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ADVICE TO MY YOUNGER SELFReflections of Successful

Women Lawyers

ADVICE TO MY YOUNGER SELF

Reflections of Successful Women Lawyers

4 | GC | WWW.GCMAGAZINE.COM

INTRODUCTION

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What would we tell our younger selves if we had the chance? It’s a notion that has provided ample

fodder for books and films.

In Advice To My Younger Self: Reflections of Successful Women Lawyers, compiled by the GC magazine team at The Legal 500, we worked with Clifford Chance to profile the professional journeys of some of its female partners and associates around the world. The purpose of this project is to show younger women entering the legal profession the diversity of pathways to success as a woman in law, and also to share practical learnings and tips – in other words, what these high-achieving women would now tell their younger selves.

Interestingly, what we have observed in collecting these testimonies is the sheer variety of roads to law that our interviewees took, and the fact that many of them did not originally intend to become lawyers at all. Sometimes, we learned, it is the happy accidents in life that can be the most fruitful.

Another key theme that emerged was the necessity of nurturing skills, other than simply legal, in becoming a successful lawyer. Oftentimes, our interviewees have developed these skills in unique ways that reflect their own personalities, values and circumstances. These

journeys do not always conform to the typical “route to success,” revealing the idea of the well-trodden, traditional path to partnership to be, increasingly, outdated.

While this report is not designed to be a thesis on the role of women in the legal profession, the women we spoke to are those who have managed to effectively navigate their way to positions of importance at Clifford Chance, with some eventually leaving the firm to become leaders of in-house teams.

A thread that runs through a number of the conversations is the importance of not censoring yourself out of your own career by assuming that things cannot be done, or that changes and flexibility cannot be built into the lawyer’s role. Indeed, perhaps one of the most important pieces of advice to a younger self would be to constantly recognize the potential you have – and not limit that needlessly.

Crucially, the stories told here offer different illustrations of what both the journey and the destination of a lawyer’s professional life can be. Or, as Maya Angelou put it: I created myself. I have taught myself so much. n

CATHERINE McGREGOR Publishing Director, The Legal 500 (In-House)

INTRODUCTIONCATHERINE McGREGOR

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LAURA KING

There is a wider range of opportunities for women in business than ever before. To maintain and increase the momentum

that’s been built over several decades, it’s incumbent on senior leaders across all industries to continue pushing for sustainable improvements.

In the legal sector, we are making progress towards gender equality, but few firms would say they have done enough. A critical component to closing the gender gap is transparency – including annual public reporting that details the progress being made. At Clifford Chance, our goal is to have women make up at least 30 percent of our partnership. As of today, that proportion is 18 percent globally, though with significant variations in regions, with our London office at 22 percent and Asia Pacific at 28 percent. We’re on a path forward but there is still a lot more for us to do.

Sustainable progress will only be achieved by taking a holistic approach to gender equality. Generational change will help us shift the balance, but we cannot wait on that.

Clear policies should be the starting point. They must be actively and openly endorsed by senior leadership. Education should also

be a priority, especially training programs that address unconscious bias and other gender and diversity issues. Law firms and legal departments must work to support managers and colleagues in creating a truly inclusive and meritocratic environment.

The reason we joined with The Legal 500 and GC magazine in publishing this book is a profound belief that more role models, like the women profiled on the following pages, are needed to help advance the cause. We hope everyone who reads this book will benefit from the experiences of others who have been there before them – particularly when faced with career-forming decisions. We also hope the ideas and examples shared will provide a “road map” that lays out different ways for younger lawyers to reach their chosen destinations.

My advice for law school students and junior lawyers is to seek out outstanding role models and make them your mentors. Develop a strong support network that will help you succeed. And feel empowered to make your own way in the world. n

FOREWORDLAURA KING

Laura King is a partner and Clifford Chance’s Global Head of

People and Talent. She shares her thoughts on the importance

of gender diversity in law firms and legal departments today, and

how to achieve it.

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VICTORIA BORTKEVICHA

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CHANGING DIRECTION

Originally, I thought I would study Law and then move into business; I didn’t want to be a “proper” lawyer. But history interfered.

During my first year at university, Perestroika happened and ultimately led to the collapse of the Soviet Union, which changed the whole business environment. At that time, the British Council offered a program for Russian financiers: I passed the tests and went to London to do an internship at Clifford Chance. This was the turning point in my life and career.

What I found exciting back then still excites me today: in the field of law, there is something new every day. Your brain is constantly on the go, solving problems, creating unique solutions and thinking about what will best serve your clients.

BRINGING IN BUSINESS

Moscow was a small office when I joined, so associates were required to bring in work. I am

by nature a very open person, I enjoy meeting new people and establishing relationships, so networking wasn’t difficult.

My advice to young lawyers is not to view business development as a chore; doing so will prevent you from getting comfortable with it and enjoying the process.

Another key to success is active listening and being present in situations with clients. Coming to grips with what your clients actually need and understanding their business goals and motivations is vital.

CREATING YOUR OWN OPPORTUNITIES

Junior lawyers have a tendency to wait for instructions, but that approach will not help you reach your potential. It is each lawyer’s job to create opportunities. For junior lawyers who fear overstepping their boundaries while dealing with a client, I recommend observing your colleagues –

Moscow office Managing Partner Victoria Bortkevicha tells us how

history and an open-minded approach to opportunity took her on

a different path to success.

OPENING DOORSVICTORIA BORTKEVICHA

then decide which approaches might work well for you.

Partners are habitually busy people, and may not have time to praise every bit of good work; however, they are required to address all bad work. Be your own publicist: when you’ve done good quality work, go and ask a partner for feedback. This will keep your spirits up and help create a positive impression that just might stick in that partner’s mind.

GETTING THERE BY A DIFFERENT ROUTE

My advice to my younger self would be: do not be afraid of change and embrace opportunities.

As Milton Berle once said, “If opportunity doesn’t knock, build a door.” For example, in a global firm, secondments provide opportunities to practice temporarily in other jurisdictions. Take as many of these assignments as you can while you are young.

Also, don’t be afraid of the work-life balance issue. As the mother of four children, I found a way to have a normal family life too. Time management is fundamental − work smarter, not longer.

Finally, be open to where life takes you. Looking back, it’s ironic that I wanted to be a business woman, not a lawyer … and now, as Managing Partner of the Moscow office, I practice the business of law. n

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SONYA BRANCH

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What drew me to cross the Rubicon from private practice to the public sector was a very strong sense of

mission that aligned with my values system. I was engaged by the challenge of improving the profile and impact of the Office of Fair Trading, and wanted to help deliver a successful change.

I was not entirely prepared for the transition – it was significant. However, I was assisted by what I learned from private practice: how to think creatively and innovate, how to spot opportunities and craft solutions through a commercial lens and how to be fleet of foot when dealing with the unexpected. Over time, I also learned the value of truly listening to clients and peers, and being wide open to constructive feedback.

One benefit of public service is working within a community of shared values. When there is disharmony or a lack of cohesion, we understand the importance of breaking down the issues – because we do not fundamentally disagree on a mission or our goals, just on how to achieve them.

I am very much a team-based leader. You cannot bring about change, particularly cultural change, without a supportive team. Dictators are not great leaders. However, you do have to be decisive, which occasionally means stepping up and making a difficult decision. Good leaders take ownership for the tough choices while letting others stand and take the glory for collective achievements. It is a difficult balance to strike, but imperative to get right.

General Counsel for the Bank of England, alumna Sonya Branch

dissects the importance of team-based leadership, peer networks

and a sense of perspective when tackling challenges.

NURTURE YOUR RESILIENCESONYA BRANCH

“You cannot bring about change, particularly cultural change, without a supportive team.”

Although I came to Whitehall in a relatively senior position, developing a peer network was still essential. It helped me progress my career – to hear about upcoming opportunities and to get involved in the latest cutting-edge project. At all stages of your career, so much depends on your networks; whether via sponsors, mentors or coaches, or via a peer network of colleagues. However, you reap what you sow – it is important to invest at least as much as you take from your network. So, you should always prepare for a session with a sponsor or mentor to maximize your time together. You should always return supportive favors when peers have helped you on your way.

Equally, you have to find ways to derive support for yourself. Personally, this strength comes from my own sense of perspective, which is largely founded on my activities beyond the work context – my commitments as a mother of three primary school children, a school governor or as a trustee of Target Ovarian Cancer. I am also fortunate in being resilient and in having a positive disposition in life. A Charlie Chaplin quote sums it up well: “You’ll never find a rainbow if you’re looking down.”

As for the perfect work-life balance, I don’t believe you ever reach that nirvana state where you don’t have at least one tricky issue at work or at home. However, you can still be completely content because you are able to deal with them. I prefer to ask myself: “Is there any reason at all not to be content with where I am right now?” Almost always, the answer is, “Everything is fine.” So nurture your resilience and accept the flaws in life – perfection is a myth. n

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MONTSE FERRER

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I joined the New York office as a summer clerk in 2008 and started practicing in 2010, shortly after the peak of the global financial

crisis. I was interested in arbitration and litigation, but the only position available at the time was in capital markets. While it felt like a setback, it turned out to be just the opposite: it allowed me to discover the firm as a vessel for my professional adventure.

GIVE IT 100 PERCENT

When I look back at the last six years, I think of the advice a colleague (and now good friend) gave me during my first week at work: “Whatever you do, even if you don’t like it, give it 100 percent.” He promised me that it would pay off – and I think it has.

I spent my first three years in the capital markets departments of the New York and Singapore offices and discovered what has kept me going through the years: a firm culture that is open-minded, diverse, challenging – and one that encourages thinking outside the box.

The best example of this mindset is when the litigation department in Hong Kong, supported by the capital markets team in Singapore, allowed me to transition into litigation. They believed that many of my corporate skills were transferable, and those that were not could be learned on the job.

FIND YOUR SPACE

It has taken me some time to realize that while we become lawyers at our jobs, we also grow as

Starting out as a Capital Markets attorney and transitioning into

the Litigation department three years later, associate Montse

Ferrer has travelled an adventurous, nomadic path across four

international offices. She credits a positive attitude and the

willingness to change as catalysts for creating opportunity.

EMBRACING CHANGEMONTSE FERRER

individuals. And perhaps that is why it has been so important for me to be true to myself.

To me, that has meant finding happiness at work, from enjoying the long hours spent drafting a 150-page investment arbitration submission, to participating in office-wide door decorating contests; from pulling an all-nighter at the printers with colleagues who have a good sense of humor, to helping my pro bono client get asylum status after years of persecution.

Find your space and keep it safe. And when you are comfortable with who you are at the firm, then you are able to build relationships with clients and colleagues and help build your practice.

THE IMPORTANCE OF MENTORS

But all of this would not be possible without one essential ingredient: mentors. If you find someone who inspires you and whom you respect, someone senior who knows how the firm works, get to know them. Soak up everything you can. If they’re willing to give you the gift of their own experiences and expertise, take it.

My mentor has provided advice on every professional step I’ve taken these past six years – he is my rock. Because when you think about it, it’s the people who make a firm the special place that it is. n

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ALBERTA FIGARI

I studied ancient Greek and Latin in high school and, upon graduation, saw two options for further study: Law and Economics. I thought

“why don’t I start with law and, if I don’t like that, change to economics?”

I finished law school in 1989. At that time, the legal market in Italy was composed mainly of domestic law firms, with one … maybe two international firms. But I wanted to practice international law, so I had to come up with a plan. I never wanted to become a litigator, but I also believed that, at least in the Italian market, it would be quite important to have a base of litigation skills – to be able to go into court and manage a case. It turns out that was a good choice, and one I would advise others just starting out to make.

I practiced litigation locally for four years as a way to develop skills and prepare myself for the Bar exam. After passing the Bar exam, I decided to take a master’s program in international law at King’s College London. When I finished that, it was 1994, and the market for international firms had started to grow in Italy. That’s when I joined Clifford Chance.

The next 22 years were full of changes and challenges, not least of which were a strong evolution in the legal industry and more than one financial crisis. My current practice is completely different from the possibilities I imagined early on, and I grew up with my firm in this sense.

Having established a transactional practice in corporate finance, I became a partner quite young, after three years at the firm. Of course, being a good lawyer helped, but I credit my

success to much more than that. Working as part of a global network helped me develop good relationship-building skills, and it was absolutely essential for the market I entered when I returned to Italy, due to widespread privatization of its corporate and banking systems.

Many of my colleagues had expertise in the international financial markets, and they knew how to manage transactions of all kinds: from privatizations and capital raisings to tender offers and IPOs. So I was able to look around and soak up what I needed to build substantive legal skills, develop client relationships and learn the art and craft of negotiating complex deals. Learning from my colleagues was essential to advancing my career, and the firm really encouraged that.

Looking back, I can honestly say that I’ve had it both ways: easy and difficult. It was my good luck to find a smooth path to success: I made tactical choices early on and paid my dues easily enough, and when I came back home, there was a vibrant legal market for my chosen field. While today’s legal market is quite different, the difficult part remains unchanged: it’s all about hard work and patience.

My advice? Treat your career as any entrepreneur would treat her business. Do the work, make strategic connections and find your market. And don’t forget the importance of family. n

Milan-based M&A and Capital Markets partner Alberta Figari set

her sights on a career in international law. After 22 years, she has

never looked back.

FIND YOUR MARKETALBERTA FIGARI

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MELISSA FOGARTY

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When I moved from Melbourne to London to settle here permanently, the timing wasn’t great from a career

perspective. I was an experienced associate, it was midway through the financial crisis and the law firm recruitment market had dried up. Also, I hadn’t followed a straight path to partnership – I’d flip-flopped once before between Melbourne and London when family circumstances called for me to be closer to home. The odds were against me.

Looking back on that time now, I realize that in some ways it helped me become more focused on achieving the goal of partnership. I became much more determined and more honest with myself and others about my aspirations to become a partner. Sometimes setbacks can prove to be very positive in the long run.

It took all the confidence I could muster to make my way at a new firm. Confidence is something I’ve had to work at along the way. It hasn’t always been easy for me to quiet the little voice saying, “I’m not senior enough” or “It’s not my area of expertise,” which can really affect your ability to build relationships with clients and colleagues. But in truth we all have a huge amount to contribute, no matter how junior or senior we may be. I’ve come to learn that some of our strongest attributes are those that come very naturally – it is easy to underestimate the personal qualities of being authentic, open and honest, and a good listener. Although good preparation is always key.

Finding fantastic mentors has made the biggest difference for me by far. True mentorship isn’t easy to come by; being allocated a mentor as part of a formal mentorship program is obviously

M&A partner Melissa Fogarty has divided her career between

her hometown of Melbourne and the UK, eventually settling in

London. She talks about making the most of setbacks and doing

the work of building a career.

CONFIDENCE AND A GAME PLANMELISSA FOGARTY

a great start, but I’ve found that sometimes it’s harder to build a mentoring relationship from such a standing start. My closest mentors are people I have worked with, whom I clicked with and who took a genuine interest in my career progression. When you pare it all back, mentoring is just another word for building relationships. Don’t underestimate the importance of popping in on someone or going out for a coffee. If you do that with many people, you are much more likely to find a true mentor.

But it really does take two to make a successful mentoring relationship. One particular partner is more than a mentor; he is my sponsor, and we’ve become close friends. But I don’t rely on him to pop in to check up on me. If I need a sounding board or shoulder to cry on I will schedule time with him and prepare for our meeting as I would any other.

The other thing that really stands out for me is initiative. The very best lawyers always seem to be able find that little chunk of time to do something that pushes them forward professionally and helps create business opportunities. It’s not about more face time or working harder. Some of the best initiatives are those that are high-impact but also easy to execute.

My final advice is to enjoy your career and make the most of it. Opportunity abounds in firms that are meritocratic and diverse, but you have to be up for it. And when setbacks take you off course, believe in yourself and you will overcome them. n

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MEGAN GORDON

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I always wanted to be a lawyer. It crystallized for me in eighth grade, when Bill Clinton was running for his first term as President. I was a

huge fan of politics, and knowing that he was a lawyer set me on a path toward a legal career. I went to law school in DC thinking I would become a lobbyist. But then everything changed.

9/11 happened during my first term at Georgetown. The fear that day inspired led to my interest in national security. The following summer, I worked at the Financial Crimes Enforcement Network, fighting money laundering and terrorist activities. My post-graduate career went from there.

I had no idea about business development until I became immersed in working with a commercially-focused litigation partner. I took my cues from him and actually found business development interesting. How do we sell? How do we sell bigger pieces? What constitutes a “win” in my practice? My grandfather, a scrap

yard salesman, also inspired me. So I had two great role models for integrating business development into my practice.

There were pain points early on, such as finding the right balance in communications. I wanted people to know what I was up to, but I didn’t want to be a nuisance. I also had to learn how to respond when being peppered with questions in a partner’s office. You don’t always have to know the answer, but you do need to be prepared as far as knowing what steps are required to formulate the answer. Where the latter is concerned, collaboration is the key to delivering a better product.

It’s all about relationships. Everyone has the potential to give you work; junior colleagues will move on to senior positions, and staying in touch is critical. With clients, I want them to know that I am on their team. We’ve developed friendships and sometimes pick up the phone just to chat about our kids. So for me, the personal

Washington, DC-based Litigation partner Megan Gordon

discusses the importance of business development skills and

strong relationships in setting her on the path to early partnership.

BALANCING SUCCESSMEGAN GORDON

relationship is just as important as the business relationship.

My mentors and sponsors have been indispensible. Being homegrown at my firm, I’ve always had the benefit of their help, from building my practice to navigating the partnership process. Don’t sell yourself short; get a good support system and use it.

I chose not to wait to start a family. I had my first child at age 29 and transitioned to working part-

time as a fourth-year associate. Flexibility has been essential to finding the right balance. It also helped that people were honest about my partnership track and helped me develop skills. Ultimately, being part-time mattered far less than the business I was bringing in. Flexibility allowed me to focus on business development, which then freed me from having to log so many billable hours.

My father had a phrase that I have lived by. As a young lawyer, you should keep this on your wall: If someone else can do it, so can I. n

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KIRSTIN GOULD

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under $3; we experienced a ratings downgrade and the need to negotiate a very complex deal with key stakeholders.

I learned that I actually thrive in stressful situations … and under challenging circumstances. I also learned leadership in a new context. Colleagues were looking to me for answers, and I had to make very painful decisions around staff reductions. Getting through the crisis required all of my energy and skills but also instilled a sense of responsibility for others and a mindset of developing them. This is the most important part of a leader’s job.

Another side of that learning is team building. When interviewing job candidates, I look at substance and focus on diversity as a basis for developing my slate. I pay close attention to energy level, attitude and EQ. The latter speaks

to a person’s curiosity and flexible frame of mind, both of which I value highly.

Looking back, I would advise my “younger self” to find the right work-life balance and actively seek out mentors and role models. Young lawyers are perfectly right in looking for guidance from colleagues – not necessarily a formal mentorship, just someone you trust and respect to help you bounce ideas around, especially when making career decisions. n

Becoming a lawyer wasn’t a lifelong dream. Like many, I fell into it by happenstance. When I finished college, having a graduate

degree was seen as a good career move, and it is even more so today. I also looked at skillsets and chose graduate studies that would play to my strengths, writing in particular.

Having sampled both litigation and transactional work as a summer associate, I soon realized that I preferred the corporate side. I spent my first years out of law school in New York City primarily working on mergers and acquisitions and securities offerings. By 2000, I was with Clifford Chance in London on the US securities team.

It was the dotcom boom. I remember that my office mate wanted very much to go in-house at a tech company and was urging me to do the same – new paradigms and all. Ironically, around the same time a former colleague who had previously moved to XL Capital called to ask if I was interested in an in-house role. I wasn’t, but

I was curious so agreed to meet them, despite that the company was a far cry from the ultra hip dot-com world!

When I found that I liked the people and the company environment, I decided to make the move – both in-house and to Bermuda. It was quite a sea change as the roles are so different. Luckily, my private practice involved a wide variety of matter types; having a generalist view is good grounding for the in-house counsel role, which involves a lot of issue spotting.

I would encourage young lawyers to get exposure to different practice areas, which will round you out and provide a better sense of where you truly wish to concentrate down the road.

In terms of accomplishments, navigating the global financial crisis in 2008 was one of my greatest professional achievements. Our company’s stock price dropped from $90 to

Following her international law firm career, alumna Kirstin Gould

joined the legal department of XL Group (formerly XL Capital) in

Bermuda, becoming General Counsel in 2007. She talks about

moving in-house and discovering herself amid the financial crisis.

LEARNING TO LEADKIRSTIN GOULD

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ASHWINI HABBU

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I became a lawyer because I like thinking creatively and wanted to work in a discipline that rewards innovation. There’s always a

grey area, and I like exploring and pushing the boundaries of that.

I knew that I wanted to work in an advisory capacity, helping clients with the big-picture regulatory and governance issues. In late 2011, the firm established a dedicated group of lawyers to advise on regulations enacted after the global financial crisis. As a second-year associate, I saw an opportunity to get in on the ground floor and build my reputation as a go-to resource across the global network. Taking that chance was the best decision I’ve made so far.

CONNECTING WITH CLIENTS AND INTERNAL TEAMS

Being an effective communicator is critical to my practice. It’s one thing to be a good lawyer, but

you also have to be able to connect with people in terms that make sense to them.

For that reason, I never shy away from using an idiom. Lawyers can get lost in the weeds of law … while clients are just thinking, “Can I do this?” It’s important to be personable and know how to make your advice relatable. Be curious; read the newspaper, including the business section, and be able to present a 360 view on the issues. My own mantra is to think expansively but work specifically.

Learn how to write well too, and especially know when it’s time to switch that legalese button off – write punchy, write clearly and don’t get overwrought. Assume your audience isn’t going to read past the third line. Come to your conclusion early and then follow with the analysis. The headline is key.

Internally, I think of everyone as a client. Your clients could be first- or second-year associates

New York-based associate Ashwini Habbu talks about following

her substantive interests and seizing the opportunity to take

responsibility for her own career.

PUSHING THE BOUNDARIESASHWINI HABBU

or the partner assigning you work. Everyone and everything is a deliverable, and we’re all working toward the same goal: executing.

MANAGING LARGER EXPECTATIONS

There will come a moment in your career when it’s time to take more responsibility. When you’ve successfully established your reputation and people start calling you, it’s time to get out of your comfort zone and consider your available resources.

In certain cases, you will need guidance – that’s okay. No one expects you to know everything (and no one does!), but it’s important to be resourceful and complete at each stage. Be willing and able to run the ball down the field as far as you possibly can before you pass it off. The most successful among us are those who take ownership while also knowing when to exercise discretion. It’s easier said than done, but it’s an important step to take early in your career. n

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CONNIE HENG

I actually never wanted to be a lawyer − I applied to study Economics in the UK. Then my parents suggested applying for the Law

faculty at the National University of Singapore – to save some money and because the law is such a solid profession. Asian parents are always quite practical!

Initially, my plan was to just study Law and then change direction. I am naturally better with numbers than with words, but I’ve grown to love using words. In my capital markets practice, a big part of what’s required is telling a story about the company in order to raise capital.

I’ve always been drawn to the business side of things and find it one of the most exciting aspects of my practice. My father ran his own business, so I grew up thinking about business, and I always imagined I would run one. As a result, I was quite prepared when it was time to take my practice to the next level. And that’s advice I would give to any aspiring attorney: think about law as business.

All businesses have internal and external clients. That’s quite an important realization for a young lawyer. The firm will talk about external clients, of course, but as a junior associate, you will more likely deal with senior associates and partners.

It’s important to understand the pressures a partner is under, as well as the dynamics in the firm. When you work together with partners, reach ahead of yourself. For example, when you are a trainee, work to think like an associate; when you’re an associate, try to think like a senior associate; and like a partner when you are a senior associate. Challenge yourself to get

to a higher level of thinking, and you’ll likely accelerate the time it takes to get there.

I also think it’s important to gain perspective as you grow, and learn to show empathy. Put yourself in someone else’s shoes and consider why they are asking for certain deadlines and deliverables; don’t see a project just as a project, see the bigger picture.

When you’re younger, it’s natural to look at successful women and think, “They have everything.” But my advice is this: don’t be daunted by the idea that you have a lot of balls to juggle. You actually don’t have to focus on everything at full speed or 100 percent of the time. Pace yourself. You may decide to have a family and, at one point, you may need to focus more on family. But as the kids grow up, you may want a new challenge. Consider all your options, and look for a firm where you can discuss these types of issues openly, hopefully with a culture that is very supportive. I am grateful to my supportive partners and team who have helped me along the way.

In looking back, I am very glad to have kept an open mind. What you are good at when you’re 22 years old might not be the same later in life; I find that it’s best to go with the flow and be open to change. n

Hong Kong partner Connie Heng runs the Asia Pacific Capital

Markets practice. She speaks about the business of law, paying

your dues and keeping an open mind about where your talents lie.

TAKING CARE OF BUSINESSCONNIE HENG

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SARAH JONES

24 | LEGAL500.COM

FROM THE MINUTE I STARTED MY CAREER, I LOVED IT.

I began with a love of studying (Classics) and the desire to work as part of a team. The law had some interesting connections with Greek political theory in being focused on “problems in context,” so I went in that direction. Then I chose my firm because everyone seemed happy, and there was a straight-up atmosphere.

Drafting and negotiation quickly caught my interest – at first in the Banking practice and then, to my delight, in Corporate, where I’ve been ever since. I never had a set plan but found my path as I went. At any given moment, the only question I have ever asked myself was: Am I enjoying what I’m doing?

In building any client relationship, the important skills are listening and flexibility. Listening

involves taking cues from individuals with unique personalities and businesses, and then extrapolating what they need so you can deliver the best product. Flexibility means you understand that great service will vary from client to client. Some want you to be the tiger, and others don’t. If you ask a few key questions and deliver against the answers, you’ll always be a step ahead.

While still in London, I became the relationship partner for a multinational client, doing outbound M&A. I was working with a woman I like to describe as fearsome and wonderful. She asked our firm Managing Partner to send me to New York. By this time, I was dating a New Yorker (now my husband and the father of our two amazing children), so everything came together – never underestimate the power of a little luck!

Corporate partner Sarah Jones followed a client from London to

New York, where she now lives with her children and husband.

She says that it’s all about being yourself and loving what you do.

COURAGE, PERSEVERANCE AND LOVESARAH JONES

COURAGE, PERSEVERANCE

In business development, you need courage. There are moments when you have to bite the bullet, reach out and do something that puts you outside of your comfort zone. Sometimes you end up with nothing, and sometimes you end up with something fantastic. Perseverance goes with courage, because sometimes you’re not sure how your actions are received. But keep looking for opportunities. Remember, it’s a long-term proposition.

Not everyone is a good salesperson, meaning outgoing and good at networking. And you can’t become what you are not. What you can do is play to your own strengths − be self-aware and be yourself. If you watch others, you’ll see

that people achieve great things in different ways. Find a glove that fits. Importantly, build up your network within the firm. Walk around to other people’s offices. Give them a call. Create connections. Follow up. A little initiative can go a long way.

LOVE

I genuinely love what I do and am confident that my pride and enthusiasm show through. I go into every business development meeting utterly convinced that what I’m selling is really fantastic. It’s infectious. n

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AMY FLANAGAN AND SARAH POSNER

26 | LEGAL500.COM

So, you want to pursue a career in the law … For many, success means landing an offer from one of their chosen firms.

For others, the eventual aspiration may be joining an in-house legal department. And for some, it may be leveraging their degree to open doors in a particular field of business.

How can you be sure the choice you make is the right one for you? What considerations will you need to take into account? And further, how can you be sure that in pursuing the career you want, you’re taking the right steps?

In our experience, selecting the right law firm should reflect your personal views on the optimal balance of culture, substantive focus and business strategy. And if you take one piece of advice from these pages, let it be to keep sight of who you are.

Whether you are just finishing law school or looking to make a move, remember that finding the right fit is a two-way street. Everyone is equally invested in the outcome. For your part, we suggest learning as much as you can about your prospective firm. Understand its values, and then decide if they align with yours.

Also, be savvy about the market. Recognize that a career in law is also a career in business, and treat your career as any entrepreneur would treat her or his business. The fact is: no one gets to practice law unless someone first brings in the work. Prove to your employer that you’re prepared and enthusiastic about the opportunity. We‘ve always found that enthusiasm for the job is invaluable.

The stories in this book are meant to do more than provide interview advice. Many of those

FINDING THE RIGHT FITAMY FLANAGAN BOGLEAND SARAH POSNER

featured found paths they could never have imagined at the beginning of their careers. The secret is: there is no right answer. But our hope

for you is that the candid advice from others who found success and happiness will certainly help. n

Amy Flanagan Bogle and Sarah Posner are at the helm of HR and

Legal Recruitment at Clifford Chance in the US. They pass on a

few tips for making the right career choices.

As leaders in Legal Recruiting and Human Resources, our business is connecting with people. We are successful when those we hire tell us, “You were right, this really is a great place to work.”

We hope the profiles in this book will prove useful in your search for the right fit. If we can help in any way, feel free to reach out.

Pictured above: Sarah Posner (left) Head of Legal Recruiting, US sarah.posner@cliffordchance.com Amy Flanagan Bogle (right) Director of Human Resources, Americas amy.flanagan@cliffordchance.com

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KATE MCCARTHY

Like many people, my original inspiration for going into law was probably the result of watching too many legal dramas on

TV. Suffice to say, that meant I did not go to law school dreaming of being a project finance lawyer. I also never intended to come to the US, never mind spend nearly 20 years over here. Life can take you to interesting places if you are open to the challenge.

When I started out, I assumed that there must be one “right way” to be a lawyer. Fast forward more than 20 years and it’s clear to me that there are many ways to be a good lawyer. Different people have different styles and strengths. Some lawyers are most effective in a more adversarial arena, while others are strong consensus builders. My advice for those starting out is: find your own style, and find the practice and the clients your style is best suited to. Your style will appeal to some clients and not to others. That is true for all of us.

I would tell any young lawyer: don’t talk yourself out of challenges because they seem daunting. Many lawyers experience some form of “imposter syndrome” when they become partners – I certainly did. It’s easy to think you are not up to the job because you don’t know it all. I now know that no one knows everything. I am confronted with new issues every day. Often those who seem to know everything have just mastered the art of bluffing better than the rest of us.

Opportunity is the best gift a mentor can give. My first mentor was an old-school male partner who had no time for political correctness. Substantively, however, he was very progressive

on women’s issues. He arranged for two senior women to share a job and was willing to assign difficult work equally to men and women. Talk can be cheap, and sometimes the best mentors are not the ones you would first expect.

It’s important to push yourself out of your comfort zone. For many, public speaking is nerve-wracking – but it’s a hurdle you have to get over. Carve out opportunities to handle just ten minutes of a meeting or an internal training session. Start small and then build your way up.

Many of the best women candidates for partnership self-select out of the process. They worry it is hard to have a balanced life as a partner and don’t give it a go. In some ways, it was easier to have children after I became a partner because I had more control over my schedule and could afford a good nanny. If you have a high-pressure job, you absolutely need help, and there is nothing to feel guilty about. It doesn’t matter who folds the laundry.

Don’t look 20 years down the road and worry that it all looks too hard. Take it a year or two at a time and just give it a go. I have been doing that for 22 years now! n

Washington, DC-based partner Kate McCarthy talks about finding

your own style and getting down to work.

GIVE IT A GOKATE McCARTHY

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CAROLINE MEINERTZ

30 | LEGAL500.COM

SELF IDENTITY: A SOCIAL CONSTRUCT

I wanted to be an adviser – I enjoyed talking to people and giving them advice – so it was no coincidence that I ended up as a lawyer who gives regulatory advice.

When I started in this career, I didn’t appreciate the importance of networking and spending not just time in the office, but social time with clients, industry representatives, journalists, and the whole ecosystem that comes with the profession.

That changed when I realized the importance of building a market profile. The area of law that I’m in is closely connected to political events, which made it even more important to be out there, and to be seen to be out there. When you are in the business of giving advice, people want to know the market view − not just your view.

You don’t have to meet everybody, but take the right opportunities such as speaking engagements or participation on panels. And if

you make the effort to go along, make sure you say something.

A PHYSICAL AND MENTAL WORKOUT

The primary skill that I’ve had to develop is resilience, and by that I mean both physical and mental resilience. You learn to operate when you’re feeling less than 100 percent well – things have to be done, and no one else is going to do them for you. It’s partly being a team player and not wanting to let others down.

In terms of mental resilience, you have to make tough decisions and deal with the consequences.

KNOW YOUR “USPs”

Working on business and management skills as early as possible is really important; being a lawyer is not dissimilar to any other sales role. Ultimately, what we sell is legal advice. You can

Caroline Meinertz is a London-based partner in Clifford Chance’s

Banking and Finance practice. She shares her thoughts on the

skills and support networks that have bolstered her career.

BEHIND THE ADVICECAROLINE MEINERTZ

be the best technical lawyer in the world, but if you can’t sell your skills – your Unique Selling Points – you’re not going to attract clients. People find it hard to talk to clients about charges and ways to structure them so as to be cost-effective, but that’s a good skill to have.

PERSONAL ASSISTANCE

I was very lucky in that I had a great mentor. My advice to younger lawyers would be to identify somebody who can provide independent advice about your career. This is absolutely invaluable. It doesn’t have to be a lawyer, but someone prepared to give up a bit of time to chat through different challenges or issues when you’re at a turning point.

When building your career, your personal choices are as significant as the professional choices, because if your home life isn’t right, your work life is going to be challenging as well. Building a good and realistic support network is very important.

BELIEVE IN YOURSELF

My overall advice is to have confidence in your own abilities, even when you go through stages – and we all do – when you have doubts about whether you’re able to meet a particular challenge. Believe in yourself, because if you don’t, no one else will. n

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MELISSA NG

32 | LEGAL500.COM

WHERE YOU START IS NOT WHERE YOU FINISH

To be honest, when I was 18, I didn’t know what I wanted to do. I loved reading and writing, and thought law might be a good option as training in analytical thinking as much as anything. Little did I expect it to turn into a career − one that I enjoy every day, not just for my love for words, but for all the other facets of the job that I never expected.

One thing I would say to my younger self is that the job you think you are going into is often not the same job you end up doing. You need to grow and evolve with your career. There are things that you start out being unsure about, but with practice and experience these challenges become fulfilling.

PUSHING YOUR BOUNDARIES

The only way to really succeed is to push through your comfort zone. If you’re not just

a little bit uncomfortable, then you are not learning and achieving. Often, the best way to conquer fear is to face it. In my experience, when new tasks actually become part of your day-to-day job, fear is no longer an issue.

I’m not sure if some areas of discomfort ever go away − a bit like actors with stage fright. If you get too comfortable, you can disengage and miss things. I don’t ever want to be in that position.

PUTTING PEOPLE FIRST

When I was approaching partnership, I really had to focus more on the softer skills, such as networking and engagement. Networking can seem like a daunting concept at first – entering a room full of strangers and getting to know them. But that’s a narrow definition of networking. It’s really about understanding that opportunities for business development are all around you, ranging from classmates to former co-workers. A lot of it is about talking to people and making

Melissa Ng is a Corporate partner in Singapore. Her advice is to

take a holistic approach to the job. She also tells us why it’s not

just about giving legal advice.

THE BIGGER PICTUREMELISSA NG

them feel comfortable; not just senior people, but peers as well. Start building your networks early – you never know where people might end up.

Everyone has a different style of getting to know people. I like talking to clients about their families or holidays, and I remember things about people, such as their children’s names. For me, it’s not about holding court, but about having meaningful one-to-one conversations. People want to do business with those they know, like and trust. Clients are people first, and they are often looking to appoint someone they will enjoy working long hours with.

The business development aspects of a partner role include two key components. First, you

must ask the right questions of your clients so you can address their concerns. And second, check your ego at the door. It’s not enough to impress them with your legal acumen; you really need to listen carefully to their issues and concerns. That’s a skill that will take you far. n

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CHINWE ODIMBA-CHAPMAN

I always loved the thought of becoming a technical expert in whatever choice of career I made – although I wasn’t sure what form that

would take. It sounds a bit cliché, but I enjoyed debating, discussion and problem solving, so a career in law seemed a natural fit for me. I viewed it as a career track with prestige and an opportunity to achieve at the highest levels.

My first exposure to employment law was at university. It was a subject area I enjoyed, though I had always wanted to be a corporate lawyer. When I was on my training contract, I started in the finance practice before looking for my next step – something less transactional and more advisory-based. That led me into employment law, which was not at all what I expected. Because I work at a global firm, employment law affords me the opportunity to work very holistically – one moment it’s deals, the next litigation, the next advisory.

Coming out of law school, I would never have expected there to be such diversity of work and opportunity in employment law. That was a learning point for me: you need to really research what law firms do and understand that there are a lot of different roles. You aren’t limited to doing corporate or finance work – you can be specialist at the same time.

Confidence is something I had to work on in my career as a junior lawyer. I was confident socially, but it didn’t show at work, and the partners were worried that I was too shy. Somebody mentioned it to me, and I thought, “I need to do something about this.” I was very proactive, and at every opportunity for public speaking or presentations, I was the first to raise

my hand. I did this for several years, and now it’s easier.

Another theme that stands out for me is the value of building relationships. Empathy is one of the most important strengths you can bring to relationships with clients and colleagues. As an employment lawyer, I deal with sensitive and personal issues, such as compensation and benefits, for some of our most strategically important clients. They want someone who can empathize with their needs and understand what’s keeping them awake at night. It’s also important to try to empathize with your junior colleagues and appreciate the pressures on partners.

My advice is to find something you are passionate about, and use that to inspire your career.

I am passionate about diversity. It’s important to all law firms and their clients, so it also just makes business sense. I joined the steering committee of our London Women’s Network, which has given me internal and external networking opportunities, developed my leadership skills and enabled me to influence firm policy. Last year, I co-founded our London BME (Black and Minority Ethnic) network. It’s been a great way of building my professional network while doing something really important. n

London-based senior associate Chinwe Odimba-Chapman talks

about the benefits of taking initiative – both for herself and for the

next generation of lawyers.

TAKING THE LEADCHINWE ODIMBA-CHAPMAN

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LUBNA QASSIM

36 | LEGAL500.COM

You know how they say you have to be very careful what you wish for? My burning desire, upon (someday) retiring

from private practice, was to shape the legal landscape of my home country. That wish was granted much earlier than expected when the Dubai government asked me to leave my firm while still a young lawyer and build a suite of economic legislations to attract foreign direct investment and strengthen the legal infrastructure of the UAE.

Suddenly, I was in the public sector, and my client was the government. It was not just about being a lawyer, but about diplomacy and navigating various languages in serving the government and public sector. This is not the sort of skillset that you learn from a manual or an academy. But having worked at a top international law firm, I had the ability to think

creatively outside the box, on the spot and under pressure.

I found myself working with people who had served in the government for 30 or 40 years, who had never worked with a woman before, much less a young woman. I was the only female voice. I had to work extremely hard just to prove that my work was credible, but through consistent, quality, sound advice, they soon got the message.

As a young lawyer in private practice, I was extremely shy about expressing my point of view. I had answers and opinions but was intimidated by senior lawyers and worried that my ideas would be rejected. I remember the shiver in my voice the first time I spoke up – but then saw positive looks across the table, which encouraged me. In those moments, my career progressed.

Lubna Qassim left her private practice to take on the task of

overseeing the legal passage of groundbreaking economic

reforms in the United Arab Emirates. Now chief Group General

Counsel and company Secretary of banking conglomerate

Emirates NBD, she reflects on how solid training, a fearless

approach and relentless ambition have driven her story of

success.

BREAKING BARRIERSLUBNA QASSIM

Women care deeply about being judged and often imagine career-ending consequences in speaking their minds. I’ve taken some very big risks in my career and simply didn’t care about consequences like that, so long as I was confident in serving the best interests of my client.

When I was in the government, everything had to be delicately managed. I couldn’t lean on anyone, yet a single decision could affect the entire economy. From day one, I realized what was at stake and knew I had to step out of my comfort zone and confidently rely on my

professional judgment and expertise. I can’t say that I was right every time, but I always slept soundly knowing that I had given my best advice – and that’s what mattered.

My advice to young lawyers, irrespective of gender, is to push through your obstacles. As my father said to me: no dream is too big. But do make sure it’s your personal dream – one you will stay committed to even when things get difficult. No doubt, there have been challenging times in my career, but because this is my dream, I continue to persevere no matter how hard the winds blow against me. n

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MAUREEN RYAN

I grew up in Ireland, in an educational system that does not have undergraduate schools. Instead, we were expected to select our

graduate studies right after high school. Being so young, it was some time before my decision to study law took shape as a career path. But after a few years in private practice, I knew I wanted to be a commercial lawyer and a business person.

This combination of roles is exactly what attracted me to working in-house. I wanted to be integrated into the company and play a role in commercial decisions. I liked the international aspect of AEI – learning about a global business and traveling to places I wouldn’t typically go to on holiday. And I’m very glad to have been given opportunities in my private practice to work across several corporate disciplines, including M&A, private equity, securities, banking/finance and insurance. It was excellent preparation for in-house life because the spectrum of my daily work was extraordinarily broad.

Commercial awareness is the single most important skill for a lawyer in private practice, and that requirement is amplified by about 100 percent when you move in-house. As a legal adviser, you are there to make a commercial goal happen and be solutions-oriented. It is important to remember that your true role is not to point out the problem and talk about every issue of law, but rather to find ways to solve the problem.

Some people go in-house because they desire a more regular nine-to-five job without huge amounts of stress. Other in-house jobs are the complete opposite – they give you the chance to work in the trenches on large, complicated

transactions, with the added challenge of managing multiple other matters relating to the ongoing business of the company. My job was definitely on that end of the spectrum, so I’ve reaped the benefits of developing good organizational skills.

Confidence is critical, but it’s also very important to know what you don’t know. No one wants to show weakness, but it’s better to ask for help than to forge ahead unprepared. Not only will you make mistakes but you will lose respect. Get to know people who can help, and then go to them when you are unsure. There’s nothing weak about that.

As a business leader, I have learned the importance of connecting with others and taking an interest in their lives. I’ve seen what a huge difference it can make to just stop by and ask, “How’s your day?”

I would urge my younger self to remember that all problems can be solved. When you’re young and something goes wrong, it feels like the end of the world. But really, all you have to do is sit down and think about how to fix it. Keep calm. There’s always going to be a solution, and nothing is ever as bad as it seems. n

Alumna Maureen Ryan decided to move in-house with Houston-

based utilities company AEI. Having served as Executive Vice

President, General Counsel and Chief Compliance Officer for ten

years, she reflects on her dual role as legal counsel and business

adviser.

COMMERCIAL AWARENESS MAUREEN RYAN

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DESSISLAVA SAVOVA

The choices you make as a young lawyer are not final – and you may need to go through different phases during your professional

development. But at all points, it’s important to think about what you want and where you imagine yourself a few years down the road.

When you are young, sometimes you think, “I have this fantastic opportunity to go there and I should go, even though I don’t feel naturally attracted to, say, finance law.” This is indeed one way of building your career: being open-minded about opportunities. But it’s equally valid and important to think, “What do I want?” I have found that you realize over time how important it is to do things with desire. It is important to define your passion about the job you are doing. What is it that fascinates you?

I had an incredible opportunity at the beginning of my career to be seconded to a client. Being seconded is a great way to better understand your clients, but it also made me realize that you don’t need to wait to become a partner to develop relationships.

When you are a young lawyer, you develop relationships at your own level with younger in-house lawyers; these contacts then rise through the ranks and, in turn, become senior lawyers. So begin building your own network very early. When starting out, your priorities center around being technically excellent, but it’s also important to start working on business skills early. If you don’t, it may be less natural and therefore harder to do at a later stage.

Lawyers are perfectionists, so they naturally work on improving their own skills. When it

comes to managing others, having authority while maintaining very good relationships can be complicated. That was something I felt I had to consciously think about and work on to be able to progress to the next stage.

You need to put yourself in others’ shoes. Take into account the differences between people, and be sincere. When you tell people honestly what you think, and when you care for them, people trust you. My advice is to have your own management style, and listen to others. These skills don’t come in one day, but you must jump in the water.

It limits us to think, “I can’t do that. I can’t become that. That’s not for me.” The questions should be, “What do I want? Do I really like it?” Provided you have a positive answer, work in that direction, and really trust yourself. Anything is achievable.

My primary advice in seeking success is to be yourself, which will not necessarily mean that you look like the person sitting next to you. We each have our own bent, and we face our own difficulties, so it’s important to trust yourself as you are – not just fulfill a list of criteria. n

Paris partner Dessislava Savova heads Clifford Chance’s

Consumer Goods & Retail sector worldwide. Dessi’s advice is to

be clear about what makes you tick when planning your career,

and believe that you can make it work.

TRUST IN YOUDESSISLAVA SAVOVA

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JUDITH SEDDON

Growing up, I didn’t know any lawyers so did not have a legal career in mind. As a teenager, I became interested in ethical

issues as well as human rights and discrimination law. That led to my decision to study law at university.

I put my interest in individuals’ rights into practice at a mid-sized UK firm that represented members of trades unions. I wanted to represent people who were facing the most difficult issues in their lives – where their liberty was often at stake – and qualified into the criminal defense department.

At that time, the East London office of the “Flying Squad” in the Met (the Robbery Squad of London’s Metropolitan Police) was being investigated by the Anti-Corruption Squad. If ever there was a case that provided a good grounding for dealing with difficult issues as a young lawyer, the Flying Squad case was it. I’m glad to have had the chance to handle a case with that level of complexity early in my career and would advise others to take on challenging work right from the start.

Thirteen years later, after returning from my second maternity leave, I felt ready for a new career challenge – time to leave my comfort zone. I decided that if I was to move, I may as well reach high, and within five months I had a job offer from Clifford Chance. It was 2008. The UK Bribery Act was on the horizon and triggered a renewed focus on white-collar crime at city firms with an affected client base, following a similar US trend. It seemed like the perfect time and fit for me.

It was a daunting transition to a new firm; everything was different – its size, its client base, its culture. My advice from that experience is to be aware that certain challenges are temporary; they shouldn’t stop you from forging your own path. I approach life with a positive, can-do attitude, which I think is vital to success.

At a larger firm, it was even more important to be vocal and visible. Looking back, I would counsel making your presence felt and developing your internal network. Don’t avoid challenges; get involved. Pro bono work unwittingly helped me integrate, and winning an award for this work also created internal visibility. It sounds obvious, but you can raise your internal profile simply by doing something visible.

I recently decided never to go to a conference without speaking at it – even if that meant just asking a question from the audience. Prior to that, I would agonize over whether my question was a good one, and opportunities would slip away. I now tell my daughters: “Try to do one brave thing every day” – step out of your comfort zone, if only by a little, at least once every day. Your comfort zone widens, and your self-confidence grows; put differently, don’t be afraid of taking a risk. I try to live up to that in my own life.

Take available opportunities even when you feel hesitant. Sometimes “no” is the right answer. But where it is not, find the courage to say “yes.” There are times when I still feel hesitation, but now I say “yes” and worry about how I’ll do it later. n

London-based partner Judith Seddon talks about principles and

her path into White-Collar law. Her advice: have the courage to

step out of your comfort zone and make your presence felt.

BE VOCAL: SAY YESJUDITH SEDDON

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CORNELIA THALER

Being a lawyer wasn’t my first choice. I ended up going to law school because I wasn’t admitted to medical school –

but it’s worked out well for me. I worked while I was in law school selling residential apartments, which piqued my interest in real estate, an area I ended up pursuing and later specializing in.

A good German firm offered me a place on its real estate team. I knew this was the best legal education I could get, and I was ready to work hard and work long hours. At the time, I planned to do that for a few years and then move to a role I thought was better suited to work-life balance. Then, after only one year, I became pregnant. After completing eight years of education – and now finding myself in a good place professionally – I decided to try being a lawyer and a mother.

It was a very different time back then. I was the first woman in the real estate department who got pregnant and actually returned. People were nervous about how (and whether) it would work, but I was determined, so I initially returned on a part-time basis.

What helped me upon returning were the relationships I’d built with clients before taking maternity leave. They wanted to deal with me directly, so I really had my own small business, which I then worked to expand. It is so important to have your own business and your own network. At a good firm like mine, if you do great work and can create your own business, you can expect flexibility in other areas. The firm expects flexibility from you, but it gives flexibility too.

When I’m working on a large, complex transaction, I focus on bringing it to a successful close. I like responsibility, even if it’s difficult, and I like new fields and new challenges. The first time I led on a big deal, it was because my mentor was away and there was nobody else to do it. It was a challenge, but I was very clear with myself that I had to get through it. I was very proud when my mentor got back and the deal was already signed.

One thing I have learned in my career is not to take things personally in a professional context. That took me a long time to realize. Sometimes you have to be more direct or be more aggressive. Sometimes it’s about exercising patience.

Personally, I would probably do everything the same way as I did the first time around. But if there’s just one thing that I would tell my younger self, it would be not to get too fixated on options, risks and chances. Do what you want to do, and see what comes from it. Just take one step at a time. n

Heading the firm’s Real Estate practice in Germany, Cornelia

Thaler’s path to partnership has been far from traditional. She

talks about choices and the importance of building a business.

CHART YOUR OWN COURSE CORNELIA THALER

LEGAL500.COM | 47

WENDY WYSONG

46 | LEGAL500.COM

I’ve wanted to be a lawyer since I was 14, when I visited my brilliant aunt as she was studying for the California bar amidst a houseful of

teenagers. Back in the ‘70s, she outshone her mostly male, mostly younger classmates, and continued to do so throughout her career.

While I was certain of my own career choice early on, my career path has largely been more opportunistic. I made certain that if an opportunity was offered that sounded interesting and challenging, I was in a position to take it. For example, in my final year of law school, I made a last-minute decision to accept a clerkship in Washington, DC with US District Court Judge Stanley S. Harris. That decision turned out to be transformational. Judge Harris became both my mentor and sponsor. He not only encouraged me, he put skin in the game, guiding me to his former law firm and supporting my application to join the US Attorney’s Office a few years later.

While I loved my first firm, after I tried my first case and took it all the way to the Virginia Supreme Court, I realized my best chance of becoming a true trial lawyer was to join the US Attorney’s Office, as Judge Harris had foreseen. My four-year commitment became 16 as I prosecuted corrupt politicians and then pursued international criminals all over the world. My experience in export controls and sanctions eventually led me to the US Commerce Department as the Deputy Assistant Secretary for export control enforcement.

This career move led to my current position, as companies sought that specialized expertise as they expanded their FCPA compliance programs to include more obscure but equally damaging

export controls and economic sanctions. Clifford Chance offered the right platform for this type of work, plus the ability to travel and work globally. I increasingly found myself advising companies in Asia, which led to the opportunity to move to Hong Kong as the head of the anti-corruption practice in Asia Pacific. Here as well, that practice has expanded to include sanctions and export control compliance, and my two-year commitment has expanded to six.

My advice is to be open to opportunities and position yourself to take advantage of them; make sure you have the keys to open the doors you find. Look for sponsors, not just mentors. n

Partner Wendy Wysong talks about taking her government career

into private practice and swapping her house with a yard in

suburban Virginia for a Hong Kong high-rise. Her advice: go for it.

OPPORTUNITY KNOCKSWENDY WYSONG

NETWORKING I look at “networking” as being open to and interested in people you meet along the way. Your brother’s high school debate partner becomes the global Litigation Counsel for an international bank, or the agent you gave a shoulder to cry on brings you the next big case. So take the time to get that cup of coffee, go to the baby shower, and talk to the person in your jazzercise class – she could be the next Supreme Court Justice (true story). If you, like me, are naturally introverted, make a plan to maximize your next conference experience beyond your speech and panel presentation. Set a goal to talk to three people, having at the ready a two-sentence description of your practice and five go-to questions for the other person.

LOOKING FORWARD

WWW.GCMAGAZINE.COM | GC | 49

My advice to future lawyers is surprisingly similar to the advice I’d give my younger self as I embarked

on my career in strategy consulting. At a high level, it is to embrace change, move out of your comfort zone and continually challenge yourself to find new ways of adding value.

That’s not to say that things haven’t changed, particularly in the legal sector. Our clients’ needs continue to evolve. Businesses of tomorrow will have tighter budgets and higher expectations. Being client-focused has long been essential, but as the market moves towards services that are more bespoke and more flexible, the voice of the client will become increasingly important.

Successful lawyers will need to be open to change, even if it means leaning into their discomforts and taking risks. This has always been true, but as the pace of change has accelerated, it has never been more relevant than it is now. Tomorrow’s lawyers will need to learn and adapt quickly; the moment they start falling into a pattern, they will already be behind. So my advice to all young lawyers is this: constantly ask yourself – what could I be doing differently to better meet my clients’ needs? Change can be daunting, but will present you with great opportunities to learn new skills, broaden your network of contacts, and put yourself at the forefront of legal, commercial and technological developments.

Caroline Firstbrook is the global Chief Operating Officer of

Clifford Chance and has a background in strategy consulting

and entrepreneurship. She reflects on the changing operational

landscape of the legal sector.

LOOKING FORWARD OPPORTUNITY IN CHANGE

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LOOKING FORWARD THOUGHT LEADERSHIP

Technology has already had a huge impact on how we work, and this will continue. The new reality is agile working, engaging with virtual teams and using technology to collaborate with colleagues, clients and other professional services firms. Silos will become increasingly dangerous places to be, and the most successful lawyers will operate in interconnected networks that give them access to a wide range of perspectives and capabilities. Making this work will rely on high-quality teamwork and communication skills. Successful lawyers have always had these qualities. In the future, lawyers will need to meet even higher standards.

Agile working will also allow future professionals to manage their work-life balance in a more flexible way. “Presenteeism” has endured far longer than it should have. For many people, increased flexibility has more utility than higher pay. Firms need to accept that we don’t always need people to be physically present to do good work – those that get this right will have greater success in winning and keeping the best people.

Law firms are beginning to rely more heavily on professional management, freeing up lawyers to add value where it matters, rather than be distracted by administrative tasks. This trend

will accelerate with the adoption of Artificial Intelligence, such as automated drafting and document review tools, reducing the amount of time you spend on low-value, repetitive tasks and freeing up time to focus on solving the most interesting and challenging legal problems.

If technology gives you opportunities to spend time with your family, then I say, “Do it!” Your career is important, but don’t lose sight of your lifetime priorities. I speak from personal experience when I say that being happy and well balanced will make you more successful at work and at home. n

“Firms need to accept that we don’t always need people to be physically

present to do good work.”

WHY IS THOUGHT LEADERSHIP IMPORTANT TO A LAW FIRM?

Kate Gibbons (KG): For us, it means shaping thinking and being at the cutting edge of the issues that matter to our clients, our wider stakeholders and sometimes even the public at large. It can be anything from engaging with political leaders at the World Economic Forum, to influencing market opinion on a specific area of law or policy. Publications play a role, but it isn’t just about the written word. Thought leadership encompasses all opinion-forming interactions, including seminars, round tables and the resources we offer on our website. It’s about networking, through whichever medium, to share essential insights.

Lynette Williams (LW): Often it is the combination of our insights from around the world that makes us a thought leader. All law firms use knowledge to help their clients. But we stand out as a global organization because we can assemble the best thinking from lawyers who practice in local markets at the forefront of international issues. That’s a real differentiator for us.

KG: We do take a very global approach to thought leadership. For every topic, we ask ourselves, “What’s the international angle?” We make it a priority to come together and collaborate across borders; to be true thought leaders we need to listen to diverse voices in

Kate Gibbons, partner responsible for Global Knowledge, and

Lynette Williams, Global Head of Client and Market Development,

discuss the importance of thought leadership in building client

relationships and developing your career.

THOUGHT LEADERSHIP BECOMING A LEADING VOICE ON THE ISSUES THAT MATTER

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LOOKING FORWARD THOUGHT LEADERSHIP

each of our offices. We also collaborate with think tanks, consultancies and academic bodies around the world.

HOW CAN THOUGHT LEADERSHIP BUILD CLIENT RELATIONSHIPS?LW: On a fundamental level, it demonstrates an understanding of the global agenda, and the challenges and opportunities affecting our clients. It also enables us to anticipate their needs. Clients value initiatives that help them understand the impact of change, as and when it happens. We focus on giving them the information they need, as soon as they need it. For example, immediately after the UK voted for Brexit, we held conference calls with client groups, giving them real-time insight into time-critical considerations in an interactive format. The feedback was extraordinarily positive. The idea was simple, but it was incredibly helpful for our clients.

KG: Interaction is key. We’re not just informing clients of our expertise, we’re leading and facilitating discussions. Thought leadership helps us identify opportunities for our clients and ways that we can pursue them together.

SHOULD JUNIOR LAWYERS GET INVOLVED IN THOUGHT LEADERSHIP? KG: Absolutely. First, because it’s fun, interesting and intellectually stimulating. And second, because it doesn’t just move the needle on your knowledge, it can move the needle on your

career. We encourage everybody to get involved as early as possible and develop a flexible, substantive framework that includes some core strategic topics – Fintech, Trade and Financial Regulation, to name a few.

In some key areas, such as Fintech, junior lawyers are naturally closer to the topic – and the technologies; thus, many initiatives are led by them rather than our more senior attorneys. For example, one of our New York associates published a treatise in the Harvard Business Law Review on crowdfunding and the potential social welfare impact of the US JOBS Act. He has also contributed to Columbia Law School’s blog on US financial industry reforms aimed at expanding capital-raising options for early-stage companies.

LW: Sharing knowledge helps you build deeper client relationships; the importance of this cannot be over-emphasized. It also raises your profile within the firm and helps you build that vital internal network. Getting involved in thought leadership gives you the opportunity to connect, collaborate and develop a broad and international perspective. There are lots of interesting projects that you can get involved in and, if you are passionate, you can become a genuine expert. n

For more information about thought leadership at Clifford Chance, please visit www.cliffordchance.com

Pictured opposite: Lynette Williams (left), Global Head of Client and Market Development Kate Gibbons (right), Partner responsible for Global Knowledge

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KEY THEMES FROM THE REPORTKEY THEMES FROM THE REPORT

KEY THEMES FROM THE REPORT…

I go into every business development meeting utterly convinced that what I’m selling is fantastic. It’s infectious.

Play to your own strengths – be self-aware and be yourself. If you watch others, you’ll see that people achieve great things in different ways.

Business development should not be a chore. Get comfortable with it so you can enjoy the process.

You can be the best technical lawyer, but if you can’t sell your skills – your unique selling points – you’re not going to attract clients.

Treat your career as any entrepreneur would treat her business.

In business development, you need courage. Bite the bullet, reach out and do something that puts you outside of your comfort zone.

Get exposure to different practice areas, which will round you out and provide a better sense of where you truly wish to concentrate down the road.

Keep an open mind and go with the flow. What you are good at when you’re 22 years old might not be the same later in life.

Be open to opportunities, and position yourself to take advantage of them; make sure you have the keys to open the doors you find.

If opportunity doesn’t knock, build a door.

I decided to get in on the ground floor of a new practice. Taking that chance was the best decision I’ve made so far.

Grow and evolve with your career; where you start isn’t necessarily where you will finish.

NETWORKING/BUSINESS DEVELOPMENT

Actively seek out mentors and role models. You are right to seek guidance from colleagues … especially when making career decisions.

Mentors and sponsors are indispensible. Don’t sell yourself short; get a good support system and use it.

Opportunity is the best gift a mentor can give, such as by assigning difficult work.

At all stages of your career, so much depends on your networks. You reap what you sow – it is important to invest at least as much as you take.

Look for sponsors as well as mentors. Sponsors put their skin in the game of advancing your career.

Be vocal and visible; make your presence felt; develop your internal network.

I remember the shiver in my voice the first time I spoke up – but then saw positive looks across the table, which encouraged me. In those moments, my career progressed.

Work on your confidence. To get over my shyness, I raised my hand for every public speaking opportunity. Now it’s easier.

Try to do one brave thing every day. Don’t avoid challenges; get involved.

Setbacks often turn out to be just the opposite. Being flexible allowed me to discover the firm as a vessel for my professional adventure.

Enjoy your career, and make the most of it. Opportunity abounds in firms that are meritocratic and diverse. Be up for it.

If you’re not just a little bit uncomfortable, then you are not learning and achieving.

MENTORS AND SPONSORSPUSH THE BOUNDARIES:

GIVE IT A GO!EMBRACE OPPORTUNITY

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KEY THEMES FROM THE REPORTKEY THEMES FROM THE REPORT

FIND YOUR BALANCE

Ultimately, being part-time mattered far less than the business I was bringing in. Flexibility allowed me to focus on business development, which then freed me from having to log so many billable hours.

Be confident but also know what you don’t know. It’s better to ask for help than to forge ahead unprepared. Not only will you make mistakes but you will lose respect.

If you do great work and generate business, you can expect flexibility in other areas.

If technology gives you opportunities to spend time with your family, then do it! Being happy and well balanced will make you more successful at work and at home.

Keep calm. There’s a solution to every problem, and nothing is ever as bad as it seems.

Nurture your resilience and accept the flaws in life – perfection is a myth.

Let your passion inspire your career. My interest in diversity helped me build my network while doing something really important.

I chose my firm because everyone seemed happy, and there was a straight-up atmosphere.

Do things with desire. Define your passion … what is it that fascinates you?

Find your own style, and find the practice and clients your style is best suited to. Your style won’t appeal to everyone. That’s true for all of us.

Some of our strongest attributes come very naturally: being authentic, open and honest and a good listener.

While we become lawyers at our jobs, we also grow as individuals. Be true to yourself. Find your space and keep it safe.

VOLUNTEERING

Whether you get involved in fostering diversity in the workplace or providing life-changing pro bono services, the stories in this book reflect both the personal nature of this work and the professional benefits of volunteering in boosting your career along the way.

Learn how to say “yes” to opportunities that speak to your passion, facilitate networking and allow you to demonstrate substantive and leadership skills. It’s okay to gracefully say “no” to opportunities that are not ideal for you. Taking a thoughtful approach can help advance your career while fulfilling your desire to serve those in need.

BE TRUE TO YOURSELF

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MATTHEW LAYTON

The challenges faced by businesses have never been so complex, nuanced or international. Delivering the best possible

solutions for clients requires a team of people from a wide range of backgrounds who can offer different perspectives and diverse opinions. There are ethical reasons for fostering diversity, but it also makes fundamental business sense.

Law firms increasingly understand the importance of developing teams that match the diversity of their clients. Clifford Chance has a longstanding commitment to sustainable improvement to our gender balance. Progress is being made, but the fact remains that we, and the profession, are not as diverse as we ought to be. There is more work to do.

To improve, we must integrate our commitment into every aspect of our decision making. This means aligning our priorities for diversity and inclusion with the firm’s high-level commercial strategy, as well as its day-to-day business activities. Women and men must have equal opportunities to do the substantive legal and client development work that is critical to their success.

Of course, strong leadership is essential, with senior management setting clear expectations, closely monitoring progress, embedding an inclusive culture and acting as sponsors and mentors for talent across the whole firm. In particular, we need role models: individuals who are willing to share their advice and experiences to support and inspire those embarking on their careers. It’s no small commitment, but there are many passionate people who have taken on the task.

You’ve now read some of their stories. Hopefully, they will help you to write your own. n

Matthew Layton, Managing Partner, Clifford Chance

WHY IT MATTERSMATTHEW LAYTON

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V I C T O R I A B O R T K E V I C H A 0 6O P E N I N G D O O R S

S O N Y A B R A N C H 08N U R T U R E Y O U R R E S I L I E N C E

M O N T S E F E R R E R 10E M B R A C I N G C H A N G E

A L B E R T A F I G A R I 12F I N D Y O U R M A R K E T

C A R O L I N E F I R S T B R O O K 48O P P O R T U N I T Y I N C H A N G E

A M Y F L A N A G A N B O G L E 26F I N D I N G T H E R I G H T F I T

M E L I S S A F O G A R T Y 14C O N F I D E N C E A N D A G A M E P L A N

K A T E G I B B O N S 51T H O U G H T L E A D E R S H I P

M E G A N G O R D O N 16B A L A N C I N G S U C C E S S

K I R S T I N G O U L D 18L E A R N I N G T O L E A D

A S H W I N I H A B B U 20P U S H I N G T H E B O U N D A R I E S

C O N N I E H E N G 22T A K I N G C A R E O F B U S I N E S S

S A R A H J O N E S 24COURAGE, PERSEVERANCE AND LOVE

L A U R A K I N G 04F O R E W O R D

M A T T H E W L A Y T O N 58A F T E R W O R D / W H Y I T M A T T E R S

K A T E M c C A R T H Y 28G I V E I T A G O

C A T H E R I N E M c G R E G O R 02I N T R O D U C T I O N

C A R O L I N E M E I N E R T Z 30B E H I N D T H E A D V I C E

M E L I S S A N G 32T H E B I G G E R P I C T U R E

C H I N W E O D I M B A - C H A P M A N 3 4T A K I N G T H E L E A D

S A R A H P O S N E R 26F I N D I N G T H E R I G H T F I T

L U B N A Q A S S I M 36B R E A K I N G B A R R I E R S

M A U R E E N R Y A N 38C O M M E R C I A L A W A R E N E S S

D E S S I S L A V A S A V O V A 40T R U S T I N Y O U

J U D I T H S E D D O N 42B E V O C A L : S A Y Y E S

C O R N E L I A T H A L E R 44C H A R T Y O U R O W N C O U R S E

L Y N E T T E W I L L I A M S 51T H O U G H T L E A D E R S H I P

W E N D Y W Y S O N G 46O P P O R T U N I T Y K N O C K S

K E Y T H E M E S F R O M T H E 54R E P O R T Our thanks to Cl ifford Chance’s Kim Canavan in New York and Georgina Watts in London for their help in producing this book.

Chairman John Pritchard (Solicitor) Managing Director David Goulthorpe +44(0)20 7396 5628 david.goulthorpe@legal500.com Publishing Director: The Legal 500 (In-House) Catherine McGregor +44(0)20 7071 0166 catherine.mcgregor@gcmagazine.com Editor and Features Writer Catherine Wycherley +44(0)20 7031 7702 catherine.wycherley@gcmagazine.com Editor and Features Writer Alex Speirs +44(0)20 7396 5656 alex.speirs@gcmagazine.com

Publishing Director: The Legal 500 Series David Burgess Head of Sales – GC Lee Cashman +44(0)20 7396 5707 lee.cashman@legal500.com Senior Key Account Manager Tim Verbrugge +44(0)20 7396 5630 tim.verbrugge@legal500.com Head of Research: The Legal 500 Client Intelligence Unit Dominic Williams +44(0)20 7396 5659 dominic.williams@legal500.com Creative Director Stephen Jones Content Development Editors Stephanie Nash, Claire Slater

Copyright applies: no photocopying (Copyright Licensing Agency Ltd and Publishers Licensing Society Ltd licences do not apply). For licensed photocopying within a firm or company, please call +44 (0) 20 7396 5648 © Legalease Ltd 2017 The Legal 500 Legalease Ltd 188-190 Fleet Street London, EC4A 2AG Tel: +44(0) 20 7396 9292 Fax: +44(0) 20 7396 9301 Printed and bound by DG3 www.dg3.com www.legal500.com

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C O N T R I B U T O R S A N D E D I T O R S

C A T H E R I N E M c G R E G O RP U B L I S H I N G D I R E C T O R , T H E L E G A L 5 0 0 ( I N - H O U S E )Catherine is publishing director of The Legal 500 and Legalease in-house lawyer initiatives. She has worked in legal publishing for over nine years in senior roles and prior to that was a lecturer in English and Drama. She is passionately interested in the role of the client in determining the future of legal services and is a longtime advocate of diversity in the law.

C A T H E R I N E W Y C H E R L E YE D I T O R A N D F E A T U R E S W R I T E RCatherine is editor and features writer of GC. She started her career in legal publishing in 2002 and has spent several years researching and writing about a full range of legal markets across the globe. Catherine has also worked as a conference producer, actor and voice-over artist. Outside the office, she can be found writing plays for production on London’s fringe.

A L E X S P E I R SE D I T O R A N D F E A T U R E S W R I T E RAlex is editor and features writer of GC. He is a graduate of the University of Auckland Business School and has worked in publishing since 2006, most recently as a business journalist for the NZ Herald. Outside the office, Alex contributes to sports publishing websites and is a regular radio commentator, who can frequently be found ringside in Las Vegas at the world’s biggest prize fights.

I N D E X