Category Archives: Law: Practice

Lessons from Legal Practice

Ethan Leib, who is about start teaching at UC Hastings College of the Law, writes about what he learned from two years of legal practice:

Just what have I learned? That legal realism is at least partially true; that the law is at least partially autonomous; that the judiciary has severe institutional limitations; that clerks have a lot of power and those who teach them can have immediate impact; that politics is only relevant in the marginal cases in the lower courts; that being an advocate can be redemptive; that ethical questions pervade the profession; that practicing can be as intellectual and rigorous as any theoretical enterprise; that serving clients can make one feel extremely useful and selfless; that representing the poor or thinking through the cases of the dispossessed is an ennobling experience; that hierarchy and commitment to it is very damaging to legal institutions.

This strikes me all as pretty plausible, although my lessons from practice were somewhat different. In two clerkships, I found judges who adhered to precedent when they should, albeit one judge who was quite willing to encode his preferences when the law seemed truly open. Clerks, on the other hand, only had a lot of power if the judges let them — and only the bad judges let them. My three years in the firm did throw up an ethical question or two (which the firm resolved in textbook fashion), but it hardly pervaded our lives so long as we recalled a few simple rules that should be second nature to all lawyers.

I worked with people who would have agreed “that serving clients can make one feel extremely useful and selfless”; alternately, and in less grandiose terms, they felt they were solving other people's hard problems while supporting their own families in style, and that made them feel pretty good. I respected that, but it didn't work as well for me. Although I found I liked commercial practice much more than I would have expected, in the long run my clients — good people — tended to have complex but often boring problems. Strategy was fun, but lasted two days. Implementation was grueling, and could last months. And, at the end of it all, while I was happy that our guys won, and knew it mattered to their personal futures, deep down how much did I really care which oil company got the money?

If I'd had to, I could have carried on despite the long hours. But if I was going to have children, I wanted to see them. And, the lure of controlling my own intellectual agenda was very powerful. Now I'm my own client, I have interesting and complex problems, and I often listen to my lawyer.

[posting time corrected to reflect reality]

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What We Learn from Microsoft’s Rules of Software Design

Item 12 on 21 Rules of Thumb – How Microsoft develops its Software, a Microsoft developer's list of rules of great software design:

“Portability is for canoes.”

Figures. Indeed, verges on abuse of a dominant position?

It's also sort of interesting to compare this list to legal task organization, for example large-team litigation. Some of the rules work perfectly, some are irrelevant.

The first rule should certainly be engraved on every lawyer's heart, and is something I always make a point of telling my students in every class I teach:

It is essential not to profess to know, or seem to know, or accept that someone else knows, that which is unknown. Almost without exception, the things that end up coming back to haunt you are things you pretended to understand but didn’t early on.

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Allow Me to Fan the Flames of Your Burning Bridge

Gawker has this email purportedly from a departing lawyer at Paul, Hastings, a firm with a reputation for great intellectual brilliance exceeded by arrogance.

From: [REDACTED] Sent: Thursday, May 27, 2004 1:11 PM Subject: FW: Goodbye…

As many of you are aware, today is my last day at the firm. It is time for me to move on and I want you to know that I have accepted a position as “Trophy Husband”. This decision was quite easy and took little consideration. However, I am confident this new role represents a welcome change in my life and a step up from my current situation. While I have a high degree of personal respect for PHJW as a law firm, and I have made wonderful friendships during my time here, I am no longer comfortable working for a group largely populated by gossips, backstabbers and Napoleonic personalities. In fact, I dare say that I would rather be dressed up like a pinata and beaten than remain with this group any longer. I wish you continued success in your goals to turn vibrant, productive, dedicated associates into an aimless, shambling group of dry, lifeless husks.

May the smoke from any bridges I burn today be seen far and wide.

Respectfully submitted,

[SIGNED]

ps. Achilles absent, was Achilles still. (Homer)

(spotted via Brian Leiter)

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Wilmer, Cutler to Merge with Hale & Dorr

I spent three years as an associate in the London office of Wilmer, Cutler & Pickering and still have warm feelings towards the firm, even though it has grown a lot in the decade plus since I was there, and there are fewer and fewer of the folks I knew. Now it's going to change (with the times?) by merging with Hale & Dorr, a Boston-based law firm, according to an email to firm alumni from WC&P managing chairman William Perlstein.

The initial word from the trade press seems positive, e.g. this item in the Washington Business Journal:

On the surface, the firms' practices mesh well: Both have strong litigation departments, and Wilmer's regulatory expertise combined with Hale and Dorr's corporate work would complement each other.

The firms' cultures also match, according to former attorneys at both firms.

“I would say that most law firm mergers are two dinosaurs mating, hoping to get a gazelle. That would not be the case here,” says Bill Flannery, president of WJF Institute, an Austin, Texas-based law firm marketing consultant. “Here you have two superior, cutting-edge, strong law firms. I'm very impressed by this merger, if in fact this is going to happen.”

Firm mergers tend to be difficult; for the sake of the folks I know at WC&P, I hope this one works out.

When I was there WC&P had a very intellectual and public-spirited culture, even in the branch offices (albeit slightly attenuated by distance); my sense is that this ethic has so far survived despite being under pressure from the exigencies of law firm economics. It's even possible, given the economies of scale in legal practice (which seems to push firms to being small boutiques or megafirms, with little room for midsize), that growth of this sort may be the only way to preserve that culture. It would be interesting, though, to hear from more recent and more senior WC&P alumni (hint).

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