveraging their degree to open doors in a particular field of business.

How can you be sure the choice you make is the right one for you? What considerations will you need to take into account? And further, how can you be sure that in pursuing the career you want, you’re taking the right steps?

In our experience, selecting the right law firm should reflect your personal views on the optimal balance of culture, substantive focus and business strategy. And if you take one piece of advice from these pages, let it be to keep sight of who you are.

Whether you are just finishing law school or looking to make a move, remember that finding the right fit is a two-way street. Everyone is equally invested in the outcome. For your part, we suggest learning as much as you can about your prospective firm. Understand its values, and then decide if they align with yours.

Also, be savvy about the market. Recognize that a career in law is also a career in business, and treat your career as any entrepreneur would treat her or his business. The fact is: no one gets to practice law unless someone first brings in the work. Prove to your employer that you’re prepared and enthusiastic about the opportunity. We‘ve always found that enthusiasm for the job is invaluable.

The stories in this book are meant to do more than provide interview advice. Many of those featured found paths they could never have imagined at the beginning of their careers. The secret is: there is no right answer. But our hope for you is that the candid advice from others who found success and happiness will certainly help.

The choices you make as a young lawyer are not final – and you may need to go through different phases during your professional development. But at all points, it’s important to think about what you want and where you imagine yourself a few years down the road.

When you are young, sometimes you think, “I have this fantastic opportunity to go there and I should go, even though I don’t feel naturally attracted to, say, finance law.” This is indeed one way of building your career: being open-minded about opportunities. But it’s equally valid and important to think, “What do I want?” I have found that you realize over time how important it is to do things with desire. It is important to define your passion about the job you are doing. What is it that fascinates you?

I had an incredible opportunity at the beginning of my career to be seconded to a client. Being seconded is a great way to better understand your clients, but it also made me realize that you don’t need to wait to become a partner to develop relationships.

When you are a young lawyer, you develop relationships at your own level with younger in-house lawyers; these contacts then rise through the ranks and, in turn, become senior lawyers. So begin building your own network very early. When starting out, your priorities center around being technically excellent, but it’s also important to start working on business skills early. If you don’t, it may be less natural and therefore harder to do at a later stage.

Lawyers are perfectionists, so they naturally work on improving their own skills. When it comes to managing others, having authority while maintaining very good relationships can be complicated. That was something I felt I had to consciously think about and work on to be able to progress to the next stage.

You need to put yourself in others’ shoes. Take into account the differences between people, and be sincere. When you tell people honestly what you think, and when you care for them, people trust you. My advice is to have your own management style, and listen to others. These skills don’t come in one day, but you must jump in the water.

It limits us to think, “I can’t do that. I can’t become that. That’s not for me.” The questions should be, “What do I want? Do I really like it?” Provided you have a positive answer, work in that direction, and really trust yourself. Anything is achievable.

My primary advice in seeking success is to be yourself, which will not necessarily mean that you look like the person sitting next to you. We each have our own bent, and we face our own difficulties, so it’s important to trust yourself as you are – not just fulfill a list of criteria.

From the minute I started my career, I loved it.

I began with a love of studying (Classics) and the desire to work as part of a team. The law had some interesting connections with Greek political theory in being focused on “problems in context,” so I went in that direction. Then I chose my firm because everyone seemed happy, and there was a straight-up atmosphere.

Drafting and negotiation quickly caught my interest – at first in the Banking practice and then, to my delight, in Corporate, where I’ve been ever since. I never had a set plan but found my path as I went. At any given moment, the only question I have ever asked myself was: Am I enjoying what I’m doing?
In building any client relationship, the important skills are listening and flexibility. Listening involves taking cues from individuals with unique personalities and businesses, and then extrapolating what they need so you can deliver the best product. Flexibility means you understand that great service will vary from client to client. Some want you to be the tiger, and others don’t. If you ask a few key questions and deliver against the answers, you’ll always be a step ahead.

While still in London, I became the relationship partner for a multinational client, doing outbound M&A. I was working with a woman I like to describe as fearsome and wonderful. She asked our firm Managing Partner to send me to New York. By this time, I was dating a New Yorker (now my husband and the father of our two amazing children), so everything came together – never underestimate the power of a little luck!

Courage, perseverance

In business development, you need courage. There are moments when you have to bite the bullet, reach out and do something that puts you outside of your comfort zone. Sometimes you end up with nothing, and sometimes you end up with something fantastic. Perseverance goes with courage, because sometimes you’re not sure how your actions are received. But keep looking for opportunities. Remember, it’s a long-term proposition.

Not everyone is a good salesperson, meaning outgoing and good at networking. And you can’t become what you are not. What you can do is play to your own strengths − be self-aware and be yourself. If you watch others, you’ll see that people achieve great things in different ways. Find a glove that fits. Importantly, build up your network within the firm. Walk around to other people’s offices. Give them a call. Create connections. Follow up. A little initiative can go a long way.

Love

I genuinely love what I do and am confident that my pride and enthusiasm show through. I go into every business development meeting utterly convinced that what I’m selling is really fantastic. It’s infectious.

I actually never wanted to be a lawyer − I applied to study Economics in the UK. Then my parents suggested applying for the Law faculty at the National University of Singapore – to save some money and because the law is such a solid profession. Asian parents are always quite practical!

Initially, my plan was to just study Law and then change direction. I am naturally better with numbers than with words, but I’ve grown to love using words. In my capital markets practice, a big part of what’s required is telling a story about the company in order to raise capital.

I’ve always been drawn to the business side of things and find it one of the most exciting aspects of my practice. My father ran his own business, so I grew up thinking about business, and I always imagined I would run one. As a result, I was quite prepared when it was time to take my practice to the next level. And that’s advice I would give to any aspiring attorney: think about law as business.

All businesses have internal and external clients. That’s quite an important realization for a young lawyer. The firm will talk about external clients, of course, but as a junior associate, you will more likely deal with senior associates and partners.

It’s important to understand the pressures a partner is under, as well as the dynamics in the firm. When you work together with partners, reach ahead of yourself. For example, when you are a trainee, work to think like an associate; when you’re an associate, try to think like a senior associate; and like a partner when you are a senior associate. Challenge yourself to get to a higher level of thinking, and you’ll likely accelerate the time it takes to get there.

I also think it’s important to gain perspective as you grow, and learn to show empathy. Put yourself in someone else’s shoes and consider why they are asking for certain deadlines and deliverables; don’t see a project just as a project, see the bigger picture.

When you’re younger, it’s natural to look at successful women and think, “They have everything.” But my advice is this: don’t be daunted by the idea that you have a lot of balls to juggle. You actually don’t have to focus on everything at full speed or 100 percent of the time. Pace yourself. You may decide to have a family and, at one point, you may need to focus more on family. But as the kids grow up, you may want a new challenge. Consider all your options, and look for a firm where you can discuss these types of issues openly, hopefully with a culture that is very supportive. I am grateful to my supportive partners and team who have helped me along the way.

In looking back, I am very glad to have kept an open mind. What you are good at when you’re 22 years old might not be the same later in life; I find that it’s best to go with the flow and be open to change.

I became a lawyer because I like thinking creatively and wanted to work in a discipline that rewards innovation. There’s always a grey area, and I like exploring and pushing the boundaries of that.

I knew that I wanted to work in an advisory capacity, helping clients with the big-picture regulatory and governance issues. In late 2011, the firm established a dedicated group of lawyers to advise on regulations enacted after the global financial crisis. As a second-year associate, I saw an opportunity to get in on the ground floor and build my reputation as a go-to resource across the global network. Taking that chance was the best decision I’ve made so far.

Connecting with clients and internal teams

Being an effective communicator is critical to my practice. It’s one thing to be a good lawyer, but you also have to be able to connect with people in terms that make sense to them.

For that reason, I never shy away from using an idiom. Lawyers can get lost in the weeds of law … while clients are just thinking, “Can I do this?” It’s important to be personable and know how to make your advice relatable. Be curious; read the newspaper, including the business section, and be able to present a 360 view on the issues. My own mantra is to think expansively but work specifically.
Learn how to write well too, and especially know when it’s time to switch that legalese button off – write punchy, write clearly and don’t get overwrought. Assume your audience isn’t going to read past the third line. Come to your conclusion early and then follow with the analysis. The headline is key.

Internally, I think of everyone as a client. Your clients could be first- or second-year associates or the partner assigning you work. Everyone and everything is a deliverable, and we’re all working toward the same goal: executing.

Managing larger expectations

There will come a moment in your career when it’s time to take more responsibility. When you’ve successfully established your reputation and people start calling you, it’s time to get out of your comfort zone and consider your available resources.

In certain cases, you will need guidance – that’s okay. No one expects you to know everything (and no one does!), but it’s important to be resourceful and complete at each stage. Be willing and able to run the ball down the field as far as you possibly can before you pass it off. The most successful among us are those who take ownership while also knowing when to exercise discretion. It’s easier said than done, but it’s an important step to take early in your career.

*Since publication, Ashwini has been promoted to counsel.

Becoming a lawyer wasn’t a lifelong dream. Like many, I fell into it by happenstance. When I finished college, having a graduate degree was seen as a good career move, and it is even more so today. I also looked at skillsets and chose graduate studies that would play to my strengths, writing in particular.
Having sampled both litigation and transactional work as a summer associate, I soon realized that I preferred the corporate side. I spent my first years out of law school in New York City primarily working on mergers and acquisitions and securities offerings. By 2000, I was with Clifford Chance in London on the US securities team.

It was the dotcom boom. I remember that my office mate wanted very much to go in-house at a tech company and was urging me to do the same – new paradigms and all. Ironically, around the same time a former colleague who had previously moved to XL Capital called to ask if I was interested in an in-house role. I wasn’t, but I was curious so agreed to meet them, despite that the company was a far cry from the ultra hip dot-com world!

When I found that I liked the people and the company environment, I decided to make the move – both in-house and to Bermuda. It was quite a sea change as the roles are so different. Luckily, my private practice involved a wide variety of matter types; having a generalist view is good grounding for the in-house counsel role, which involves a lot of issue spotting.

I would encourage young lawyers to get exposure to different practice areas, which will round you out and provide a better sense of where you truly wish to concentrate down the road.

In terms of accomplishments, navigating the global financial crisis in 2008 was one of my greatest professional achievements. Our company’s stock price dropped from $90 to under $3; we experienced a ratings downgrade and the need to negotiate a very complex deal with key stakeholders.

I learned that I actually thrive in stressful situations … and under challenging circumstances. I also learned leadership in a new context. Colleagues were looking to me for answers, and I had to make very painful decisions around staff reductions. Getting through the crisis required all of my energy and skills but also instilled a sense of responsibility for others and a mindset of developing them. This is the most important part of a leader’s job.

Another side of that learning is team building. When interviewing job candidates, I look at substance and focus on diversity as a basis for developing my slate. I pay close attention to energy level, attitude and EQ. The latter speaks to a person’s curiosity and flexible frame of mind, both of which I value highly.

Looking back, I would advise my “younger self” to find the right work-life balance and actively seek out mentors and role models. Young lawyers are perfectly right in looking for guidance from colleagues – not necessarily a formal mentorship, just someone you trust and respect to help you bounce ideas around, especially when making career decisions.

I always wanted to be a lawyer. It crystallized for me in eighth grade, when Bill Clinton was running for his first term as President. I was a huge fan of politics, and knowing that he was a lawyer set me on a path toward a legal career. I went to law school in DC thinking I would become a lobbyist. But then everything changed.

9/11 happened during my first term at Georgetown. The fear that day inspired led to my interest in national security. The following summer, I worked at the Financial Crimes Enforcement Network, fighting money laundering and terrorist activities. My post-graduate career went from there.

I had no idea about business development until I became immersed in working with a commercially-focused litigation partner. I took my cues from him and actually found business development interesting. How do we sell? How do we sell bigger pieces? What constitutes a “win” in my practice? My grandfather, a scrap yard salesman, also inspired me. So I had two great role models for integrating business development into my practice.

There were pain points early on, such as finding the right balance in communications. I wanted people to know what I was up to, but I didn’t want to be a nuisance. I also had to learn how to respond when being peppered with questions in a partner’s office. You don’t always have to know the answer, but you do need to be prepared as far as knowing what steps are required to formulate the answer. Where the latter is concerned, collaboration is the key to delivering a better product.

It’s all about relationships. Everyone has the potential to give you work; junior colleagues will move on to senior positions, and staying in touch is critical. With clients, I want them to know that I am on their team. We’ve developed friendships and sometimes pick up the phone just to chat about our kids. So for me, the personal relationship is just as important as the business relationship.

My mentors and sponsors have been indispensible. Being homegrown at my firm, I’ve always had the benefit of their help, from building my practice to navigating the partnership process. Don’t sell yourself short; get a good support system and use it.

I chose not to wait to start a family. I had my first child at age 29 and transitioned to working part-time as a fourth-year associate. Flexibility has been essential to finding the right balance. It also helped that people were honest about my partnership track and helped me develop skills. Ultimately, being part-time mattered far less than the business I was bringing in. Flexibility allowed me to focus on business development, which then freed me from having to log so many billable hours.

My father had a phrase that I have lived by. As a young lawyer, you should keep this on your wall: If someone else can do it, so can I.

When I moved from Melbourne to London to settle here permanently, the timing wasn’t great from a career perspective. I was an experienced associate, it was midway through the financial crisis and the law firm recruitment market had dried up. Also, I hadn’t followed a straight path to partnership – I’d flip-flopped once before between Melbourne and London when family circumstances called for me to be closer to home. The odds were against me.
Looking back on that time now, I realize that in some ways it helped me become more focused on achieving the goal of partnership. I became much more determined and more honest with myself and others about my aspirations to become a partner. Sometimes setbacks can prove to be very positive in the long run.

It took all the confidence I could muster to make my way at a new firm. Confidence is something I’ve had to work at along the way. It hasn’t always been easy for me to quiet the little voice saying, “I’m not senior enough” or “It’s not my area of expertise,” which can really affect your ability to build relationships with clients and colleagues. But in truth we all have a huge amount to contribute, no matter how junior or senior we may be. I’ve come to learn that some of our strongest attributes are those that come very naturally – it is easy to underestimate the personal qualities of being authentic, open and honest, and a good listener. Although good preparation is always key.

Finding fantastic mentors has made the biggest difference for me by far. True mentorship isn’t easy to come by; being allocated a mentor as part of a formal mentorship program is obviously a great start, but I’ve found that sometimes it’s harder to build a mentoring relationship from such a standing start. My closest mentors are people I have worked with, whom I clicked with and who took a genuine interest in my career progression. When you pare it all back, mentoring is just another word for building relationships. Don’t underestimate the importance of popping in on someone or going out for a coffee. If you do that with many people, you are much more likely to find a true mentor.

But it really does take two to make a successful mentoring relationship. One particular partner is more than a mentor; he is my sponsor, and we’ve become close friends. But I don’t rely on him to pop in to check up on me. If I need a sounding board or shoulder to cry on I will schedule time with him and prepare for our meeting as I would any other.

The other thing that really stands out for me is initiative. The very best lawyers always seem to be able find that little chunk of time to do something that pushes them forward professionally and helps create business opportunities. It’s not about more face time or working harder. Some of the best initiatives are those that are high-impact but also easy to execute.

My final advice is to enjoy your career and make the most of it. Opportunity abounds in firms that are meritocratic and diverse, but you have to be up for it. And when setbacks take you off course, believe in yourself and you will overcome them.

I studied ancient Greek and Latin in high school and, upon graduation, saw two options for further study: Law and Economics. I thought “why don’t I start with law and, if I don’t like that, change to economics?”

I finished law school in 1989. At that time, the legal market in Italy was composed mainly of domestic law firms, with one … maybe two international firms. But I wanted to practice international law, so I had to come up with a plan. I never wanted to become a litigator, but I also believed that, at least in the Italian market, it would be quite important to have a base of litigation skills – to be able to go into court and manage a case. It turns out that was a good choice, and one I would advise others just starting out to make.

I practiced litigation locally for four years as a way to develop skills and prepare myself for the Bar exam. After passing the Bar exam, I decided to take a master’s program in international law at King’s College London. When I finished that, it was 1994, and the market for international firms had started to grow in Italy. That’s when I joined Clifford Chance.

The next 22 years were full of changes and challenges, not least of which were a strong evolution in the legal industry and more than one financial crisis. My current practice is completely different from the possibilities I imagined early on, and I grew up with my firm in this sense.

Having established a transactional practice in corporate finance, I became a partner quite young, after three years at the firm. Of course, being a good lawyer helped, but I credit my success to much more than that. Working as part of a global network helped me develop good relationship-building skills, and it was absolutely essential for the market I entered when I returned to Italy, due to widespread privatization of its corporate and banking systems.

Many of my colleagues had expertise in the international financial markets, and they knew how to manage transactions of all kinds: from privatizations and capital raisings to tender offers and IPOs. So I was able to look around and soak up what I needed to build substantive legal skills, develop client relationships and learn the art and craft of negotiating complex deals. Learning from my colleagues was essential to advancing my career, and the firm really encouraged that.

Looking back, I can honestly say that I’ve had it both ways: easy and difficult. It was my good luck to find a smooth path to success: I made tactical choices early on and paid my dues easily enough, and when I came back home, there was a vibrant legal market for my chosen field. While today’s legal market is quite different, the difficult part remains unchanged: it’s all about hard work and patience.

My advice? Treat your career as any entrepreneur would treat her business. Do the work, make strategic connections and find your market. And don’t forget the importance of family.

I joined the New York office as a summer clerk in 2008 and started practicing in 2010, shortly after the peak of the global financial crisis. I was interested in arbitration and litigation, but the only position available at the time was in capital markets. While it felt like a setback, it turned out to be just the opposite:
it allowed me to discover the firm as a vessel for my professional adventure.

Give it 100 percent

When I look back at the last six years, I think of the advice a colleague (and now
good friend) gave me during my first week at work: “Whatever you do, even if you don’t like it, give it 100 percent.” He promised me that it would pay off – and I think it has.

I spent my first three years in the capital markets departments of the New York and Singapore offices and discovered what has kept me going through the years: a firm culture that is open-minded, diverse, challenging – and one that encourages thinking outside the box.

The best example of this mindset is when the litigation department in Hong Kong, supported by the capital markets team in Singapore, allowed me to transition into litigation. They believed that many of my corporate skills were transferable, and those that were not could be learned on the job.

Find your space

It has taken me some time to realize that while we become lawyers at our jobs, we also grow as individuals. And perhaps that is why it has been so important for me to be true to myself.

To me, that has meant finding happiness at work, from enjoying the long hours spent drafting a 150-page investment arbitration submission, to participating in office-wide door decorating contests; from pulling an all-nighter at the printers with colleagues who have a good sense of humor, to helping my pro bono client get asylum status after years of persecution.

Find your space and keep it safe. And when you are comfortable with who you are at the firm, then you are able to build relationships with clients and colleagues and help build your practice.

The importance of mentors

But all of this would not be possible without one essential ingredient: mentors. If you find someone who inspires you and whom you respect, someone senior who knows how the firm works, get to know them. Soak up everything you can. If they’re willing to give you the gift of their own experiences and expertise, take it.

My mentor has provided advice on every professional step I’ve taken these past six years – he is my rock. Because when you think about it, it’s the people who make a firm the special place that it is.

*Since publication, Montse has become a Clifford Chance alumna. She is currently a senior legal advisor at TRIAL International, a Geneva-based non-governmental organization focused on human rights.

My advice to future lawyers is surprisingly similar to the advice I’d give my younger self as I embarked on my career in strategy consulting. At a high level, it is to embrace change, move out of your comfort zone and continually challenge yourself to find new ways of adding value.

That’s not to say that things haven’t changed, particularly in the legal sector. Our clients’ needs continue to evolve. Businesses of tomorrow will have tighter budgets and higher expectations. Being client-focused has long been essential, but as the market moves towards services that are more bespoke and more flexible, the voice of the client will become increasingly important.
Successful lawyers will need to be open to change, even if it means leaning into their discomforts and taking risks. This has always been true, but as the pace of change has accelerated, it has never been more relevant than it is now.

Tomorrow’s lawyers will need to learn and adapt quickly; the moment they start falling into a pattern, they will already be behind. So my advice to all young lawyers is this: constantly ask yourself – what could I be doing differently to better meet my clients’ needs? Change can be daunting, but will present you with great opportunities to learn new skills, broaden your network of contacts, and put yourself at the forefront of legal, commercial and technological developments.

Technology has already had a huge impact on how we work, and this will continue. The new reality is agile working, engaging with virtual teams and using technology to collaborate with colleagues, clients and other professional services firms. Silos will become increasingly dangerous places to be, and the most successful lawyers will operate in interconnected networks that give them access to a wide range of perspectives and capabilities. Making this work will rely on high-quality teamwork and communication skills. Successful lawyers have always had these qualities. In the future, lawyers will need to meet even higher standards.

Agile working will also allow future professionals to manage their work-life balance in a more flexible way. “Presenteeism” has endured far longer than it should have. For many people, increased flexibility has more utility than higher pay. Firms need to accept that we don’t always need people to be physically present to do good work – those that get this right will have greater success in winning and keeping the best people.

Law firms are beginning to rely more heavily on professional management, freeing up lawyers to add value where it matters, rather than be distracted by administrative tasks. This trend will accelerate with the adoption of Artificial Intelligence, such as automated drafting and document review tools, reducing the amount of time you spend on low-value, repetitive tasks and freeing up time to focus on solving the most interesting and challenging legal problems.

If technology gives you opportunities to spend time with your family, then I say, “Do it!” Your career is important, but don’t lose sight of your lifetime priorities. I speak from personal experience when I say that being happy and well balanced will make you more successful at work and at home.

What drew me to cross the Rubicon from private practice to the public sector was a very strong sense of mission that aligned with my values system. I was engaged by the challenge of improving the profile and impact of the Office of Fair Trading, and wanted to help deliver a successful change.

I was not entirely prepared for the transition – it was significant. However, I was assisted by what I learned from private practice: how to think creatively and innovate, how to spot opportunities and craft solutions through a commercial lens and how to be fleet of foot when dealing with the unexpected. Over time, I also learned the value of truly listening to clients and peers, and being wide open to constructive feedback.

One benefit of public service is working within a community of shared values. When there is disharmony or a lack of cohesion, we understand the importance of breaking down the issues – because we do not fundamentally disagree on a mission or our goals, just on how to achieve them.

I am very much a team-based leader. You cannot bring about change, particularly cultural change, without a supportive team. Dictators are not great leaders. However, you do have to be decisive, which occasionally means stepping up and making a difficult decision.

Good leaders take ownership for the tough choices while letting others stand and take the glory for collective achievements. It is a difficult balance to strike, but imperative to get right.

Although I came to Whitehall in a relatively senior position, developing a peer network was still essential. It helped me progress my career – to hear about upcoming opportunities and to get involved in the latest cutting-edge project. At all stages of your career, so much depends on your networks; whether via sponsors, mentors or coaches, or via a peer network of colleagues. However, you reap what you sow – it is important to invest at least as much as you take from your network. So, you should always prepare for a session with a sponsor or mentor to maximize your time together. You should always return supportive favors when peers have helped you on your way.

Equally, you have to find ways to derive support for yourself. Personally, this strength comes from my own sense of perspective, which is largely founded on my activities beyond the work context – my commitments as a mother of three primary school children, a school governor or as a trustee of Target Ovarian Cancer. I am also fortunate in being resilient and in having a positive disposition in life. A Charlie Chaplin quote sums it up well: “You’ll never find a rainbow if you’re looking down.”

As for the perfect work-life balance, I don’t believe you ever reach that nirvana state where you don’t have at least one tricky issue at work or at home. However, you can still be completely content because you are able to deal with them. I prefer to ask myself: “Is there any reason at all not to be content with where I am right now?” Almost always, the answer is, “Everything is fine.” So nurture your resilience and accept the flaws in life – perfection is a myth.

Changing direction

Originally, I thought I would study Law and then move into business; I didn’t want to be a “proper” lawyer. But history interfered.

During my first year at university, Perestroika happened and ultimately led to the collapse of the Soviet Union, which changed the whole business environment. At that time, the British Council offered a program for Russian financiers: I passed the tests and went to London to do an internship at Clifford Chance. This was the turning point in my life and career.

What I found exciting back then still excites me today: in the field of law, there is something new every day. Your brain is constantly on the go, solving problems, creating unique solutions and thinking about what will best serve your clients.

Bringing in business

Moscow was a small office when I joined, so associates were required to bring in work. I am by nature a very open person, I enjoy meeting new people and establishing relationships, so networking wasn’t difficult.

My advice to young lawyers is not to view business development as a chore; doing so will prevent you from getting comfortable with it and enjoying the process.

Another key to success is active listening and being present in situations with clients. Coming to grips with what your clients actually need and understanding their business goals and motivations is vital.

Creating your own opportunities

Junior lawyers have a tendency to wait for instructions, but that approach will
not help you reach your potential. It is each lawyer’s job to create opportunities.
For junior lawyers who fear overstepping their boundaries while dealing with a client, I recommend observing your colleagues – then decide which approaches might work well for you.

Partners are habitually busy people, and may not have time to praise every bit of good work; however, they are required to address all bad work. Be your own publicist: when you’ve done good quality work, go and ask a partner for feedback. This will keep your spirits up and help create a positive impression that just might stick in that partner’s mind.

Getting there by a different route

My advice to my younger self would be: do not be afraid of change and embrace opportunities. As Milton Berle once said, “If opportunity doesn’t knock, build a door.” For example, in a global firm, secondments provide opportunities to practice temporarily in other jurisdictions. Take as many of these assignments as you can while you are young.

Also, don’t be afraid of the work-life balance issue. As the mother of four children, I found a way to have a normal family life too. Time management is fundamental − work smarter, not longer.

Finally, be open to where life takes you. Looking back, it’s ironic that I wanted to be a business woman, not a lawyer … and now, as Managing Partner of the Moscow office, I practice the business of law.

Why is thought leadership important to a law firm?

Kate Gibbons (KG): For us, it means shaping thinking and being at the cutting edge of the issues that matter to our clients, our wider stakeholders and sometimes even the public at large. It can be anything from engaging with political leaders at the World Economic Forum, to influencing market opinion on a specific area of law or policy. Publications play a role, but it isn’t just about the written word. Thought leadership encompasses all opinion-forming interactions, including seminars, round tables and the resources we offer on our website. It’s about networking, through whichever medium, to share essential insights.

Lynette Williams (LW): Often it is the combination of our insights from around the world that makes us a thought leader. All law firms use knowledge to help their clients. But we stand out as a global organization because we can assemble the best thinking from lawyers who practice in local markets at the forefront of international issues. That’s a real differentiator for us.

KG: We do take a very global approach to thought leadership. For every topic, we ask ourselves, “What’s the international angle?” We make it a priority to come together and collaborate across borders; to be true thought leaders we need to listen to diverse voices in each of our offices. We also collaborate with think tanks, consultancies and academic bodies around the world.

How can thought leadership build client relationships?

LW: On a fundamental level, it demonstrates an understanding of the global agenda, and the challenges and opportunities affecting our clients. It also enables us to anticipate their needs. Clients value initiatives that help them understand the impact of change, as and when it happens. We focus on giving them the information they need, as soon as they need it. For example, immediately after the UK voted for Brexit, we held conference calls with client groups, giving them real-time insight into time-critical considerations in an interactive format. The feedback was extraordinarily positive. The idea was simple, but it was incredibly helpful for our clients.

KG: Interaction is key. We’re not just informing clients of our expertise, we’re leading and facilitating discussions. Thought leadership helps us identify opportunities for our clients and ways that we can pursue them together.

Should junior lawyers get involved in thought leadership?

KG: Absolutely. First, because it’s fun, interesting and intellectually stimulating. And second, because it doesn’t just move the needle on your knowledge, it can move the needle on your career. We encourage everybody to get involved as early as possible and develop a flexible, substantive framework that includes some core strategic topics – Fintech, Trade and Financial Regulation, to name a few.

In some key areas, such as Fintech, junior lawyers are naturally closer to the topic – and the technologies; thus, many initiatives are led by them rather than our more senior attorneys. For example, one of our New York associates published a treatise in the Harvard Business Law Review on crowdfunding and the potential social welfare impact of the US JOBS Act. He has also contributed to Columbia Law School’s blog on US financial industry reforms aimed at expanding capital-raising options for early-stage companies.

LW: Sharing knowledge helps you build deeper client relationships; the importance of this cannot be over-emphasized. It also raises your profile within the firm and helps you build that vital internal network. Getting involved in thought leadership gives you the opportunity to connect, collaborate and develop a broad and international perspective. There are lots of interesting projects that you can get involved in and, if you are passionate, you can become a genuine expert.

For more information about thought leadership at Clifford Chance, please visit
www.cliffordchance.com

The challenges faced by businesses have never been so complex, nuanced or international. Delivering the best possible solutions for clients requires a team of people from a wide range of backgrounds who can  offer different perspectives and diverse opinions. There are ethical reasons for fostering diversity, but it also makes fundamental business sense.

Law firms increasingly understand the importance of developing teams that match the diversity of their clients. Clifford Chance has a longstanding commitment to sustainable improvement to our gender balance. Progress
is being made, but the fact remains that we, and the profession, are not as diverse as we ought to be. There is more work to do.

To improve, we must integrate our commitment into every aspect of our decision making. This means aligning our priorities for diversity and inclusion with the firm’s high-level commercial strategy, as well as its day-to-day business activities. Women and men must have equal opportunities to do the substantive legal and client development work that is critical to their success.
Of course, strong leadership is essential, with senior management setting clear expectations, closely monitoring progress, embedding an inclusive culture and acting as sponsors and mentors for talent across the whole firm. In particular, we need role models: individuals who are willing to share their advice and experiences to support and inspire those embarking on their careers. It’s no small commitment, but there are many passionate people who have taken on the task.

You’ve now read some of their stories. Hopefully, they will help you to write your own.

Matthew Layton, Managing Partner,  Clifford Chance