12 Critical Factors Law Firms Consider When Hiring or Firing Attorneys.pptx

Uncover the 12 critical factors law firms evaluate when deciding to hire or fire attorneys. This presentation provides insight into performance expectations, billable hours, client relationships, firm culture, and professional reputation—helping attorneys understand what truly drives career stability and advancement in competitive legal environments.

1. 12 Critical Factors Law Firms Consider When Hiring or Firing Attorneys BY HARRISON BARNES

2. Introduction

3. Law firms evaluate more than just your résumé. They look at 12 critical factors when making hiring or firing decisions. Among the first considerations: ⚡ Your motivation and drive to work in their firm 💼 Your ability to generate business 🎯 How manageable and controllable you are Introduction

4. These are only the beginning—there are 9 more factors that can make or break your legal career. Introduction

5. The Invisible Hand

6. Adam Smith’s 1776 book An Inquiry into the Nature and Causes of the Wealth of Nations coined the term “ invisible hand .” The invisible hand describes how the market regulates itself when participants act in their self-interest . The Invisible Hand

7. As groups and individuals try to maximize their own self-interest, they unintentionally benefit society by efficiently allocating resources and balancing supply and demand. The best regulator of the economy is not intervention, but a free market driven by self-interest . The Invisible Hand

8. In law firm employment, hiring and firing decisions have become increasingly merit-based, especially in major markets. To remain competitive, firms act in their self-interest, making decisions based on an attorney’s contribution to the firm and its clients. The Invisible Hand

9. This shift has led to greater diversity, as attorneys succeed or fail based on professional ability—not race, gender, or class. Talented attorneys of all backgrounds are now judged by the value they bring to the market, rather than superficial qualities. The Invisible Hand

10. No matter how much an attorney polishes a résumé or interview answers, true market qualities are usually clear to decision-makers. Hiring partners can quickly recognize the real strengths and weaknesses of a candidate. With experience, it becomes possible to look at an attorney’s résumé and predict with accuracy which firms will interview and hire them. The Invisible Hand

11. The invisible hand is at work in law firm hiring, but the factors behind decisions are clear to those who look beneath the surface. It is unlikely that firms would act in ways that do not align with their self-interest. From placing thousands of attorneys, I have identified the key factors law firms value most in hiring decisions. The Invisible Hand

12. The invisible hand is at work in law firm hiring, but the factors behind decisions are clear to those who look beneath the surface. It is unlikely that firms would act in ways that do not align with their self-interest. From placing thousands of attorneys, I have identified the key factors law firms value most in hiring decisions. The Invisible Hand

13. 1. Motivation and Drive to Work in a Law Firm

14. Attorneys must truly want to “play the game” to be hired by a law firm. Without strong motivation and commitment, firms are unlikely to extend offers. Motivation and Drive to Work in a Law Firm

15. Many graduates from top schools (e.g., Stanford, Michigan) failed to get law firm jobs and now show only a weak desire to pursue them. Often, they recall a few interviews during law school—or even many—but did not secure positions. Motivation and Drive to Work in a Law Firm

16. When an attorney with a strong background does not get a law firm position, the most likely explanation is that they do not truly want one. This “Freudian explanation” applies to nearly every attorney unemployed for an extended time. Motivation and Drive to Work in a Law Firm

17. If you remain unemployed and are not securing offers, it likely means you do not actually want a law firm position. You may have had bad experiences and are protecting yourself (and your ego) from more disappointment. You may have issues about being controlled by others. You may want to work in-house, or see yourself working for the government, or in academia. Motivation and Drive to Work in a Law Firm

18. I once interviewed with Barry Ostrager at Simpson Thacher in New York. Although I had a verbal offer from the Los Angeles office, he wanted to meet me personally. After 45 minutes, he said: “You look great on paper and interview well, but I can tell you do not really want to do this. You are not excited enough.” Motivation and Drive to Work in a Law Firm

19. He was right—I lacked enthusiasm and commitment, and ultimately never joined that firm or any firm again. If I had truly wanted it, I would have shown energy, engagement, and commitment both verbally and nonverbally. Motivation and Drive to Work in a Law Firm

20. When I began recruiting, I wanted it deeply—working 16-hour days, 7 days a week, and loving it. Passion made me so driven that even on holidays I resented stepping away from work. When someone truly wants something, it shows in their heart, enthusiasm, and daily actions. Motivation and Drive to Work in a Law Firm

21. In politics, the candidate who wants it the most usually wins. Their enthusiasm, drive, and energy are clear and contagious. Attorneys who succeed in law firm hiring show the same level of commitment and passion. Motivation and Drive to Work in a Law Firm

22. I often speak with attorneys with 10+ years of experience, some business, and active involvement in the legal community. Yet, they reveal a lack of true drive by asking: “ Do you have anything in-house? ” Motivation matters more than credentials—without it, opportunities slip away. Motivation and Drive to Work in a Law Firm

23. There are tens of thousands of law firms in the U.S. Any attorney who truly wants a position in a firm can get one—regardless of the economy. The most motivated attorneys are the ones who consistently get hired. Motivation and Drive to Work in a Law Firm

24. Recessions expose which attorneys are truly resilient . Even talented attorneys lose jobs during downturns. Recessions act like floods: weak and dying trees are carried away, while strong ones remain standing. Firms let people go, not always due to talent, but due to market necessity . Motivation and Drive to Work in a Law Firm

25. Many attorneys laid off during recessions give up and leave the profession. Others fight back—working daily to reconnect, interview, and pursue opportunities. The difference comes down to effort and persistence. Motivation and Drive to Work in a Law Firm

26. Successful attorneys hit the phones and put in effort every single day. They: Call recruiters and contacts Reconnect with classmates and colleagues Set up lunch interviews Travel the country in search of openings These attorneys always land jobs—and often in top firms. Motivation and Drive to Work in a Law Firm

27. During past recessions, corporate attorneys who used this approach became equity partners at major U.S. firms. They succeeded because they had motivation woven into who they are. True desire and persistence create lasting career success. Motivation and Drive to Work in a Law Firm

28. Attorneys who are motivated and committed almost always succeed. The more driven an attorney is, the more value they bring to the firm. Law firms recognize and reward this motivation. Motivation and Drive to Work in a Law Firm

29. Motivation can be directed toward: Bringing in business Helping other attorneys Billing significant hours Carrying the firm’s brand and reputation Motivated attorneys become an engine for firm growth. Motivation and Drive to Work in a Law Firm

30. Law firms need motivated attorneys to survive and thrive. A firm benefits most when attorneys’ personal drive aligns with the firm’s success. Without motivation, firms struggle to grow, compete, and endure. Motivation and Drive to Work in a Law Firm

31. 2. Business and the Ability to Bring It In

32. Law firms require business to survive. Attorneys with significant and consistent business are the foundation of every firm. These attorneys support: Office staff Office space Other attorneys Business and the Ability to Bring It In

33. Nothing is more valuable to a firm than attorneys who bring in business. Firms can always find attorneys from top schools and large firms to do the work. What’s rare—and critical—are attorneys who bring in clients to sustain everyone else. Business and the Ability to Bring It In

34. On a basic level, we are all cavemen and cavewomen. Some people hunt animals and bring them back. Others cook the animals and handle administrative tasks in the cave. Business and the Ability to Bring It In

35. The hunters—those who bring in large animals (clients)—are always more valued. The cooks—those who prepare the work—are important but less critical. Without hunters, there would be no food for anyone. Business and the Ability to Bring It In

36. Law firms value attorneys who bring in clients above all others. Service attorneys can always be found, but client generators keep the firm alive. Without rainmakers, there is not enough work to sustain the team. Business and the Ability to Bring It In

37. Attorneys with business—or clear potential to generate business —are always more highly valued. Firms prioritize those who can bring clients and revenue, not just credentials. Business and the Ability to Bring It In

38. When I work with an attorney who has substantial business, most firms we approach want to talk. That’s simply how the market works . Business and the Ability to Bring It In

39. An associate with a strong résumé (top school + top firm + right class year) but no business attracts less interest. Another attorney with significant business will always get more attention—regardless of credentials. Business and the Ability to Bring It In

40. Law firms don’t care how you get business. You could be related to a CEO and not even be a great attorney—if you bring business, firms want you. Firms will bend rules, make exceptions, and go out of their way to recruit attorneys with business. Business and the Ability to Bring It In

41. Nothing is more important to law firms than attorneys who generate business. The invisible hand ensures firms attract those who bring in clients. Business generators are the driving force of survival for every law firm. Business and the Ability to Bring It In

42. 3. Ability to Be Controlled

43. Attorneys who can be controlled and directed are valued in law firms. A manageable attorney: Respects the group and management Follows orders and direction Avoids being overly independent-minded Ability to Be Controlled

44. Attorneys who cannot be controlled create problems for the group. They focus more on their own priorities than the firm’s. This mindset makes it difficult to function as part of a team. Ability to Be Controlled

45. While the invisible hand respects self-interest, it works best inside a law firm when: Attorneys care about the group’s success more than their own Individual goals align with the firm’s collective goals True self-interest is maximized when the attorney supports the group. Ability to Be Controlled

46. Many talented attorneys lose jobs because they cannot be controlled. Example: An attorney at a top firm lost his job for refusing to work on a Saturday—he called it “family time.” Others have lost jobs by refusing projects outside their group or for personal objections. Ability to Be Controlled

47. Attorneys in law firms must accept direction and control. Working in a firm means working for a group that supports you. The group requires members to do what is necessary to support the whole. Ability to Be Controlled

48. In a clan, if a caveman refuses his duty—like saving babies during a lion attack—the entire group suffers. A member who does not follow orders is ultimately expelled from the group. Law firms operate with the same principle of group survival. Ability to Be Controlled

49. From the caveman’s standpoint, the clan cannot survive without leaders and followers. Law firms face the same reality—bringing in people who resist control is too risky. Without cooperation, the group simply cannot function. Ability to Be Controlled

50. Partners, associates, and staff must all be capable of being controlled. The degree of control may vary, but it is always present. Smart attorneys understand that being part of a group requires sacrificing some personal wants and desires for the greater good. Ability to Be Controlled

51. Attorneys who fail in law firms often appear resistant to being managed. They project distance or a lack of commitment. This perception leads to being frozen out of work or even losing their jobs. Ability to Be Controlled

52. Examples of resistance that cost attorneys opportunities: “If I need to travel more I want a larger bonus. No one else travels this much.” “I’m not paid enough to work this hard. I wasn’t told I’d work so many hours.” “This is work a first-year should be doing—I’m a third-year.” Ability to Be Controlled

53. “This is the sort of work for a fifth-year, not for me as a second-year.” “I went to Yale Law School and shouldn’t be stuck on document review.” “It’s unethical to staff this case with so many attorneys—I’m not comfortable.” Ability to Be Controlled

54. Statements showing reluctance to follow orders will hurt your chances of being hired. Firms want attorneys who will put their heads down and do what is asked. Even partners must be able to follow directions and be controllable. Ability to Be Controlled

55. Attorneys with experience in: Fraternities and sororities The military Other groups with strong hierarchies These backgrounds often produce attorneys who adapt well to law firm culture. Ability to Be Controlled

56. Group rituals (military, fraternity, sorority) “break in” members to be subservient to the group. This reflects an ancient evolutionary function: societies thrive when people follow orders for the group’s success. Law firms benefit from attorneys who can operate as part of the whole, not independently. Ability to Be Controlled

57. 4. Desire to Be Part of a Group

58. Attorneys succeed in law firms when they want to work with others. At the most basic level, this means enjoying collaboration and participation. These attorneys are happiest and most effective when they are around people. Desire to Be Part of a Group

59. Attorneys who like people derive strength and fulfillment from teamwork. They would rather commute long hours than work from home, because they are enriched by others’ presence. These attorneys are highly socialized and team-oriented. Desire to Be Part of a Group

60. Attorneys who need to be around others make the best team members. Solitary attorneys may contribute hours or revenue, but they don’t build camaraderie. A law firm thrives when attorneys add to culture, cohesion, and teamwork. Desire to Be Part of a Group

61. Attorneys who want to be part of a group interview and behave differently. They quickly mirror and adopt the mannerisms of the firm. In interviews, they seek common ground and show eagerness to belong. Once hired, they work to gain the group’s favor and protection. Desire to Be Part of a Group

62. In primitive times, groups provided protection from hunger, loneliness, and danger. Without a group, survival was at risk. The same instinct applies today: job interviews are modern attempts to be accepted into a protective group. Desire to Be Part of a Group

63. Some people are hardwired to need groups for fulfillment and security. Others may not feel the same drive, but law firms thrive on team-oriented attorneys. The need to belong is a deep evolutionary trait that shapes success in firms. Desire to Be Part of a Group

64. Attorneys must truly want to be part of a group to get hired and remain employed in a law firm. Belonging and teamwork are essential for long-term success. Desire to Be Part of a Group

65. Law firms avoid hiring people who are entrepreneurially inclined. Entrepreneurs often: Do not care about fitting in Prefer to create their own groups Resist group structure and control Desire to Be Part of a Group

66. Very few entrepreneurs achieve long-term success inside law firms. Most firms are wise to steer clear of entrepreneurial personalities. Law firm culture depends on attorneys who value the group above themselves. Desire to Be Part of a Group

67. Attorneys who want to be part of a group thrive once hired. They form bonds with colleagues who mentor, protect, and teach them the rules. Group-oriented attorneys grow stronger than those who lack this desire. Desire to Be Part of a Group

68. They actively socialize and spend time with peers. They learn quickly through these interactions. From an “invisible hand” perspective, they are the best cultural fits inside law firms. Desire to Be Part of a Group

69. Attorneys with past experience as: Team athletes Club members Active in organizations These backgrounds show a consistent desire to be part of a group—a strong predictor of success. Desire to Be Part of a Group

70. 5. The Quality of Law School and Performance in Law School

71. The roster of law schools represented at a firm influences hiring decisions. It signals the selectivity of the firm and the quality of lawyers it attracts. Being surrounded by smart, well-pedigreed attorneys boosts morale and prestige. The Quality of Law School and Performance in Law School

72. Clients, judges, and the public assume that top law school graduates are the best attorneys. Even graduating at the bottom of the class at Harvard carries more weight than attending many other excellent schools. Pedigree impacts both reputation and credibility. The Quality of Law School and Performance in Law School

73. Clients: Firms look better to clients when their attorneys attended the best schools. Other Law Firms: Firms judge each other partly by the pedigree of their attorneys. Internal Morale: Attorneys feel better about their firm when colleagues are from elite schools. The Quality of Law School and Performance in Law School

74. Firms with more graduates from selective law schools are seen as more selective themselves. A law firm packed with top law school graduates projects a stronger reputation in the market. Pedigree helps a firm attract both clients and top legal talent. The Quality of Law School and Performance in Law School

75. The caliber of a law school is a dangerous barometer of long-term attorney success. Still, it means a great deal to the legal market and cannot be ignored. Firms often view pedigree as a shortcut for selectivity and credibility. The Quality of Law School and Performance in Law School

76. Humans naturally want to be around those like themselves. Shared history or prestigious pedigree creates powerful bonds. This is why people often marry within social class, religion, or race—we gravitate toward similarity. The Quality of Law School and Performance in Law School

77. Law firms maximize self-interest by hiring those with the best pedigrees. Individuals maximize self-interest by joining groups they see as: High-performing Most like themselves Pedigree functions as a social and business signal of belonging and performance. The Quality of Law School and Performance in Law School

78. 6. Quality of Experience

79. Law firms evaluate experience when hiring laterally. Example: A litigator may be judged on whether they’ve handled depositions, trials, or hearings. But experience is more than just a checklist of tasks—it’s about quality. Quality of Experience

80. Firms ask: Did the attorney come from a group with a strong reputation for quality work? Was the attorney accepted and trusted within that group—or cast out? Certain firms are especially valued for their training, expectations, and standards. Quality of Experience

81. Attorneys from major New York City firms often feel part of a fraternity of excellence. These firms demand high-quality, high-volume work from their attorneys. As a result, attorneys from such firms carry valuable experience in the market. Quality of Experience

82. Top firms across the U.S. are also highly regarded for the competence of their attorneys. Experience from these firms signals credibility and capability to future employers. The market values attorneys from firms with a track record of excellence. Quality of Experience

83. Law firms want attorneys who will impress clients and elevate the firm’s performance. After a few years of practice, quality of experience matters more than law school pedigree. Firms want attorneys trained to deliver at a high level—consistently. Quality of Experience

84. At the lateral level, the best law firms hire attorneys with the best experience. Training and competency developed early in a career are paramount. Strong early experience sets the tone for an attorney’s long-term success. Quality of Experience

85. Many firms take pride in hiring attorneys from other excellent firms. Clients also expect and value attorneys with impressive firm pedigrees. The stronger the collective pedigrees, the stronger the group appears. Quality of Experience

86. The invisible hand shapes lateral hiring decisions. Beneath the surface, firms seek to maximize strength by hiring those with: Proven experience Prestigious training Recognized firm backgrounds Quality of Experience

87. 7. Stability

88. The stability of attorneys is extremely important to law firms. Constant departures make a firm look weak and flawed to: Its own attorneys Its clients Attorneys at other firms Stability

89. Attorneys often say things like: “ Four people have left in the past two months and the firm is not doing well .” High turnover damages a firm’s reputation and morale. Instability signals internal problems to the market. Stability

90. Law firms seek to hire attorneys who are stable and unlikely to leave. Stability makes the group: Stronger socially More cohesive culturally More successful economically From an “invisible hand” perspective, stability protects the firm’s self-interest. Stability

91. Stability is incredibly important to law firms. Candidates seen as stable are more likely to get offers. Firms prefer attorneys who will stay long-term and commit to the group. Stability

92. a. Relocating “Back Home” Attorneys relocating to markets where they are from originally have an advantage. Law firms assume they will: Settle down Be stable Stay long-term These placements are often easier to make because firms are receptive to the “coming home” narrative. Stability

93. b. Moving Up vs. Moving Down Attorneys are more likely to get hired if moving to a much better firm than their current one. Firms presume these attorneys will be stable once they secure a role at a higher-prestige firm. Attorneys moving to less prestigious firms are seen as risky hires. Firms worry they will soon try to leave for a more prestigious or higher-paying firm. This creates instability and wasted investment. Stability

94. b. Moving Up vs. Moving Down One of the biggest mistakes firms make: Hiring ambitious attorneys from giant firms into smaller ones. These hires rarely last—attorneys usually want to return to: More money More prestige Such hires often happen only in recessions or due to unusual personal factors. Stability

95. c. Fewer Jobs = More Stability Attorneys with only one prior job are more attractive to law firms. Fewer moves signal loyalty and commitment. The more stable an attorney appears, the better their chances of being hired. Stability

96. d. Tenure Signals Stability Attorneys with three years at their current job are more attractive than those with only one year. Longer tenure shows commitment and reliability. The more time spent with one employer, the more stable the attorney appears to law firms. Stability

97. e. Commitments Signal Stability Attorneys with homes, families, and community ties are more likely to get hired. Commitments make it harder for attorneys to jump between jobs or take risks. Law firms value attorneys who appear rooted and reliable. Stability

98. e. Commitments Signal Stability A home = long-term investment Marriage/children = responsibility and stability Community ties = connection and loyalty Together, these factors suggest the attorney is committed to staying put. Stability

99. f. Breadwinners Show Stability Primary breadwinners are more likely to get positions than those who are not. Attorneys who need the income are seen as more stable. They are expected to take the job more seriously. Stability

100. f. Breadwinners Show Stability If someone has a fallback option, they are more likely to leave. Breadwinners are less risky hires because they: Value stability Commit more fully Depend on their job for their family’s livelihood Stability

101. g. One-Dimensional Attorneys Are Preferred Attorneys are more likely to get hired if they are one-dimensional rather than highly multidimensional. Too many outside interests signal a lack of focus on practicing law. Firms want attorneys whose primary passion is legal work. Stability

102. g. One-Dimensional Attorneys Are Preferred Attorneys deeply consumed by hobbies (e.g., biking, art, acting) often leave the profession. Law firms see strong outside passions as a stability risk. A lawyer with too many distractions may not commit fully to the firm. Stability

103. g. One-Dimensional Attorneys Are Preferred Being mildly boring can actually be an advantage in law firm hiring. Law firms want attorneys who are reliable, steady, and stable. Passion for law—not outside pursuits—drives long-term success. Stability

104. h. Expressing Doubt Hurts Your Chances Attorneys are more likely to be hired if they show zero doubts about working in a law firm. Some candidates make the mistake of saying they want to: Go in-house Join the U.S. Attorney’s Office Pursue another career path Even small expressions of doubt raise red flags about stability. Stability

105. h. Expressing Doubt Hurts Your Chances In interviews, you must express complete commitment to law firm practice. Law firms want attorneys who plan to stay and grow within their environment. Doubt = instability → instability = no offer . Stability

106. i. Why Quitting Without a Job Hurts You Attorneys are more likely to get hired if they have never quit a job without another lined up. Quitting without a new role signals instability and poor judgment. Law firms fear you might do the same thing again. Stability

107. i. Why Quitting Without a Job Hurts You Leaving without a new job in place threatens: Client relationships Team morale The firm’s overall stability Firms avoid attorneys who show patterns of unreliability. Stability

108. j. Law Firm Experience Signals Commitment Attorneys are more marketable if their only legal job (besides a clerkship) has been in a law firm. Exclusive law firm experience shows focus and commitment to firm practice. Stability

109. j. Law Firm Experience Signals Commitment Going in-house or working outside a law firm raises doubts about long-term commitment. Firms assume you might leave again for another non–law firm role. Law firms want attorneys who are dedicated to firm life and unlikely to stray. Stability

110. To get hired, you must appear as stable as possible. Law firms invest significant time and money in hiring and training. Turnover disrupts the group dynamic and drains resources. Stability

111. Every attorney who quits creates instability for: The law firm The group of attorneys The firm’s clients Law firms and clients both need and expect stability. Stability

112. 8. Personality/Fit

113. The fit between attorney and firm is extremely important. Sometimes attorney and firm are simply mismatched, and that’s okay. Personality compatibility plays a huge role in long-term success. Personality/Fit

114. I once interviewed at a firm where: Everyone whispered in the office Even interviewers spoke barely above a whisper The loudest sound was the air conditioning vents I knew immediately: I would not be comfortable or successful there. Personality/Fit

115. A law firm is like a tribe—your personality needs to fit with the group. Firms function best when attorneys are similar and work well together. The “feel” of a law firm becomes part of its culture and identity. Personality/Fit

116. Law firms hire specific types of people to maintain consistency. In large markets, attorneys in some firms show remarkable similarities in mannerisms and personality. This consistency reinforces the firm’s brand in the legal market. Personality/Fit

117. The invisible hand suggests that a shared culture and feel strengthens firms. Lawyers protect themselves by associating with similar people. Law firms advance their brand and group interests by hiring for cultural fit. Personality/Fit

118. 9. Trust Level

119. Law firms want to hire attorneys they can trust completely. From an evolutionary standpoint, trust is vital for any group to function. Without trust, the entire group is at risk. Trust Level

120. If one member works against the group’s interests, stability collapses. Example: Sharing sensitive information with outsiders or rivals. A single untrustworthy attorney can endanger the whole firm. Trust Level

121. When law firms are interviewing people, trust is a huge factor they take into account. People from the same community who are known are more likely to be hired than people outside the community who are not known. People from the same religious and social backgrounds are more likely to be hired. People from the same schools are more likely to be hired. Trust Level

122. When firms ask for references, they want proof you can be trusted. Law firms succeed only when members trust each other fully. Trust = honesty, loyalty, and protection from betrayal. Trust Level

123. Law firms prefer hiring attorneys who are similar—because similarity builds trust. The safer the group feels from internal betrayal, the stronger it becomes. Trust is not always obvious—it is often instinctual and nonverbal. Trust Level

124. Attorneys want to feel immediate confidence and trust in new hires. Without trust, firms have very little to rely on in making hiring decisions. Trust is one of the most crucial, invisible factors in the hiring process. Trust Level

125. 10. Age and Amount of Experience

126. In the absence of a large book of business, firms prefer to hire younger attorneys. Attorneys are most marketable with 1–5 years of experience. At this stage, firms see them as: Not yet a partner risk Energetic and motivated to succeed Age and Amount of Experience

127. Attorneys with too much experience but no business are less attractive. Older attorneys may be viewed as: Less impressionable Less loyal Less trustworthy Less likely to follow orders• Less stable Age and Amount of Experience

128. Law firms hire with the future in mind. Younger attorneys without business = potential investment . Older attorneys without business = greater perceived risk . Age and Amount of Experience

129. In primitive times, younger people were valued for: Stamina Hunting ability Future potential Older members were respected for knowledge, but contributed less. As a result, they received fewer resources and were pushed aside. Age and Amount of Experience

130. Unless an attorney has significant business, age can hurt marketability. The invisible hand favors attorneys who are: Hungrier More energetic Able to grow the group and expand the pie Law firms allocate opportunities to those who can contribute the most. Age and Amount of Experience

131. 11. Interest in Self-Improvement and Getting Better

132. Law firms love attorneys who are improving themselves and their careers. Effort and drive to get better and better are highly respected. Firms admire those who show consistent progress and growth. Interest in Self-Improvement and Getting Better

133. Signs of Improvement Firms Respect Moving from a small regional firm to a major national firm Continually growing a book of business Demonstrating hard work and upward trajectory Interest in Self-Improvement and Getting Better

134. Firms are very receptive to attorneys who show steady improvement. Attorneys who appear to get better over time are highly marketable. Tremendous drive + upward movement = strong hiring appeal. Interest in Self-Improvement and Getting Better

135. Many attorneys begin in small law firms and, through strategic moves, end up at prestigious firms. This happens even without top schools or top grades. Law firms respect this career trajectory as a sign of determination. Interest in Self-Improvement and Getting Better

136. Attorneys who climb upward tend to value what they’ve achieved. Firms know many attorneys quit or fail to appreciate opportunities. Upward movers demonstrate loyalty, gratitude, and persistence. Interest in Self-Improvement and Getting Better

137. Attorneys at small firms often call wanting to move to major law firms. When asked “How much business do you have?”, they might answer: “About $500,000.” To qualify for the firms they want, the reality is closer to $3 million. Interest in Self-Improvement and Getting Better

138. Some attorneys return years later: “I’ve got $3 million now.” These attorneys generally get into the top firms they once aimed for. Law firms value attorneys who strive, improve, and grow over time. Interest in Self-Improvement and Getting Better

139. The cycle of recognition, better firms, and more business is highly respected. Law firms act in self-interest by hiring attorneys who will be more tomorrow than today. Firms love finding driven attorneys—the “diamonds in the rough.” Interest in Self-Improvement and Getting Better

140. 12. Connections

141. An attorney’s connections play a major role in hiring decisions. Business and resources often flow through relationships and networks. People are hired because of the connections they bring, not just their skills. Connections

142. Many underqualified attorneys have been hired at major firms because of key connections. Sometimes people are hired as favors or because their ties assure new or continued business. Example: A firm once grew to 50 attorneys from one attorney’s connection to a company—then collapsed when that company changed hands. Connections

143. Law firms want to grow and preserve themselves. Connections provide: Access to business Alliances with outside groups Economic stability and strength From a business standpoint, connections are a firm’s lifeblood. Connections

144. Conclusion

145. Over the years, academics and writers have tried to define what law firms want. Books and papers make suggestions—but in reality, theories don’t matter. What truly drives hiring is the “invisible hand” of the market. Conclusion

146. The invisible hand determines which attorneys get hired and thrive. Successful attorneys are those who are: Motivated Qualified Truly suitable to the profession Market forces—not theory—decide the winners. Conclusion

147. QUESTIONS?