Rifkin Consulting Report

By Diane Rifkin, Esq.

There are numerous factors that influence relationships, many of which are under-appreciated and neglected.  Too busy to attend seminars on business development?  Short of extra cash to spend on professional coaching sessions? Here are some simple ways that you can maximize opportunities to connect with people.   

1. APPEARANCE: Most people recognize the importance of a first impression – one’s physical appearance is the first thing that others notice.  Casual dress codes at work make it very tempting to occasionally push the limits on what is acceptable to employers, clients and colleagues vs. what’s respected.  You may be planning to work in your office all day and think that no one will care that your Dockers are wrinkled or your shoes aren’t polished…but if a surprise visit from a client interrupts your plans, are you prepared to make a positive impression? It’s not being superficial to recognize that a well-groomed appearance is indicative of your self-worth, and is a significant factor towards directing attention to what you say – not how you look.  When things are working well, attention is turned to content.
2. NON VERBAL COMMUNICATION: Factors such as body language, posture, eye contact and nervous habits detract from connecting with others – particularly during a meeting or conversation.  It’s well-known that behaviors such as looking another directly in the eye, standing squarely facing a person when conversing, a firm handshake and using good manners go a long way towards commanding positive attention.  While the subject of manners might seem simple or even outdated, it’s actually as relevant today as it was centuries ago!  Sometimes manners need updating – so don’t assume that they don’t matter.  People will notice.  This includes not just scenarios about how you eat at a restaurant, but can also be evident with how we treat staff and other people who are important to our daily success.  Not long ago I heard a speaker comment that good manners are like a mirror, showing others what it would be like to work with you and also differentiates you from others.  This speaker also opined that good manners are the great equalizer – they are our social passport.  Good manners cost you nothing – bad manners can cost you dearly.
3. THINK BEFORE SPEAKING OR ACTING: In today’s world of technology and our reliance on email, this also includes thinking before you write!  We are all aware of the import of the words we choose.  Email is innately impersonal, requiring a special effort to communicate accurately and effectively since we can’t see the other person’s face or ask for immediate clarification if we don’t understand the content or tone.  The result can cause one to speculate about all sorts of things, reading far more into the written word than was intended.  Extensive use of email makes it easy for some people to prefer this method of communication, which over time can make them feel less comfortable in face to face settings.  Clearly using good grammar and avoiding profanity or socially offensive terms is advised….but choosing words that convey consideration, respect and honesty are also invaluable to help another to believe that you are really listening to them and value the relationship.
4. BE RESPONSIVE:  It’s so difficult at times to return phone calls when we have deadlines or want to focus our energies elsewhere!  We may need to organize our schedules to accommodate returning calls or responding to emails or other requests.  I recently heard a speaker discuss various ways to organize email throughout the day so that those requiring a timely response don’t get overlooked.  One suggestion was to have an Outlook folder for “pending business” where these get immediately stored, to be routinely viewed at the end of the day at a specific time.  Many people do this same thing with returning phone calls at the end of every day, unless an urgent response is required sooner.  Whatever method you choose, you score because the person awaiting a response will know that you are reliable and accessible, and your day won’t get constantly interrupted with matters that can wait until the end of the day.  You can accomplish so much more and also be known as a responsive person…a win-win!
5. RECOVERY:  We all make mistakes.  Recovery is critical to restoring and maintaining good relationships.  Perhaps an apology is needed…or you may need to make a direct inquiry to a client who seems distant or dissatisfied to inquire whether something you’ve done has been problematic…face it head-on!  Your reputation and chances to influence the relationship are at stake.

In sum, in order to make the best connections with people and maximize your chances to get the best referrals, we must pay attention to our behavior(s).  How nice to know that our most effective tools are free and easy!  Business will go to the person who can connect the best.

At Rifkin Consulting, personal service and uncompromised integrity are the foundation upon which we base our reputation.  Visit www.rifkinconsulting.com to learn more about our services and read candidate’s testimonials.

By Diane Rifkin, Esq.

Summer time brings thoughts of fun vacations, warm weather and a slower pace altogether. It might surprise you to know that this is typically a very busy recruiting period, as candidates begin to reflect on previous months and often question their futures.  Sometimes a candidate knows that a change is imminent and charges headlong into the submission process – either personally, through mass email web sites, or through a recruiter.   A short time later is usually when I receive ‘THE CALL’…. “Can you help me?”

In the course of screening potential candidates and forming a professional relationship, RIFKIN CONSULTING has found it is crucial to be communicative and forthright with our candidates.  Early in the process, we discuss the reasons why the candidate is looking to make a change, as well as what that candidate hopes to find.  Additionally, full disclosure regarding a candidate’s prior (recent) submissions is essential.  Why?  The credibility of both the candidate and the recruiter is easily destroyed – and often irreparable – when duplicate submissions are made to a potential employer.

Duplicate submissions can occur for a number of reasons, including:

• ·       A candidate may pass his/her resume to a friend or colleague and instruct that person to “pass it around to anyone you know”, or
• ·       A candidate may offer his/her resume to a partner who may, inadvertently, never actually submit it or follow up on it…so the candidate decides to do so again based on uncertainty, or
• ·       You may discuss various employment opportunities with a recruiter who subsequently submits your resume to a potential employer.  Frequently, candidates view these conversations as informational only – but the recruiter may think that approval to submit was granted.  Assuming the best of intentions by both parties, this simple miscommunication can be devastating to your chances of getting the job!  The employer may perceive you as disorganized or indecisive…or…you may end up putting your future in the hands of a recruiter who does not follow up appropriately on your behalf.  You are thereafter precluded from re-submitting for (typically) six months, or
• ·       A candidate does not keep an accurate list of where and when he/she was submitted.

 You can control each scenario above!! 

• ·       Always keep a complete list of where you have been submitted, including dates, and
• ·       Always require that your recruiter get your written approval before submitting you (this way you KNOW you are both on the same page), and
• ·       Never give your resume to someone who will pass it along to person(s) unknown to you!  It’s a surefire way for your current employer to discover your intention to leave – and can also make you look sloppy and desperate to a potential employer, and so…

My answer to ‘THE CALL’ when it comes…depends upon whether you know where your resume is.  Please don’t assume that every recruiter will take the time necessary – or be inclined – to manage this aspect of your career with the attention to detail it deserves.

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RESPONSIVE ♦ RESOURCEFUL ♦ RESULTS

At Rifkin Consulting, personal service and uncompromised integrity are the foundation upon which we base our reputation.  Visit www.rifkinconsulting.com to learn more about our services and read candidate’s testimonials.

Times have changed!  In the past, there was a distinct demarcation between learning, working and fun.  Today, people expect to have fun even when they are learning or working and networking has gained unprecedented importance in every facet of life. Understanding GEN-NET lawyers will play a significant role with regard to hiring and retaining quality associate attorneys. 

It is imperative for management to understand that any fear that they garner about the Net Generation must be addressed head-on.  Most strategic management experts are of the opinion that GEN-NET is comprised not only of some brilliant professionals, but also those who know to use technology to their benefit. In light of this understanding, it is also important for organizations to reconsider their management techniques.  For instance, it is essential to lift the ban on tools that are commonly used by the Net Generation of lawyers to learn, collaborate and work, particularly with social networking tools such as Facebook, MySpace , Twitter and blogs.  Although reasonable limitations and restrictions should apply, this generation views these tools as a reflection of their own identity – in addition to how they relate to others.  

COLLABORATION VS. COMMENTARY 

Firms should be increasingly concerned, however,  about the effect that these tools can have on one’s reputation.  It seems reasonable to provide clear parameters to one’s employees regarding what they can post.  This can be a fine line to walk, given how these young folks relate to each other these days via the internet, but perhaps the best way to deal with this reality is the best offense. 

Popular sites such as Vault and Above The Law are the eyes and ears of this generation, and should not be ignored as a “source” of information about a prospective employer.  Facebook recently added the option of “community pages” that originate from terms used in an individual’s profile, unlike those that a law firm might create for itself. Law firms now have the additional responsibility of  monitoring these pages to stay abreast of negative publicity.  Facebook spokesperson Meredith Chin commented that “For instance, if someone put ’slave’ in their job description for that law firm, it created a Community Page based on that field. These are user-generated descriptions.”  Privacy settings apparently do not address this issue.  Although many comments may be said in jest, it’s easy to see how a firm’s reputation can suffer at the hands of those who take these comments seriously and/or confuse them with official statements about the firm. 

HOW TO COPE? 

It is imperative to create and maintain a consistent brand in the marketplace.  Social networking sites make it clear that GEN-NET values encouragement of openness and sharing of knowledge; they will often turn away if such a working environment is not available to them. 

Training methodologies should also be reevaluated.  As opposed to the teacher-focused, one way training approach that seemed to work with the baby boomers, for GEN-NET lawyers organizations need to consider the use of student focused, customized, multi way collaborative  training interventions that are not only fun but create an environment that is more conducive to learning. 

Along the same lines, the HR initiatives should also be changed in tandem to suit the skill sets of the GEN-NET lawyers.  Instead of traditional retention and recruiting methodology, the human resources department should focus more on the skill sets of an employee than past employment history to assess the value that a professional will bring in to the organization. 

In order to be successful in today’s world, a law firm needs to forge a new mode of professional interaction – a two way relationship between their employees and the management that includes collaboration and evolving relationships with the GEN-NET lawyers.

Large law firms, and individual attorneys who are venturing down the road of self employment, need to consider the impact of technology on their business practices. While some people are obdurately holding on to the marketing methods of an era gone by, it would be in the best interest of most new start ups with a GEN-NET lawyer at their helm to use some of the technological gems for marketing their company. 

It is also essential to understand that, although technology helps to bridge the gap between an organization and its clients, there are also areas where it plays the role of a diluter. For example, although you can let a client know about the consequences of his behavior in court through an email, this method of communication simply cannot hold a candle to the regular “look him in the eye and explain” talks. 

The advent of social networking media has helped GEN-NET lawyers to build some incredible contacts, all of which can be used to forward a firm’s business interests.  As a result, the GEN-NET lawyer can spend less time on traditional marketing efforts and get positive results in terms of business profitability. It is important, however,  to work with GEN-NET to help them understand that personal interaction can take relationships to the next level with networking, and that this is still how the strongest referrals wil continue to be generated.  In sum, the combination of social networking and established relationships can be a formidable tool for GEN-NET attorneys.

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RESPONSIVE.  RESOURCEFUL. RESULTS.

RIFKIN CONSULTING is an attorney search firm that works with clients who want to hire top attorneys, and candidates seeking to work for highly-respected law firms. 

WWW.RIFKINCONSULTING.COM

No industry has escaped unscathed from the perilous effects of the economic slump. The biggest economic crisis since the great depression has left the legal sector gasping for breath. With layoffs and salary freezes rampant in the industry, young lawyers have been compelled to take a hard look at the compensation that they can expect from current or future positions in the sector. Here is a look at how times have changed since 2007 which was considered to be one of the best years of the decade for law. 

Hopes were ripe, and most legal firms went on a hiring frenzy expecting the economic growth to prevail; however, things took a turn for the worst and in a mere three years most jobs have dried up for new lawyers just out of school while those with a job under their belt live under constant threat that they may not be able to hold on to their employment too long. 

Needless to say, the volatility has not only created an exodus of legal professionals but also a mentality of “anything is acceptable’ in terms of compensation. While fresh attorneys are willing to take a salary cut of almost 25% to 75% over what was being offered in 2007; some eminent firms have dropped the salary of associates to $100,000 from $165,000. 

However, as opposed to the popular view that these cuts are temporary and simply reflective of the economic scenario and that the situation will eventually change, some industry experts believe that although the economic crisis may have led to the transition; the correction in lawyer compensation was long due and certainly reasonable. Some industry watchers go so far as to suggest that legal firms should revert to the salary structure that was being used in 1998 under which an associate made $73,000 per annum. 

Experts also suggest that even if the clouds of economic doom dissipate several other factors such as a reduced demand for legal services, a plethora of other legal resources for clients such as offshore providers, virtual law forms and contract attorneys will continue to impact the salary structure. 

Unfortunately, the pay cuts have left most fresh lawyers in a lurch with massive student’s debts that often run into the range of $100,000 and above; some of these young attorneys are forced to take on just about any job that will pay the bills.

Another conspicuous trend that has emerged since the economic meltdown and the employment quandary that followed in its wake is the shift of more and more young lawyers into the public sector. This is where help is needed the most and young lawyers are not averse to the idea of working for government and private agencies that have more jobs that the corporate sector. 

As far as the pay scale is concerned, many law firms are not only reducing the overall pay package, but are also shifting to a semi or complete case based compensation package. 

However, the scenario looks particularly gloomy for associates because not only does the firm have to incur the cost of salary when using the services of associates but also they need to dish out more for training them. This has decreased their appetite for offering higher pay scales to first and second year associates. Another factor in the equation is that they can get the same value from experienced lawyers who would cost them as much as the associates. 

It is safe to suggest that 2010 is going to be another year full of salary and job cuts; perhaps the economic scenario may turn next year but the same cannot be said emphatically about the salary structure in the legal sector.

RESPONSIVE.  RESOURCEFUL. RESULTS.

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RIFKIN CONSULTING is an attorney search firm that works with clients who want to hire top attorneys, and candidates seeking to work for highly-respected law firms. 

WWW.RIFKINCONSULTING.COM

The Attorney’s Biggest Dilemma 

You’ve made good grades in college, scored high marks on the LSATs, gotten your JD from a top tier law school, and landed a job at the law firm of  Big, Bigger & Best.  Congratulations! 

Two or three years later – after billing more hours than you knew there were in a year –and putting up with a nail chewing partner who seems intent on making your life a living hell – you’re staring glassy-eyed out the window wondering how to get off this merry-go-round. 

You think about some of the attorneys who work as corporate counsel to the firm’s clients.  It seems like those guys are always taking vacations and leaving early and playing golf – they’re actually enjoying their lives.  If only you could get an in-house job and tell Big, Bigger & Best to shove it….

Do you ever feel that way?  It’s probably crossed your mind.  However, have you really given serious thought to what the differences really are between a corporate counsel position and an associate or partner at a law firm?  

Consider these “pros” for an in-house position –

1)    Work less hours – it’s no secret that in-house jobs don’t on average require the time commitment of a law firm.

2)    There is only one client to report to.

3)    No billable hour requirement.

4)    Opportunity to be an integral part of the organization’s internal strategizing.

5)    Integral part of transaction(s) as they take place – from start to finish.

6)    Have a better and more intimate understanding of client’s operations.

7)    Part of the organization’s team rather than a “hired gun.”

Sounds pretty promising, right?  But these must be balanced against the following “cons” –

1)    Lower salary – in addition, raises are discretionary and bonuses are usually lower than at law firms.

2)    Fewer in-house opportunities – organizations realize this and it directly influences all the economic factors.

3)    Lack of work diversity – working for one client, doing the same type of work – can lead to dissatisfaction. 

4)    As in-house counsel, you’re no longer a “profit center”, you’re viewed as a “cost center.”

5)    Until recently, law firms could boast of greater job security.  While the economic upheaval has called this into question, overall, due to having many clients as opposed to a single client, law firms may still offer greater job security.

6)    Less autonomy in-house – making schedules, engaging in marketing and client/business developing, incurring expenses, etc. – than in a law firm. 

7)    Career track is not as obvious or as much in the attorney’s control, i.e., opportunities for advancement in-house vs. knowing law firm partnership track and requirements to meet.

8)    There are far more partners at  law firm than there are General Counsel or Associate General Counsel.

9)    These days some corporations are using their in-house counsel as if they were outside counsel – you’ll be doing the same work as outside counsel, for less money and the same hours and requirements as if you were in private practice.

An In house counsel position may in your future, but it’s important to realize that the more experience an attorney has before they make the switch from a law firm, the better their career chances are going to be.  The sweet spot is the 5-7^th year experience mark, or more – depending on your career goals.  If you attempt to jump in the pool too early – even if you do land a job, you may find you’re still a junior attorney long after you get your first gray hair.

Think about it!

By Dan Witt

 Senior Recruiter, Rifkin Consulting

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RIFKIN CONSULTING specializes in attorney recruiting for law firms and companies. All inquiries are held in the strictest confidence. You may wish to visit our website at www.rifkinconsulting.com to learn more about our services, read testimonials, and our commitment to a high level recruiting experience! 

RESPONSIVE.  RESOURCEFUL.  RESULTS.

By Diane Rifkin

President, Rifkin Consulting

We work with clients who want to hire top attorneys, and applicants seeking to work with the best law firms and companies.  On a daily basis, we are faced with changes in the recruiting industry – primarily as a result of increased internet use.

For example, many law firms require that attorney candidates be submitted through an online process.  Advantage for the firm – efficiency.  Disadvantage for the candidate – an impersonal presentation.  Other firms still accept email submissions that contain an email cover letter or cover letter that’s in the body of the email.  The challenge remains whether words on paper will show that candidate as a person, rather just words on paper…and it IS a significant challenge for a recruiter to be effective at presenting an applicant.

A cover letter should briefly tell a story about the person who is being presented for a job opening.  Why should this attorney be considered over others for this position?  What traits does this person have that aren’t necessarily evident on the resume?  What were this person’s challenges that portray strengths and the ability to overcome challenges at work (or in one’s personal life)?

In my opinion, the story must be told both in the cover letter and on the resume.  It must be relayed concisely and clearly.  The cover letter should contain information that expounds on the resume – not that repeats it.  Unfortunately, cover letters don’t always get read even if included in the candidate submission.  I find this to be a real shame, because it’s an integral part of the “ story”.  Therefore, a reputable recruiter needs to make a special effort to make sure that a resume tells as much of the tale as possible.

For example, if a candidate is strong at client development - try to quantify that business. If a person worked during law school in addition to studying to make the grades and achieve his/her degree, it’s appropriate to make a very brief mention of this (although the cover letter is the most appropriate place to include this information). Should an applicant be committed to working for a law firm that supports pro bono work – mention one’s previous pro bono matters.  This is just a sampling of ways to “personalize” one’s resume in case the reviewer doesn’t read the cover letter – or – read it closely.

Needless to say, a recruiter can only serve the candidate well by really caring about what makes the candidate “tick” – so never hurry the screening process. 

Yes, cover letters are still relevant today – although the electronic age certainly depersonalizes a candidate’s special qualities or uniqueness.  Make your story great!

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www.rifkinconsulting.com

RESPONSIVE.  RESOURCEFUL.  RESULTS.

This morning I read an article about a legal secretary who worked for BigLaw. How fortunate she felt to have survived previous rounds of layoffs in this distressed economy!

Last year alone, approximately 56,000 attorneys were laid off in the United States – either due to the economy and/or performance issues. Thousands of support staff were affected too…

She worked harder, however, due to staff reduction. In fact, she apparently had such an increased work load that she began to experience panic attacks at work. The lawsuit alleges that, as a result of her difficulty to fulfill her new job requirements, she was let go. What irony!

My concern is that attorneys (as well as countless others in various industries) are experiencing the same challenges, and that their work product may suffer a a result.  of course, this would affect performance reviews, and ultimately their job security. I am exploring – and encouraging- feedback, suggestions and methods about how folks are dealing with this problem.  The economy’s financial challenges are far from over, and we need to discover and share productive ways to adjust.

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RIFKIN CONSULTING specializes in attorney recruiting for law firms and companies. All inquiries are held in the strictest confidence. You may wish to visit our website at www.rifkinconsulting.com to learn more about our services, read testimonials, and our commitment to a high level recruiting experience! 

RESPONSIVE.  RESOURCEFUL.  RESULTS.

Part 2: Strengthening Client Relationships
What are some of the best ways to strengthen client relationships? 

Strategy 1: Understand the True Value of Referrals

A referral to another requires more than the initial gesture to be valuable.  Always follow up with the referee to inquire how the referral has worked out.

When accepting a referral, always keep the referrer informed about the status of the referral.  Why?

a.      Such action shows continued appreciation for the referral.
b.     You provide a service to the referrer by letting them know how the referral may have benefitted you.
c.      Additional contact keeps you on the referrer’s radar screen.

Don’t make referrals unless you feel confidence in both the referee and the person or company you are referring to your contact.  Why?

a.  Your reputation as a trusted adviser is at stake.
b.  By staying involved in the process, you are enhancing the chances that the referral will be successful.

Make sure to let people know they are important to you.  How?

a.  Be selective to whom you refer.
b.  Keep up with those relationships.
c.  Let those people know that they are one of a select group of referral sources for you.
 

Strategy 2: Think “Give” Rather Than “Take”

Successful relationships are always a function of give and take. Be a good listener – it’s not all about you!

a.  You are more likely to be able to provide assistance in a manner that a person needs it.
b.  Opportunity to pick up on non-verbal communication clues

Consider writing an E-book or newsletter that provides value to your contacts.

 Strategy 3: Become a Trusted Adviser

• Be trustworthy
• Stay consistent
• Show that you understand the importance of referrals
• Think long term relational vs. immediate…or that trust can be violated

 Strategy 4: Recognize the Significance of Strong Relationships

• Strong relationships are developed over time – they are never bought
• Established relationships enhance the security of the representation.

1. The client is less likely to use another source for work,
2. The client has a better understanding of the scope of your practice – and referral abilities.
3. Get personal when appropriate: lunches, ballgames, dinner with spouses at your home,
4. Recognize that you cannot be everything to everyone; focus your efforts,
5. Perform an annual review in person; ask for an assessment of your performance.

• Find ways to Maximize the Value of Relationships

 Strategy 5: Relationships lead to Business

• Keep in touch with former clients; they may have a need and will think of you.
• When appropriate, ask them for referrals.
• Excellence of performance and consistency are the key to repeated business.

1. You must deliver for the client at all times
2. Remember that your business is service-intensive
3. Your business is not unique; therefore the way you deliver must be
4. People hire you; the personal relationship matters more than the technical skills

Conclusion

Point 1:  Learn the true value of referrals – and how to make the most of them.

Point 2:  Develop long term relationships with clients.

Point 3:  Responsive – Resourceful – Results; a winning strategy!

RIFKIN CONSULTING specializes in attorney recruiting for law firms and companies. All inquiries are held in the strictest confidence. Visit our new website at www.rifkinconsulting.com!

(Part 1 of a series to help you kick start 2010)

Recently I was chosen to do a series of Webinars on the subject of Networking for Attorneys, each with a focus on a specific practice area.  Although a daunting task, during my preparation I confirmed that there are more similarities than differences. We are firm believers that networking skills are a work in progress, and should not be ignored merely because you are a junior attorney – or – kept busy at work.

Networking can be social or business-related to develop business.  If you ever want to become a partner of a firm, marketable enough to make a lateral move, or start your own practice…then networking skills are crucial.  The social networking provides certain outlets for potential business, while business-related efforts focus on developing a portable client base.  While very different in nature, you must learn to do both effectively in order to be successful.

This series is based on years of experience in the legal and recruiting arenas, as well as numerous interviews with partners. Future articles in this series will be geared towards specific examples and personal stories that should kick-start you to success!

Strategy 1: Who Are You?

Before you can set out on a networking path, you must clearly identify your strengths, weaknesses, personality, and priorities.  For example, you may be very confident at work, but does that confidence carry over into a room filled with people you don’t know?  Are you a person who has an intense dislike of rubber chicken dinners?  Do you feel that your writing is not quite good enough to get published?  Perhaps you are tired at the end of the day, your spouse is waiting at home with the kids, and you just have no desire to go to a cocktail party.  Do you have difficulty speaking in public – or even to senior attorneys or judges whom you don’t know?  There are relatively easy ways to overcome each of the above and those not listed, but they do take a special effort.

1. First, identify your personality as discussed above.  Your willingness to improve yourself is the threshold to exploring methods and avenues where you can receive professional assistance for personal growth. For example, if you feel uncomfortable speaking in public, inarticulate or ineffective in general, highly-regarded companies such as Communication Excellence Institute offer personal effective training for individuals (as well as groups).  If you’ve seen the TV show “Lie To Me”, then you are familiar with one particular aspect of their business.  Based on the teachings of the founder of this science, you can learn how to read other people – as well as to understand your own mannerisms so that you will be read as honest, confident and demonstrating integrity.  Jan and Neal Palmer also offer training that assists you with articulation and other aspects of expression.
2. Second, accept that you must spend some predetermined amount of time on networking as part of your routine.  Calendar this time at the beginning of each month, adjusting as necessary.
3. Third, it’s time to consider venues for your pursuit.   Your time is valuable; you have calendared networking time into your routine.  You’ve identified personality traits and begun working on developing a confident persona that makes a good first impression (this is an ongoing process, as you learn more about how to work effectively with different personalities).

Give serious thought regarding activities that you enjoy, because you are most likely to consistently participate in those; these are social activities that do not necessarily include attorneys (examples are tennis, wine clubs, non-profit organizations).  We suggest that they comprise 1/3 of your networking time.  Research which professional organizations offer the opportunity to meet attorneys who practice in other areas (examples: Public Law Groups, Bar Association events, varied networking organizations).  These are numerous, and all are not created equal.  Find out the premise of each, and interview members,  in order to determine which will best enhance your chances of not only making contacts…but also of forming relationships.

To be continued…..”What you need to know about developing relationships”

RESPONSIVE – RESOURCEFUL – RESULTS

RIFKIN CONSULTING specializes in attorney recruiting for law firms and companies. All inquiries are held in the strictest confidence. Visit our new website at www.rifkinconsulting.com!

This has been such a tough market for attorneys all over…but I’d be surprised if any market has been tighter than in California.  Thousands of jobs have been lost and careers stymied.  Unfortunately, there is still a stigma regarding laid-off associates – despite the broad knowledge that the downturn in the economy was largely responsible.

We counsel our candidates to pursue not only job opportunities, but to also consider furthering their education.  It’s very important not only to “look” good on paper, but to keep one’s spirits and confidence up…keep the adrenalin flowing.

Networking should be targeted and needs to become a regular part of your daily routine.  Never has it become clearer that contacts “at hand” can make a huge difference.

We would like to hear from others about what measures they’ve taken to fill the “gap” on their resumes…

          RESPONSIVE – RESOURCEFUL – RESULTS

RIFKIN CONSULTING specializes in attorney recruiting for law firms and companies. All inquiries are held in the strictest confidence. Visit our new website at www.rifkinconsulting.com!