YWL BLOG

Three years ago, I wasn’t sure I even wanted to be a lawyer.

If someone told me I would be running in the hotly contested Bencher Election 2019, my response would have been, “What’s a Bencher? What do Benchers do?”

A lot has changed since then. I learned a bunch, messed up a bunch, and ultimately have come to believe that law is a vocation, and this is my calling. Beyond serving individual clients, I want to have an impact on decision-making at the Law Society of Ontario. I cannot do it without your support.

I am an independent voice with lived experience as a young brown Muslim woman. I work on the front line of providing access to justice for regular people. I understand the importance of managing mental health, the difficulties of hanging out a shingle, and the frustration of inefficient systems. I am deeply concerned about barriers to entry and practice in the profession.

I do not pretend to have answers to all (or any) of the problems facing our profession, but my perspective will add value at Convocation. I am running for Bencher because I want to serve my community. In the words of Audre Lorde, “When I dare to be powerful, to use my strength in the service of my vision, then it becomes less and less important whether I am afraid.”

To better understand my platform, look up any of the following hashtags on Twitter, LinkedIn, Instagram, or Facebook:

#WhatsABencher

The Law Society is governed by a board of directors, who are known as Benchers. Their mandate is to govern lawyers and paralegals in the public interest by ensuring licensees meet high standards of learning, competence and professional conduct.

There are 40 elected Benchers. To ensure regional representation, 20 are elected from inside Toronto and 20 are elected from outside Toronto.

#WhatDoBenchersDo

Benchers gather at Convocation to make policy decisions and to deal with other matters related to the governance of Ontario’s lawyers and paralegals. Benchers also sit on panels as adjudicators to hear discipline cases concerning conduct, licensing, competence and capacity.

The Law Society has a duty to protect the public interest, to maintain and advance the cause of justice and the rule of law, to facilitate access to justice for the people of Ontario, and to act in a timely, open and efficient manner.

#RecentCallsVote

Total voter turnout for elections at the Law Society has steadily declined, falling to 34% in 2015. In Bencher Election 2015, the total eligible recent call voters (under 10 years) was approximately 15,000. Only approximately 4000 of them voted.

This year, fellow candidate Sean Robichaud and I want to see more engagement from this underrepresented demographic. We have a growing list of candidates committed to two things: 1) A donation for every participating voter by a lawyer who was called to the bar in the past 10 years, 2) If elected, a commitment to advancing a recent call category of bencher.

This post is part of YWL's Bencher Candidate Series. In this series, young women bencher candidates under ten years of call explain why they think that Convocation needs young women. 

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Author: Caryma Sa’d

Caryma Sa’d practices law in the Greater Toronto Area and beyond. She is focused and results-oriented, with sharp analytical problem-solving skills. Her practice is devoted to defending civil liberties, including “crimes of vice” such as sex and drug offenses. She works efficiently to keep your costs down.

Convocation Needs Young Women.

I was sitting in my office late one night in February when I read the Law Times article “Young Lawyers Face Challenges in Bencher Election”. The article highlighted for me that there is a generation of lawyers whose concerns are not being heard and addressed – a generation that I am a part of. Coupled with the knowledge of the various challenges women in this profession face, I recognized that there was a lack of representation within the leadership of the Law Society for lawyers like myself.  I had read the article a few days before nominations closed and came to the conclusion that I should run in this bencher election.

Retention of women in the legal profession has been an ongoing issue for years. Despite women entering into private practice in record numbers for over the past two decades we have also been leaving in droves.  The overrepresentation of women leaving private practice is not surprising to me.  Private practice has not adapted to the realities women face, such as childbirth and taking on a significant portion of family responsibilities.  Organizational and practice cultures that remain resistant to flexible schedules, time gaps between jobs, and parental leaves also play a significant role.  Women who own their firms are faced with the additional hurdle of who will carry on and support their law practice while taking parental leave.

These issues that all women in this profession face are particularly pertinent for early-career female lawyers.  Historically, the legal profession has seen women drop out of the profession within their first five years past call.  Statistically, as a lawyer in her fifth year of practice I should be dropping out of the profession right about now.  I don’t plan to any time soon but I understand why some of my female colleagues would make that choice.  The lack of retention of young female lawyers is problematic for access to justice and the public generally.  Women dropping out of the legal profession after five to ten years of practice means that few female lawyers will ever reach the stage of becoming judges.  We must recognize that today’s young lawyers will become tomorrow’s leaders within this profession.  This is why representation of young female lawyers within our regulatory body matters.

As part of my platform, I support expansion of the LSO’s Parental Leave Assistance Program (PLAP), which provides financial benefits to practising lawyers in firms of five lawyers or fewer who do not have access to other maternity, parental, or adoption financial benefits under public or private plans and who meet the eligibility criteria.  PLAP was one of the nine recommendations developed by the Law Society’s Retention of Women Working Group.  It was designed to empower women to take charge of their careers and assist in maintaining the viability of small firms and sole practices.  While it was not developed to be an income replacement program, the funding helps with defraying some of the overhead costs associated with maintaining a practice during a leave.  While it is a good start, the program could implement initiatives that have been adopted by other provincial law societies.  For example, the Barreau du Québec’s “Bébé Bonus” program allows a new parent who has taken a minimum 6-week leave to reclaim one-half of their annual dues paid to the Barreau.

I firmly believe that the regulation of the legal profession should reflect the demographics of the legal profession and the lawyers within it.  I have chosen to run because I want to bring my perspective and lived experience as a young female lawyer to how our profession is regulated and the Law Society’s elected leadership. I feel that I would be able to represent a demographic of our profession that is currently underrepresented.  Despite the vast number of women entering this profession, retention of women within this profession remains an issue – a reality that I hope will change within the span of my career. The decisions made by the Law Society now will have a pivotal role in whether this will change for generations to come. I have submitted my candidacy in the hopes of championing initiatives that will support young lawyers and women to help facilitate the change I wish to see in this profession.

This post is part of YWL's Bencher Candidate Series. In this series, young women bencher candidates under ten years of call explain why they think that Convocation needs young women. 

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Author: Deepa Tailor

Deepa Tailor is the founder of Tailor Law Professional Corporation, based in Mississauga, Ontario. She is a candidate in the 2019 Bencher Election for the Central West region. To learn more about her platform visit www.tailorlaw.com.

There were many defining moments this past year that led me to run for bencher of the Law Society of Ontario.*

In early 2018, I wrote an article about my experience as a racialized woman in law. I was nervous to be so candid about my experience. I was afraid to reveal that I often felt alone, that microaggressions and lack of representation within the profession deeply impacted me, and sometimes I felt like my race was an insurmountable barrier to my success in the profession. I was nervous about the reception the article would receive in light of the small, but seemingly powerful group of lawyers who advocate against the statement of principles and who deny the existence of systemic discrimination. Although I was nervous, I am glad I put myself out there. The feedback was overwhelming and positive. People from across the country reached out to me to say my experience resonated with them. The positive reception sparked my confidence that my voice was an important one for the profession.

This experience was foundational to me being able to put my name forward. The specific desire to run for bencher came later though.

Convocation has made and continues to make decisions that impact junior members of our profession and those who are not even part of our profession yet. Yet, the perspective of recent calls is not reflected at convocation. There are no benchers in their first 10 years of practice. 75% of Toronto benchers were called in the 1980s. I knew there was a problem. In particular, I was troubled by the licensing debate (i.e. the debate about whether we should eliminate articling, the LPP program or revise the programs) after observing the demographics of current benchers.

In the fall of 2018, I became frustrated after observing Convocation’s debate on governance reform. A working group presented a robust set of recommendations on governance reform. One recommendation was that term limits should be reduced from 12 years to 8 years and that the notion of ‘life benchers’ ought to be eliminated. I was troubled when at Convocation, in hopes of persuading benchers not to ratify those specific recommendations, a life bencher compared himself to elders in First Nations communities as justification for the continued role of life benchers. I was also troubled when a bencher stated that longer term limits were needed because ‘women and minorities need more time to gain traction at Convocation in order to obtain senior positions at Convocation.

Frustrated with the discourse at Convocation, I wanted to run for bencher. I wanted to run because I thought I would bring a different kind of voice to Convocation. But I needed some pushing. I was encouraged by a lot of amazing women in law to run. Lots of research shows that women need to be asked or convinced to run before they make that leap themselves. It turns out I am not immune from that phenomenon. Putting yourself out there in such a way is nerve-wracking and difficult. I needed encouragement even though I knew in my heart I wanted to run.

Sadly, only 28% of bencher candidates are women. This is a huge problem because it suggests Convocation will not have gender parity this upcoming term.

As YWL members, I encourage you to vote. Vote for women. Vote for recent calls. Most importantly vote. It is time our perspectives are heard.

*The Law Society of Ontario is the governing body for lawyers and paralegals. The Law Society of Ontario regulates lawyers and paralegals to ensure competency of the profession within the public interest. A bencher is essentially a member of the board of director. Together, benchers are referred to as ‘Convocation.’

This post is part of YWL's Bencher Candidate Series. In this series, young women bencher candidates under ten years of call explain why they think that Convocation needs young women. 

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Author: Atrisha Lewis

Atrisha Lewis is a litigation associate at McCarthy Tétrault LLP, a trial advocate, and a champion for diversity and inclusion. In the last year, she won the Precedent Setter Award for being a precedent setting lawyer, the University of Toronto Arbour Award for outstanding volunteerism, and the inaugural Inclusion Now Award at McCarthy Tétrault, in recognition of her  contribution to diversity and inclusion, at the firm. Learn more about her at atrishalewis.com or @atrishalewis.

Let’s face it. Career planning and goal-setting can be daunting. For many people, the unknown potential of the future (both good and bad) is a source of stress. However, taking the time to set goals and reflect on your objectives is a great way to focus your personal and professional aspirations; it helps you consider your priorities, identify upcoming challenges, and achieve specific targets.

Goal-setting also has important retrospective benefits. When you take time to identify your goals, you are more likely to recognize your own achievements. In the hustle and bustle of everyday life, it’s all too easy to breeze past a major accomplishment without taking time to reflect on a job well done. It’s important for successful, goal-oriented women (and men) to recognize their successes before getting swept up in the next challenge.

While the initial task may seem daunting, goal-setting is actually a great way to refocus in times of stress or anxiety. It’s important (and strangely nerve-racking) to think about what you want out of life. But once you do, you will be better-equipped to handle overwhelming professional and personal decisions. Do you have a new job opportunity? Are you facing a move? Struggling with a friendship? Revisit your goals to remind yourself of what is important to you and gain perspective on what you are looking for going forward. 

So where do I start?

Don’t put too much pressure on the goal-setting process itself. Keep it relaxed.Grab a drink or a coffee or a little treat. Find a relaxing spot in a park or curl up in a cozy chair and jot down some things that you want to accomplish. 

One tip before you start: try not to “we”. While it may feel awkward or even selfish to make a list of “I wants”, the focus of your goal-setting should be on what you want to do with your life. Do you want to work at a Fortune 500 company? Do you want to make a move to a new firm? Do you want to start a family? Write it down. Avoiding the term “we” does not mean that you can’t work towards those goals with a partner or friend, but if it’s important to you then write it down.

If you find working from a template easier, try this Goals and Planning Worksheet (PDF). I like to divide goal-setting into four categories: short-term goals, long-term goals, upcoming expenses, and priorities. You may choose not to distinguish between professional and personal goals. I prefer to keep everything in one place. Sometimes your professional goals will take priority, sometimes not. Sometimes your short-term goals will be mainly personal, other times they will be mainly professional. That’s just the ebb and flow of life. Don’t worry too much about it. 

Short-Term Goals

Short-term goals are a good place to start because they are easier to identify than their long-term counterparts. You’re probably already working on them. They might include things like completing a degree or accreditation, getting a job in your field of interest, securing a promotion, taking a summer trip, or finding a new apartment.

Long-Term Goals

The best way to approach long-term goals is to think of things that you would like to accomplish without pigeonholing yourself by defining your goals too narrowly. For instance, if you love to travel, a good long-term goal might be “travel once per year”. This allows you to take a staycation in a nearby city one year and travel internationally the next. It gives you something to work towards, but allows room for changing interests, finances and relationships.

Think carefully about your professional long-term goals. Do you really want to make [insert salary figure here] or do you want to make enough money to be able to live a certain lifestyle (i.e. dining out, concerts, travel, clothes, etc.)? Both are great goals, but they’re different goals. Other long-term professional goals may include working in a certain field, working in a meaningful position, finding a mentor or sponsor, achieving a particular career distinction, or working abroad. Get creative and give yourself room to grow!

Upcoming Expenses

When I initially started goal-setting, I didn’t include this category. But managing your finances is an important part of planning for the future. Whether or not we like it, many goals require you to save a certain amount of money before you can take the next step. Therefore, it can be useful to account for any major upcoming expenses, so that you can financially plan accordingly.

Some of the things under this category will be related to your long-term or short-term goals. For instance, if you want to buy a house or make a career move that requires you to take a salary cut, you will need to adjust your finances. There may also be things that aren’t related to your goals, but require some thought nonetheless. For instance, you may be in a friend’s wedding or facing a rent increase. Keep these things in mind as you build your plans.

Priorities

As part of your goal-setting process, it is often helpful to make a list of things that are important to you. While this may seem abstract at the time, it will prove helpful when you feel overwhelmed with a big personal or professional decision. Your priorities list may be something as simple as “Be happy”. If this is the case and you find yourself stuck in a relationship that makes you feel insecure or at a job that is making you miserable, then you know that it’s time for a change.

Other priorities may include family, academic achievement, friends, career success, travel, creativity, or giving back to your community. Whatever your priorities may be, write them down and look back to them for guidance when you are faced with tough decisions. And remember, like your goals, your priorities may change. That’s okay. Use career and goal-planning as a pencil sketch of what you want, and then go out and live life.

You’ll do great.

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Author: Anastasia-Maria Hountalas

Anastasia-Maria Hountalas is an associate at Steinecke Maciura LeBlanc, where she advises and represents clients in all aspects of professional regulation. Prior to joining the firm, Anastasia-Maria summered and articled in the litigation department of a leading national law firm, with a focus on health law. Anastasia-Maria completed a Bachelor of Arts (Honours) in History at McGill University and obtained her law degree from Queen’s University. During law school, Anastasia-Maria was actively involved in the Queen’s Law community, participating in the Prison Law Clinic and several study abroad programs. Anastasia-Maria Hountalas serves on the YWL Board of Directors as the Director of Marketing & Communications.

With the flurry of daily communications, how do you make sure that your messages to a client or senior lawyer are read and understood?

Here are 10 tips to make your emails, letters, factums and memos stand out:

1. Consider the best way to draft your correspondence

Emails, memos, reporting letters and other legal correspondence have a time to be used.

Make sure you are using the correspondence type appropriate to properly convey the information.

2. Your subject or title should concisely describe the theme of your work

A title like “Question” or “Update” may easily be lost and is less likely to be opened or reviewed.

3. Put your decision/findings/question at the very beginning

If you start with your findings, the reader (if interested) can continue with the explanation detailed.

Consider and review the tenets of point-first legal writing.

4. Don’t use legal jargon if you don’t have to

If you can make your point using layman’s terms, do it!

5. That doesn’t mean be colloquial – remain professional

Do not use slang or short forms unless they are well known to the client or firm member.

Use “please” and “thank you” where appropriate.

6. Short sentences are easier to read

Sentences under 15 words are easier to understand.

7. If you have the time, set your draft aside for a while

Giving yourself time away from your work can help you to edit it and to work on the tone of the message before sending.

8. Think about layout

If you are drafting a long letter, add white space (this is easier on the eyes), headings and sub-headings, bolding, tables, lists or bullets.

Remember – when using a list, #1 will usually be perceived as the most important item.

9. Do a spelling and grammar check (but don’t exclusively rely on one) and a final review

People are more likely to discount your work if it has typos.

Ask a colleague if he/she can comment on your work to ensure you are being clear.

10. If you need further instructions to proceed, ask for a response to your email

The reader may not realize they need to provide you with a response unless you ask.

Urgent? Say so in the subject line or at the beginning of your correspondence.

Hopefully you will find these brief tips useful. There are many websites, books, courses, workshops and articles on this topic. For further review, consider Neil Guthrie’s “Guthrie’s Guide to Better Legal Writing”.

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Author: Kaleigh Zimmerman

In 2014, Corinne Moss-Racusin, a researcher at Stanford, conducted an experiment where two identical resumes were submitted for review with the only difference being the first name: John or Jennifer. The result was that Jennifer was perceived, for the most part, as under qualified and not worthy of mentoring. If she was offered a salary package, it was $4,000 less than John.

In a very recent study, scientists asked 500 university students to rate approximately 400 male and female names. Interestingly, the results show that people use a first name to judge everything from personality to performance at work. Not surprisingly, female names are viewed as warmer and less competent than male names. To check your name out click here or go the article in the Daily Mail entitled “What does your first name say about YOU?”

This research reinforces the idea that warmth and competence tend to be the first characteristics we judge strangers on. It is a primitive throwback to when we need to know whether strangers are “friend or foe”; to know whether a person has the ability to help or hurt us. These quick judgements are based on fast processing and mental short cuts that are automatic and typically based on information we learned in childhood. As a result, the majority of this information is now unconscious and implicit, allowing us to form schemas and stereotypes without realizing it.

One consequence of using fast processing to make quick judgements is that gender stereotypes can become easily activated, resulting in participants generally assuming that women’s names are associated with kinder but less capable people.

This gender stereotype (men being competent and women being warm) is reflected in almost all of the gender blind spots I discuss in my book Understanding Gender at Work. The blind spot that stands out most, in relation to these research findings, is the misreading of feminine gender habits as an indication of a lack of confidence. I hear many stories from young lawyers about these misinterpretations. One involved a young lawyer being told that her wide-eye wonder was showing her lack of confidence. There could be lots of reasons for this expression but the one that was chosen was rooted in gender stereotypes. This reinforces that impressions are important and impression management is key for advancement.

Certain gender approaches can reinforce impressions of reduced competence and confidence. In childhood, most girls are taught to fit in and not stand out; consequently, women tend to understate and minimize their credentials and experience when they reach adulthood. Men, in contrast, have been encouraged to stand out all through their development period, and thus tend to overplay their strengths and experience. Research consistently shows a 30% difference in confidence levels between men and women. Thus, when men and women are evaluated using a masculine yardstick, women are disadvantaged.

If this tendency is not known by the interviewers, they will take the statements of the job candidate literally. Young women tell me that they are now correcting the impressions made after interviews by telling the interviewers about this tendency based on their knowledge about gender habits and blind spots. McKinsey goes so far as to have a gender bias busterin the room during evaluations of job candidates. Their job? To shine a light on any false assumptions that may occur based on gender blind spots.

Each time I hear about a knowledgeable young woman shining a light on and correcting impressions made by misreading gender habits, I am delighted. When I hear about women and men standing firm to help their colleagues in meetings when ideas are stolen or frequent interruptions occur, I am thrilled. Naming and correcting are happening more and more as awareness about gender habits grows, and this knowledge is being used for positive change.

You too can help change happen. Learn the tools and techniques for standing up for yourself, standing firm for your colleagues and helping others understand about gender at work. I am so proud of and encouraged by the young women who are doing so.

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Author: Delee Fromm

Lawyer, psychologist, and author Delee Fromm has taught and coached for over 25 years. As a former partner at a large law firm, she practised commercial real estate for 17 years. Prior to her career in law, she was a neuropsychologist. As a consultant since 2003, she provides services to a variety of international law firms, corporations, banks, and governments. A large component of her business involves women’s advancement programming. She is a coach with the LSUC’s career coaching program and on the advisory board of Young Women in Law. She is an activator with SheEO. She lectures at several Ontario universities and has contributed content for Lexis Practice Advisor Canada. She is the author of two books including Advance Your Legal Career: Essential Skills for Success published by LexisNexis Canada and Understanding Gender at Work: How to Use, Lose and Expose Blind Spots for Career Success. Learn more here

The sun is shining; you’re worn-out and tired. All you want to do is join your friends for a drink (or two) on a patio. You might even be asking yourself, ‘How am I going to survive the summer when I feel like this?’ After a very (and I mean, V-E-R-Y) long winter, you’re ready for a break – from your boss, the work, and the office.

Well – rest assured, that “burnt-out” feeling you have right now… it’s normal. First step is recognizing how you feel; second step: do something about it.

Let’s discuss what a “burnout” really means; it is essentially a “disease of disengagement”. It has crept up slowly and hit you like a brick wall. You feel disconnected from the work, and have lost that spark you once had when your boss would drop a new file on your desk. Realistically, there is no “one-size-fits-all” definition for what it means to be “burnt-out”, as we have incorporated this term into our daily lingo, but below are some signs that may look familiar:

• FATIGUE – you are exhausted (mentally and physically) all the time, no matter how many hours of sleep you had the night before.
• INEFFICIENCY – you spend hours at work, but get very little done.
• DETACHED – you don’t feel connected to the work or your clients.

Feeling (at least) 1 out of 4 of those things on the list above? So, ‘now what?’. While there might be a different solution for each of us, here are some ways to avoid and overcome that sense of disengagement you might be feeling:

1. Manage Expectations.

Taking on more than you can handle will only hurt you (and your work) long-term; it is OK to tell your boss that you are swamped.

2. De-Stress Outside of Work.

Think: Yoga; Meditation; Weightlifting; Boxing. Find something that works for you and do it often.

3. Accept that “Perfect” is NOT the Goal.

Determine what must be done perfectly, and what can be “good enough”. Perfection is a very difficult (and unmeasurable) standard to attain.

4. Stop Competing.

Trying to “be better” than your colleagues will only wear you out; find ways to show your value instead.

5. Create Short-Term Goals.

Writing down your goals will help you stay motivated as you meet them; and don’t forget to reward yourself once you do.

6. Remain flexible.

If one coping method doesn’t work, use another. And lastly,

7. Acknowledge your Feelings.

Don’t be afraid to take time off; RELAX AND RECHARGE.

What most people don’t recognize, is that overcoming the burnout and doing things that are good for your mental health will improve productivity in the long-run. You will be able to focus and prioritize – greater efficiency in less time.

Hope this helps! And just remember, YOU ARE NOT ALONE! It always helps to speak to a friend, family member or mentor about any struggles or frustration you might be feeling.

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Author: Hayley Silvertown

N – E – T – W – O – R – K – I – N – G; ten letters that make up a powerful word, regardless of the industry and a term that I have come to understand the significance of (almost too) well recently.

Whether you are a law student looking for an articling job; a newly-called lawyer looking for an associate position; or an associate trying to transition from one firm to another or to an in-house role, mastering the art of networking may be the key to successfully landing your dream job – or just any job, for that matter. So – where do you start?

Let’s back up a little bit; Albeit being recently called to the Bar, I can confidently say that I have been “networking” since the day that I started law school; by this, I mean I have drunk endless cups of coffee, had the same conversations hundreds of times, and, more times than not, left whoever I was meeting with that day feeling like I was no further with my job-hunt than when I had initially started. As depressing as that might seem, there is an upside to essentially answering the same questions over and over again – practice makes perfect. Cliché, right? Well, just like for OCIs during law school – or any interview, for that matter – the more you practice, the better prepared you are. And the end result? A more relaxed and confident you.

In the legal profession, similar to many others, good grades and an all-star resume will only get you so far nowadays. You know the age-old saying that you have probably heard countless times, “It’s not what you know, it’s who you know”? Well, sadly, this is the reality. So, instead of fighting the inevitable, it’s time to get on-board the networking train. The good news is that, like with any skill, there are always ways to improve, and I have listed some key tips below that have proven successful based on my experiences so far; I can definitively tell you that mastering this skill will prove invaluable for the rest of your career (and yes, even if you switch professions!).

1. Be Prepared: Come to every meeting with goal(s) and/or objective(s).

This was the best advice recently given to me. I typically approach every meeting with threegoals: (1) Learn their career trajectory. Not every successful lawyer had a linear path to their current stature. It’s important to understand how people got to where they did and the obstacles they have overcome, which will give you creative ways to help you achieve your career goals; (2) Build a relationship. This one is important because, while there might not be an opportunity at their firm/company at that moment, you never know when an opportunity will arise and having established a good relationship, you will (a) feel comfortable to call/e-mail them if you see a posting on-line; and (b) be top of mind for them if they hear of any upcoming opportunities; and lastly, (3) Ask for another introduction. Personally, I believe #3 is the most important, as it allows you to continually expand your network and have access to people you might not have had otherwise. 

2. Be Assertive. Don’t be Afraid to Ask for What You Want.

Yes, no one will fault you for asking for a job – but the key will be how you do it. Typically, I wait until I have established a good rapport with the person I am meeting with, so I can comfortably ask them whether there is an (or will be) an opportunity with their firm/company. I also like to throw in a, “do you think there might be someone else worthwhile meeting with at your firm/company?”, which I feel is often well-received (and another good way to keep expanding your network!). 

3. Be Mindful. Be Early and Keep Things Short and Sweet.  

Again, another critical mantra. You will find that people are more than happy to meet with you, but you must be mindful of their time; this includes being early – I aim for at least 10 minutes prior to the set time – and keeping the meeting short and sweet – typically, half an hour to an hour (at most) is the standard length of time that most people are happy to give.  

4. Follow-up. Send a “Thank-You”.

Always, ALWAYS send a “Thank-You” e-mail. Now, I’m not suggesting that you run home and do this, but typically that e-mail should be sent within 24 hours of meeting. I can guarantee you that person will never forget. 

5. Stay Connected. Stay in Touch to Stay “Top of Mind”.

Don’t be afraid to check-in every few months so that you stay on their radar and are top-of-mind, should they hear of an opportunity. I typically diarize a month or two from the meeting date to follow-up, and have often found – and I believe that you will, as well – most lawyers that I have met with suggest that I stay in touch.

So – give these tips and tricks a try, and remember: Networking doesn’t stop once you land that “dream job”. As a young lawyer, you will network to build relationships inside and outside the office, secure new clients, find trusted mentors, and make career transitions. And lastly, don’t be afraid to reach out to someone you might not know first-hand – you never know when an opportunity will present itself! 

GOOD LUCK!!

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Author: Hayley Silvertown