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Big Law Life: Daily Summaries Delivered
by Laura Terrell
On Big Law Life, Laura Terrell and her guests discuss the strategies, steps, relationships and communications you need to navigate the world of large global and national law firms, from the perspective of lawyers, business and legal professionals, in-house counsel, and others with experience working in and around this environment. Laura dives into what you want to know about BigLaw but didn't learn in law school and what wasn't covered in your law firm orientation. To learn more about how she works with attorneys and to access her blog and resources, go to www.lauraterrell.com
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- 3 days ago21 min
#149: When BigLaw Partners Ignore Feedback
One of the critical issues for BigLaw firms is what happens when partners receive feedback, but rather than listening to it and considering what it might suggest, they instead jump immediately to defending their work. For instance, I discuss the example of when a practice leader raises concerns that efforts to bring one partner into other partners' client relationships are not progressing well, while that partner is also reluctant to involve colleagues in opportunities involving their own clients. There might be valid explanations for each situation—the client lacked budget, the relationship partner failed to prepare the partner properly, or an opportunity was unlikely to go anywhere—but leadership may be asking a different question: what will be different the next time? A factually accurate defense can explain why something happened without addressing whether the partner's behavior made the situation easier or harder to resolve. I explain why addressing feedback in BigLaw is a business issue, not simply a matter of being collegial. Firms invest in multiple areas of expertise because they want lawyers to combine those capabilities to solve client problems, retain relationships, and expand work. That depends on whether partners trust one another enough to share access to clients, prepare together, follow through on commitments, communicate when their assessment changes, and allow colleagues a meaningful opportunity to contribute. I also discuss how ignoring feedback can limit the very practice a partner is trying to protect, and why colleagues may hesitate to involve even an excellent technical lawyer if doing so requires too much coordination or management or work arounds to accomodate their issues. Finally, I explain how to respond more productively when leadership raises recurring concerns. Rather than debating every example, clarify the behavior at issue, ask for specific examples and consequences, correct material factual errors without closing the discussion, and identify one change that others can actually observe the next time the situation arises. You do not have to agree with every criticism. But if similar feedback keeps surfacing, the useful question is not whether your explanation is valid. It is what remains within your control to improve. At a Glance 01:20 Why valid explanations can still leave an important performance issue unresolved 02:36 Why leadership may be asking what will change next time rather than who was right 03:26 Why collaboration in BigLaw is fundamentally a business issue 04:23 The difference between cross-selling services and combining expertise around a client problem 05:45 How weak preparation and follow-through can undermine cross-practice opportunities 07:14 Why colleagues may stop bringing a partner into client relationships 07:59 How defending every example can prevent you from hearing the underlying feedback 09:13 Why you are still responsible for your response even when you did not cause the obstacle 10:08 How protecting control of your own clients can restrict broader opportunities 11:59 Why technical excellence alone doesn't make colleagues comfortable sharing client relationships 14:14 How to turn vague feedback like "collaborate better" into specific behaviors you can address 17:09 Why promising to "try harder" is less useful than choosing an observable change 19:07 How to evaluate whether your behavior is actually improving over time 19:53 The question to ask when you keep receiving the same feedback For Apple Podcasts, click here, scroll to the bottom, tap to rate with five stars, and select "Write a Review." Then be sure to let me know what you loved most about the episode! Also, if you haven't done so already, follow the podcast <a href= "https://podcasts.apple.com/us/podcast/big-law-life/i
- 1 weeks ago20 min
#148: Time Traps That Cost BigLaw Attorneys Most in Their Careers
BigLaw attorneys can spend a great deal of time doing work that is valuable in the moment but costly over the long term. Some of these habits generate billable hours, praise, and even a reputation for being indispensable. The problem is what they may prevent you from developing next. You can become exceptionally good at work you should eventually grow beyond, become overly dependent on one partner for your development, repeatedly postpone relationship building because of billable demands, rely on encouraging but vague feedback instead of asking direct questions about advancement, or remain in a practice that no longer fits simply because you have already invested years in it. In this episode, I explain why being needed is not the same as advancing, and why lawyers should pay attention to whether their responsibilities are actually expanding as their experience grows. I also discuss how to evaluate whether the partners you support are helping develop your career, why professional relationships need to be built before you urgently need them, and how to ask more useful questions about promotion than simply whether you are "doing well." Finally, I look at the sunk-cost problem that can keep lawyers in practices they no longer want and why dissatisfaction should be investigated carefully rather than either ignored or acted on impulsively. The broader point is to look beyond whether today's work is productive and ask what your current pattern of work is preparing you to do one or two years from now. At a Glance 01:20 Why productive work can still become a long-term career trap 02:29 How becoming too good at your current responsibilities can keep you from developing the next ones 04:18 How to tell whether your work is actually preparing you for greater responsibility 05:32 Why being indispensable to one partner does not guarantee career development 07:06 How to evaluate whether a partner is truly investing in your advancement 07:33 Why billable work can quietly crowd out the relationships you will eventually need 10:12 Why relationship building needs to be scheduled before it becomes urgent 11:31 Why positive feedback does not necessarily mean you are on track for promotion 13:07 The questions to ask when you need candid information about advancement 14:45 Why years of investment can keep lawyers in practices they no longer want 16:06 How to determine whether the problem is the practice, the firm, the team, or the role 18:11 How repeated short-term choices can shape your career before you realize it For Apple Podcasts, click here, scroll to the bottom, tap to rate with five stars, and select "Write a Review." Then be sure to let me know what you loved most about the episode! Also, if you haven't done so already, follow the podcast here! For Spotify, tap here on your mobile phone, follow the podcast, listen to the show, then find the rating icon below the description, and tap to rate with five stars. Interested in doing 1-2-1 coaching with Laura Terrell? Or learning more about her work coaching and consulting? Here are ways to reach out to her: www.lauraterrell.com laura@lauraterrell.com LinkedIn: https://www.linkedin.com/in/lauralterrell/ Instagram: https://www.instagram.com/lauraterrellcoaching/ Show notes: https://www.lauraterrell.com/podcast
- 2 weeks ago21 min
#147: When Do BigLaw Associates Get to Do "Real Work"?
BigLaw associates are often frustrated doing what feel like routine assignments when they feel ready to move into what they see as more challenging, complex and even more important work. But some of that work that seems tiresome is in fact an important opportunity to develop the judgment they will need for more senior work. Updating exhibit lists, drafting meeting agendas, checking citations, preparing chronologies, reviewing documents, and writing follow-up emails may feel repetitive, especially when someone else is advising the client, questioning the witness, or leading the discussion. But performing a task many times is not the same as mastering the judgment behind it. I walk through 10 skills that associates should be developing through work that can easily be dismissed as mechanical. I explain why research is not complete when you have collected the cases, why verifying an AI-generated answer requires more than confirming that the cited authority exists, and why lawyers need enough context to understand how their piece of an agreement, filing, or transaction affects the rest of the matter. I also discuss how chronologies teach you to separate facts from assumptions, how meeting notes help you identify decisions and unresolved issues, and why effective emails should be organized around what the recipient needs to know or do rather than around how much work you performed. I also explain why proofreading requires looking for what is missing, not simply correcting what is on the page; how deadline management depends on identifying inputs and dependencies early; and why reviewing a partner's revisions to your work can provide some of the most specific feedback available to you. Finally, I discuss how all of these skills affect your ability to delegate as you become more senior. The goal is not to remain stuck doing routine work indefinitely. It is to understand what judgment the work requires, exercise that judgment deliberately, and become ready for the more complex assignments and client responsibilities you want. At a Glance 01:20 Why associates become frustrated waiting for opportunities to do the "real work" 02:43 Why performing an assignment repeatedly does not necessarily mean you have mastered it 03:23 How familiar tasks develop judgment about facts, risks, decisions, and legal authority 04:12 Why AI and other efficient tools increase the importance of knowing how to evaluate the result 05:02 How to turn repetitive assignments into opportunities for deliberate development 05:55 Skill 1: Distinguishing what matters from what merely exists 07:27 Skill 2: Verifying information 08:44 Skill 3: Understanding how your piece of the work fits into the larger matter 09:35 Skill 4: Separating facts from assumptions 11:07 Skill 5: Turning meetings and discussions into decisions and action 12:08 Skill 6: Communicating based on what the recipient needs 13:54 Skill 7: Recognizing omissions and inconsistencies in documents 15:37 Skill 8: Managing dependencies and anticipating problems before deadlines 16:30 Skill 9: Learning from how senior lawyers revise and use your work 17:49 Skill 10: Taking responsibility for work you delegate to others or to AI 19:10 How to use one routine assignment each week as deliberate practice 20:06 The question associates should ask before deciding they have already mastered an assignment For Apple Podcasts, click here, scroll to the bottom, tap to rate with five stars, and select "Write a Review." Then be sure to let me know what you loved most about the episode! Also, if you haven't done so already
- 3 weeks ago12 min
#146: Why BigLaw Business Development Approaches Aren't One-Size-Fits-All
Copying the business development habits of successful BigLaw rainmakers can sounds great but more often what works for someone else won't work for you if all you do is directly replicate it. Taking clients to dinner, attending conferences, hosting events, sending client alerts, or playing golf may all be effective approaches, but how you execute on those or choose other ways of connecting may depend on your particular strengths, relationships, authority, personality, and goals. The more important question is not what another lawyer does to generate business, but why their approach works and what clients or referral sources actually value about them. I explain how to build a business development approach around your own distinctive value rather than trying to imitate someone else's style. That starts with understanding what people consistently trust you to understand, judge, explain, or accomplish, and then determining what allows the right people to experience those strengths. I also discuss why visibility without a clear message can create attention without demand, how to evaluate whether certain opportunities actually connect you with the people who influence your work, and why some of the most effective business development approaches may come from interests and relationships outside traditional lawyer-centric channels. Ultimately, your goal is not to look like a another successful rainmaker. It is to make it easy for people to understand why they would choose you. At a Glance 01:20 Why copying successful rainmakers can lead lawyers in the wrong direction 02:09 Why business development tactics only work when they fit what you are trying to build 03:19 Why visibility does not help if people do not understand what you offer 04:05 How to decide whether a conference is actually worth your time 04:33 Why your business development approach should fit your life and working style 05:25 How nontraditional activities can create valuable professional relationships 06:12 Why the real lesson is the strength behind the rainmaker's behavior 07:31 Why your best business development approach starts with knowing what you uniquely offer 09:11 Why copying the activity does not reproduce someone else's advantage 09:37 How to identify the specific value people already associate with you 10:08 How to make your strengths recognizable to clients and referral sources 11:07 Why successful business development ultimately requires answering why someone would choose you For Apple Podcasts, click here, scroll to the bottom, tap to rate with five stars, and select "Write a Review." Then be sure to let me know what you loved most about the episode! Also, if you haven't done so already, follow the podcast here! For Spotify, tap here on your mobile phone, follow the podcast, listen to the show, then find the rating icon below the description, and tap to rate with five stars. Interested in doing 1-2-1 coaching with Laura Terrell? Or learning more about her work coaching and consulting? Here are ways to reach out to her: www.lauraterrell.com laura@lauraterrell.com LinkedIn: https://www.linkedin.com/in/lauralterrell/ Instagram: https://www.instagram.com/lauraterrellcoaching/ Show notes: https://www.lauraterrell.com/podcast
- Oct 7, 202617 min
#145: The BigLaw Career Shift From Matter Lawyer to Trusted Advisor
In this episode, I discuss one of the most revealing business development metrics in BigLaw: when something happens with a client, who do they call? Revenue, origination, pitches, and repeat matters all matter, but they do not always tell you how deep a client relationship really is. A senior associate may be trusted to run an important matter, a newer partner may be the person a client calls when a problem arises, and an established partner may become one of the first people the client calls before they even know what the legal issue is. Those are very different levels of relationship responsibility, and they tell you a great deal about whether you are simply handling matters or actually building a practice. I explain how to think about the progression from matter responsibility to problem responsibility to relationship responsibility, and why that progression matters to both your career and your economic value to the firm. I also discuss why getting a second matter is not necessarily the same as deepening a client relationship, how to tell whether clients are beginning to rely on your judgment rather than just your execution, and why being the person who connects clients to the right lawyers across the firm is often more valuable than personally handling every piece of work. Finally, I explain how to use a simple set of questions to evaluate your own client relationships: who calls you, what do they call about, how early do they involve you, who else do they call, and what happens after that conversation. At a Glance 01:20 Why "who calls you?" may reveal more than traditional business development metrics 03:05 How to think about matter-to-client conversion 04:16 Why a second matter does not necessarily mean you own the client relationship 05:12 How client calls change as lawyers become more senior 06:43 The shift from matter responsibility to problem responsibility 08:21 What relationship responsibility looks like for an established partner 09:32 Why origination credit alone may not reflect the strength of a client relationship 11:15 How to evaluate whether a matter is turning into a broader client relationship 12:45 The signals senior associates should watch as client trust develops 14:42 Why being extremely busy with a client does not necessarily mean you own the relationship 15:32 The five questions to ask about who calls you 16:20 Why a practice is a collection of relationships that produce matters For Apple Podcasts, click here, scroll to the bottom, tap to rate with five stars, and select "Write a Review." Then be sure to let me know what you loved most about the episode! Also, if you haven't done so already, follow the podcast here! For Spotify, tap here on your mobile phone, follow the podcast, listen to the show, then find the rating icon below the description, and tap to rate with five stars. Interested in doing 1-2-1 coaching with Laura Terrell? Or learning more about her work coaching and consulting? Here are ways to reach out to her: www.lauraterrell.com laura@lauraterrell.com LinkedIn: https://www.linkedin.com/in/lauralterrell/ Instagram: https://www.instagram.com/lauraterrellcoaching/ Show notes: https://www.lauraterrell.com/podcast
- Sep 30, 202626 min
#144: How BigLaw Firms Measure Your Book of Business
How BigLaw firms actually measure a book of business matters, and a $1 million book can mean very different things depending what sits underneath that number, as well as where you are in your partnership tenure. A homegrown partnership candidate, a newer partner, an established senior partner, and a lateral partner may all report the same amount of business, but the firm is evaluating something different in each case. For a partnership candidate, the firm may be looking for evidence that the lawyer can eventually build a meaningful practice. For a newer partner, it wants to see whether predicted business is beginning to materialize. For an established partner, the focus shifts toward actual originations, collections, profitability, durability, leverage, and growth. And for a lateral, the question is how much of the claimed book will actually move with the lawyer to the new firm. In addition, the makeup of your book is really critical. I break down seven questions firms use to understand what a book of business really represents: whether the revenue is real and collected, who actually owns the client relationship, how concentrated the work is, whether the business is repeatable, how profitable it is, whether it can scale, and what additional work the client relationship creates across the firm. I also explain why trajectory matters as much as the current number. For instance, a newer partner with an $800,000 book that has grown steadily from $200,000 may present a very different story from a partner whose $1 million book has declined from $2 million over the same period. The most useful question is not simply how large the book is today, but what kind of business has been built, whether it has room to grow, and where it appears to be heading. At a Glance 01:20 Why the same size BigLaw book of business can mean different things at different career stages 03:02 What firms look for when evaluating a homegrown partnership candidate's business potential 04:29 How expectations change for established BigLaw partners 05:20 Why firms scrutinize a lateral partner's claimed book differently 08:01 What counts as real revenue when measuring a book of business 09:02 Why running a client's matters does not necessarily mean you own the relationship 11:04 How client concentration changes the risk profile of a book 12:03 Why repeatable business matters more than a single large matter 13:00 How profitability and scalability change the value of the same revenue number 18:41 Why cross-selling and creating firmwide client relationships increase institutional value 20:50 Why firms care about the trajectory of your book, not just its current size 22:59 What senior associates and newer partners should focus on before they have a large book For Apple Podcasts, click here, scroll to the bottom, tap to rate with five stars, and select "Write a Review." Then be sure to let me know what you loved most about the episode! Also, if you haven't done so already, follow the podcast here! For Spotify, tap here on your mobile phone, follow the podcast, listen to the show, then find the rating icon below the description, and tap to rate with five stars. Interested in doing 1-2-1 coaching with Laura Terrell? Or learning more about her work coaching and consulting? Here are ways to reach out to her: www.lauraterrell.com laura@lauraterrell.com LinkedIn: https://www.linkedin.com/in/lauralterrell/ Instagram: https://www.instagram.com/lauraterrellcoaching/ <p di
- Sep 23, 202616 min
#143: Can You Change Your Reputation in BigLaw?
Why do some negative professional impressions fade quickly while others can follow a lawyer for years? And what can you can do when an outdated reputation begins affecting your opportunities? In BigLaw, reputations are often formed from relatively small samples of behavior, particularly as teams become more distributed and partners have fewer repeated interactions with individual associates. A single difficult matter, missed deadline, or awkward client interaction may disappear with time and better performance. But sometimes an isolated event moves quickly from an event to a perceived pattern to an identity: "She struggled on this matter" becomes "She struggles with complex matters," or "He did not handle that client call well" becomes "He is not good with clients." I explain four factors that make reputations particularly difficult to change: repeated behavior, repetition of the description itself, the severity of the underlying issue, and the influence of the person who formed or continues spreading the impression. I also discuss one of the biggest problems lawyers face when a reputation becomes entrenched: that it can begin limiting the very opportunities they need to prove it wrong. If partners believe you are not good with clients, they may stop putting you in front of clients. If they believe you are not ready to run matters, you may stop receiving matters to lead. At that point, reputation is no longer simply describing your career. It is actively shaping it. I also explain how to determine whether the reputation you fear actually exists before trying to fix it. Rather than interpreting one staffing decision or stray comment as proof, talk with people who know what is being said when you are not in the room and ask specifically where people see you as strong, where they have reservations, and what gives them confidence or pause about your readiness for the next level. Once you identify a concern, determine how widely it is held, where it originated, whether it is based on multiple experiences or one person's opinion traveling through the firm, and whether the people who hold it have enough influence to affect staffing, evaluations, or promotion decisions. Finally, I discuss how to move from a vague label that you hear about yourself such as "not commercial" or "needs too much supervision" to learning what the specific behavior is underneath it, honestly assess whether that behavior is still true, and deliberately create new evidence that gives people a reason to update their view. And if your performance has changed but your firm's perception has not, I explain when it may be worth asking whether you are dealing with a development problem you can fix, a reputation lag you can overcome, or an environment that has stopped updating its assessment of you. At a Glance 01:20 Why one bad impression may disappear while another follows a lawyer for years 03:32 How one incident can move from an event to a pattern to an identity 04:45 How one partner's opinion can spread through a firm without additional firsthand evidence 05:13 Why some mistakes carry far more reputational weight than others 06:18 How a reputation can eliminate the opportunities you need to prove it wrong 07:15 How new evidence and influential advocates can help change an established reputation 08:58 The questions to ask people who know what is being said about you when you are not in the room 09:47 How to determine whether a negative perception is widespread, consequential, or already fading 10:30 Why vague feedback such as "not commercial" is impossible to fix until you identify the underlying behavior 12:04 How to deliberately create contradictory evidence and enlist credible advocates 12:28 When changing firms can create a genuine reputational reset 13:23 Five questions to ask when an old reputation may be affecting your career For Apple Podcasts, click here, scroll to the bottom, tap to rate with five stars, and select "Write a Review." Then be sure to let me know what you loved most about the episode! Also, if you haven't done so already, follow the podcast here! For Spotify, tap here on your mobile phone, follow the podcast, listen to the show, then find the rating icon below the description, and tap to rate with five stars. Interested in doing 1-2-1 coaching with Laura Terrell? Or learning more about her work coaching and consulting? Here are ways to reach out to her: www.lauraterr
- Sep 16, 202621 min
#142: Why Easy-to-Brief Lawyers Stand Out in BigLaw
In this episode, I discuss an underrated skill that can make lawyers significantly more valuable to partners and clients: being easy to brief. This does not mean knowing everything about a matter or immediately having the answer. It means being able to enter an unfamiliar conversation, listen through incomplete or disorganized information, identify what actually matters, and determine what still needs to be known before moving forward. In BigLaw, lawyers are often pulled into meetings with little context, asked to weigh in on issues they did not expect, or given only a few minutes to get up to speed. The lawyers who handle those situations well are often the ones who get invited into more important conversations. I explain why one of the biggest mistakes lawyers make when being briefed is interrupting too quickly with every question that occurs to them. Many of those questions will be answered if you keep listening, while others will turn out not to matter at all. I also discuss how to identify the real issue by listening for what the client keeps returning to, why the conversation is happening now, what is worrying them, and what they actually need from the lawyers in the room. I cover when it does make sense to interrupt, why gathering every available fact can become counterproductive, and how to distinguish between "What is there to know?" and "What do I need to know to handle what needs to happen now?" Ultimately, being easy to brief is about exercising judgment under uncertainty and becoming the lawyer who can enter a complicated situation, find the center of the problem, and help move it toward a solution. At a Glance 01:20 Why being easy to brief is an overlooked way lawyers add value 02:10 What it looks like when a lawyer can quickly get up to speed on an unfamiliar issue 03:36 Why you should resist asking every question that occurs to you during a briefing 05:13 How to listen long enough for complicated information to begin organizing itself 05:57 What to listen for when a client is giving you a messy or disorganized explanation 06:46 How senior lawyers and the dynamics in the room can provide additional signals about what matters 09:25 What to do when you still cannot identify the center of the problem 10:47 Why asking for every available document or fact can make lawyers harder to brief 11:52 The difference between what there is to know and what you need to know right now 13:29 Why good lawyering requires judgment even when you do not have complete information 14:20 How excessive "alignment" can turn a straightforward assignment into unnecessary work 15:56 Why maximum expertise does not always produce maximum value for the client 17:11 How being easy to brief can lead to more client exposure and career opportunities 19:10 A practical way to improve how you process unfamiliar information in real time 20:03 Why you do not have to know the most to become the lawyer everyone wants in the room For Apple Podcasts, click here, scroll to the bottom, tap to rate with five stars, and select "Write a Review." Then be sure to let me know what you loved most about the episode! Also, if you haven't done so already, follow the podcast here! For Spotify, tap here on your mobile phone, follow the podcast, listen to the show, then find the rating icon below the description, and tap to rate with five stars. Interested in doing 1-2-1 coaching with Laura Terrell? Or learning more about her work coaching and consulting? Here are ways to reach out to her: www.lauraterrell.com laura@lauraterrell.com LinkedIn: https://www.linkedin.com/in/lauralterrell/ Instagram: https://www.instagram.com/lauraterrellcoaching/ Show notes: https://www.lauraterrell.com/podcast
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About Big Law Life
On Big Law Life, Laura Terrell and her guests discuss the strategies, steps, relationships and communications you need to navigate the world of large global and national law firms, from the perspective of lawyers, business and legal professionals, in-house counsel, and others with experience working in and around this environment. Laura dives into what you want to know about BigLaw but didn't learn in law school and what wasn't covered in your law firm orientation. To learn more about how she works with attorneys and to access her blog and resources, go to www.lauraterrell.com
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