< PreviousIn August 2008, my employer, a real estate boutique law firm in Atlanta, began firing their associates because the economy was tanking. I suddenly found myself unemployed. It was traumatic to be jobless. This role was my first “real” job after law school. I just passed the bar and, after three years of law school, obtained a Masters in Urban Planning to enhance my real estate ex- pertise. I spent two summers working for my firm and had been a full-time attorney there for barely a year. Real estate attorney had become my identity. My law school loans were coming due, and now I did not have a way to pay them. I spent a few days licking my wounds and realized I needed to figure something out. I took some time to analyze what would contribute to a lasting career change. This allowed me to rebrand from real estate attorney to family law attorney during the Great Recession. Here is what I did: 1. ANALYSIS OF HARD & SOFT SKILLS The first thing I did was analyze my skill set. I considered what areas of practice were tan- gentially related to what I was already doing. I initially thought my very narrow experience in homeowner and condominium association law would translate into a broader real estate prac- tice. However, real estate work dried up during the recession, so that was not fruitful. Further, I had only a year of very niche real estate work under my belt, so I was no longer a competitive real estate candidate. I considered what other skills I could bring to bear on a different practice area. I had done a few name changes and adoptions as pro bono work, which would be applicable to a family law practice, if someone could teach me the ins and outs of divorce and custody law. I also had fundraising and marketing experience from a prior non-law job and via volunteer work. I thought I could use that experience and my vast connections at a small, family law practice, given that family law marketing tends to very network based. 2. ANALYSIS OF INTERESTS I am an advocate at heart. One thing that was missing from my real estate practice was that my work did not directly impact individuals. I considered trying to shift into business law or real estate litigation, but neither of those prac- tices appealed to me because they did not have a direct impact on individuals’ lives. It was important to me to consider areas of law that appealed to my interests. I asked myself: Are there things you enjoyed from your pro bono experience? Have you taken CLEs that were particularly interesting, but not related to your current area of practice? Do you have hobbies that lend themselves to other areas of law? Were there certain classes in law school that you found appealing but didn’t pursue? In thinking through those things, I kept coming back to my pro bono experience and family law courses I really enjoyed. I liked the idea of doing adop- tions, assisting same-sex couples navigate ownership issues and help- ing a single parent get more time with their child. From Jobless to Employed: How I Switched Practice Areas During the Great Recession BY REBECCA GLATZER ATTORNEY AT LAW MAGAZINE · DALLAS· VOL. 7 NO. 2 203. ANALYSIS OF INDUSTRY NEEDS The hardest part of reconciling my job loss was considering the market during the time of the Great Recession. My goal of staying in real estate in 2008 was virtually impossible, given that the practice area had all but disap- peared. So, I considered what was in demand. I read the latest industry news; I talked to my mentors and professors; I even called a re- cruiter to find out what areas were hiring. Areas that tend to tick up during recessions include ERISA, labor and employment, many types of litigation, and regulatory practices, such as healthcare and data privacy. Family law and criminal law also tick up during down markets, unfortunately—hence why I chose family law; it checked all the boxes for what I wanted in a practice and was in high demand. 4. REBRANDING Once my analysis was complete, I started to re- brand myself as a fam- ily law attorney. There were sever- al things I did to change my image. First, I joined the family law bar to meet other attor- neys who were doing what I wanted to do. I thought they might know of job opportunities and would give me the “ins” and “outs” of being a family law attorney. I took CLEs focused on child cus- tody disputes and volunteered for organizations focused on same-sex marriage. Working directly with the types of clients I hoped to serve helped me gain a sense of what life would be like as a family law at- torney. I was also able to show the much-needed experience on my “family law” resume that would get me in the door for an interview There are other ways to build your brand in 2020 that did not exist or were not as prevalent in 2008: launch a blog, a podcast or video series where you can share your knowledge and establish your credibility in a particular practice area; get published in the legal trade within your community; join Twitter, Insta- gram and Facebook groups that are relevant to your new brand; or take on pro bono cases in your chosen area to gain experience. Immerse yourself in the area of law you have chosen to pivot to and focus on one area so you can demonstrate to potential future employers that you are committed to the new practice area. With a lot of thought, determination and hard work, it is possible to rebrand yourself into a new practice area once you have expe- rienced job loss. It takes planning and work, but it is possible gain enough knowledge and to make the right connections to demonstrate your commitment to your new area of law. REBECCA GLATZER, A MANAGING DIRECTOR IN MAJOR, LINDSEY & AFRICA ASSOCIATE PRACTICE GROUP, SPECIALIZES IN PLACING ASSOCIATES OF ALL LEVELS IN TOP-TIER NATIONAL, INTERNATION- AL AND REGIONAL LAW FIRMS AND COMPANIES THROUGHOUT THE SOUTHEAST. Trusted Many lawyers can have a difficult time in working with demanding business clients. It can be challenging to try to meet all of things that need to be done in fulfilling your legal obligations with the people you do business with. As a result, these situations can cause a lot of anxiety and depression for the lawyers who are involved in working with people who are dif- ficult to please. Here are six tips on how lawyers can effectively work with those clients who give them hard time without getting overwhelmed with anxiety, stress, and frustration. NO. 1: PREPARE AHEAD OF TIME Regardless how good you are or how many awards you may have won, it is impossible to please everybody all of the time. It is important that a lawyer develops a good reputation in their area of expertise to buffer the possible problems of dealing with difficult customers down the road. NO. 2: GET EVERYTHING IN WRITING Sometimes it is your loyal customers who are most difficult. It is im- portant that you get everything in writing when dealing with difficult people. Misunderstandings will happen and expectations will not al- ways be met. In dealing with anybody, put everything down in writing to save money and heartache down the road. on Managing the Stresses of Working 6 Tips With Difficult Business Clients BY STAN POPOVICH ATTORNEY AT LAW MAGAZINE · DALLAS· VOL. 7 NO. 2 22NO. 3: LEARN TO COMMUNICATE EFFECTIVELY Do not assume that you know what your cli- ents want. Listen to your customers and view your client’s circumstances through their eyes. Ask questions and make sure that everyone is on the same page. Effective communication with your customers will prevent misunderstandings down the road. NO. 4: LEARN HOW TO ORGANIZE, DELEGATE, AND PLAN AHEAD Although there is not enough time in a day to get everything accomplished, you have to be smart in how to get things done. A lawyer can delegate part of their tasks to members of their legal team. In addition, organizing your tasks and planning ahead can reduce the chances of getting burned out. Finally, do not put things off until the last minute. Managing your tasks effectively can prevent you from getting over- whelmed and getting fatigued. NO. 5: ASK FOR SOME ASSISTANCE If you find yourself overwhelmed with a spe- cific case or client, ask others in your firm for advice and assistance. Many lawyers may be re- luctant to ask for help because of pride, but it doesn’t do you any good if your depressed, anx- ious, and fearful. Getting advice or assistance from others on how to deal with a difficult client will prevent any problems from happening that could damage your reputation in the future. It’s better to be safe than sorry. NO. 6: LEARN FROM YOUR EXPERIENCES Over time, lawyers can get a feel of what makes them stressed out and anxious at their legal pro- fession. If possible, find ways to help overcome your stresses and anxieties. For example, some clients are more difficult to deal with than oth- ers. If possible, pick those cases that are less stressful to deal with. A lawyer can also decide to work for another firm that better suites their needs and work habits.Every lawyer wants to be successful and have a great reputation among their peers, but the key is not to sacrifice your mental and physical health in the process. Remember: A lawyer can’t do their job if their anxieties, depression, and other mental health related issues are out of control on a daily basis. STAN POPOVICH IS THE AUTHOR OF THE POPULAR MANAGING FEAR BOOK, “A LAYMAN’S GUIDE TO MANAGING FEAR.” FOR MORE INFORMATION ABOUT HIS BOOK AND TO GET SOME FREE MENTAL HEALTH ADVICE, PLEASE VISIT HIS WEBSITE AT WWW.MANAG- INGFEAR.COM.It’s an unprecedented time for recruitment, for both legal grads and for law firms. Many internships have been shortened, postponed, or even canceled. Recruitment fairs are on hold. But bright law school and undergrad applicants still need work, and firms still need Generation Z’s top talent. The COVID-19 crisis has reshaped expectations of how we work, and the legal industry is no exception. Young legal hires want to know that their employers can support them in an uncertain future in which remote work will be the norm. Here’s how to attract, engage, and retain young legal talent, even from a distance. CREATE A CULTURE OF IMPACT Generation Z cares deeply about issues like social and economic in- equality, and this age group fears climate change more than anyone else. Gen Z-ers want opportunities to support the causes they care most about, especially in their place of work. According to one study, a vast 94 percent of Gen Z believe businesses should address social and environmental causes. Regardless of the nature of your firm’s work, cases and clients aren’t the only way a firm can demonstrate its commitment to purpose. To appeal to mission-driven young legal candidates, find ways to give younger employees opportunities to contribute to the causes they’re passionate about. Here are several ideas for creating a sense of purpose at your law firm: • Offer non-profit volunteering opportunities. • Help employees create impact committees, such as a sustainability taskforce. • If your firm has an existing corporate social responsibility (CSR) initiative, encourage younger employees to get involved. Showing your firm’s commitment to causes won’t just draw in more young applicants – it will make new hires feel more engaged and en- thusiastic about their role in your firm. OFFER CAREER DEVELOPMENT OPPORTUNITIES In such an unstable job market, many young employees are turn- ing to skill-building and personal development while many firms have paused hiring. A robust career development program will make you especially at- tractive to applicants who might not have considered a role at your firm under normal circumstances. Here are three educational and training resources firms can provide that are high-impact and remote- friendly: • Soft skill development, such as client management. • Virtual technical workshops, such as legal technology seminars. • Leadership or presentation training. A strong professional development program at your law firm shouldn’t just be a temporary offering to compensate for COVID-19 instability. Consider it a legal recruitment and retention strategy for the long term: a Robert Half Legal survey found that 25 percent of re- spondents considered leadership or advancement opportunities a top reason to take a job with another law firm. Plus, employees will develop skill sets that directly improve their performance at your firm. It’s a win-win. Gen Z Recruitment: How to Ensure New Hires Will Stick Around By Leeatt Rothschild ATTORNEY AT LAW MAGAZINE · DALLAS· VOL. 7 NO. 2 24BUILD A PROGRAM THAT PROVIDES REGULAR OPPORTUNITIES FOR RECOGNITION In the highly demanding world of law, burnout is real. It’s common for young talent to feel that their hard work and long hours go unappreciated, leading them to set their sights on other firms or other industries. That will remain especially true in this period of indefi- nite remote work, during which new remote hires might feel isolated from their coworkers and managers. Employee recognition is crucial to long- term retention. If your firm doesn’t have one already, create a recognition plan for employ- ee development and milestones, or shift your existing system to online communications. Establish a rhythm for your younger em- ployees’ managers to have virtual check-ins and provide feedback. If you don’t offer a spe- cialized career development program, man- ager one-on-ones are an excellent avenue for mentoring younger employees. To ensure your new talent feels appreciated for a job well done, consider adding an employee re- wards system that aligns with Gen Z’s focus on impact. An over- whelming 89 percent of Gen Z’ers would rather buy from a company supporting social and environ- mental issues over one that does not. When a new hire hits a client milestone, surprise them with a meaningful gift that also does good. That might be a clothing item made from 100 percent re- cycled materials or a food basket from a company that provides gainful employment to an under- served population. Instead of a gift reward, your firm might also consider making a donation on your employee’s behalf to the organization of their choice. Then, share the donation publicly with the rest of your firm so that your employee’s charitable contribution is recognized, and so that more members of your firm can engage in impact initiatives. RECRUITMENT AND RETENTION GO HAND IN HAND The long-term effects of COVID-19 on le- gal recruitment remain unclear. For now, fo- cus on what you can control. Build your firm’s impact opportunities, recognition culture, and career development programs to attract top young talent. Stay agile when developing your hiring and retention plans. Your engagement strategies for current em- ployees are what will make your firm stand out in a top candidate’s selection process. Em- phasize these practices in the hiring process and you’ll find the candidates most excited to join your firm will also be the ones to stick around for years to come. LEEATT IS THE FOUNDER AND CEO OF PACKED WITH PURPOSE, A SPECIALTY GIFTING COMPANY WITH A SOCIAL MISSION. FOUNDED IN 2016, PACKED WITH PURPOSE WAS BORN OUT OF LEEATT’S DESIRE TO CREATE A SOCIAL IMPACT AND HER APPRECIATION FOR THE IMPORTANCE OF GIFTING IN FOSTERING MEANINGFUL RELATIONSHIPS. THE NEXUS OF DIGITAL & TRADITIONAL EVIDENCE John D. Shirley, CFE Chief Investigator (817) 894-4424 (817) 894-4424 “We maximize the relevancy of ALL evidence, no matter the source”. Contact@Intrepid-Investigations.com www.intrepid-investigations.com • Fraud Investigations • Intellectual Property Investigations • Non-Compete Enforcement • asset tracing • Criminal Defense • 360o due dilligence• Digital Forensics • Surveillance / Undercover • Fraud Investigations • Intellectual Property Investigations • Non-Compete Enforcement • asset tracing • Criminal Defense • 360o due dilligence• Digital Forensics • Surveillance / Undercover TX Lic# A07356101 “To appeal to mission- driven young legal candidates, find ways to give younger employees opportunities to contribute to the causes they’re passionate about.” AttorneyAtLawMagazine.com 25send your nominations to www.attorneyatlawmagazine.com/nominatement. With nearly three decades of experience, Monsour advises a broad range of clients including debtors, committees, indenture trustees, and strategic and financial buyers in com- plex chapter 11 cases. His experience in the energy, manufacturing and re- tail sectors will augment the firm’s practice there. Fox Rothschild LLP recently elevated Lee Szor to partner in Dal- las, one of its national network of offices. Szor centers his practice on the resolution of complex commercial matters and employment disputes, in- cluding single plaintiff and class ac- tion cases involving wage and hour issues and employee/independent contractor misclassification, as well as claims of discrimination, retaliation, sexual harassment, disability accom- modation and wrongful termination. International law firm Dorsey & Whit- ney LLP continues to expand its Bankruptcy and Financial Restruc- turing Practice with the addition of new partner Joe Acosta in the Dallas office. Acosta joins a group of other recent hires in the Firm’s Bankruptcy and Restructuring group and the larger Banking & Financial Institutions Industry Group in recent months, as the Firm expands its focus on high-demand areas. Lynn Pinker Hurst & Schweg- mann is pleased to announce it has been recognized as one of five top commercial litigation firms ranked Band 1 in Texas by the prestigious ranking firm, Chambers and Partners, for the fourth consecutive year. Additionally, Mike Lynn (Band 1) and Eric Pinker (Band 3) have been recognized as top commercial litigation lawyers in Texas by Cham- bers and Partners. Adam M. Swartz, current manag- ing attorney for Swartz Davidson Law in Dallas, TX, joined the Board of Directors for local 501(c)3 non- profits IMPRINT Theatreworks and Quarantined Cabaret. Swartz is help- ing artists lay new foundations for the Dallas Arts Scene and is helping to bring together groups that love and appreciate the Arts and the mark they make on the communities of which we are part. Sidley Austin is pleased to announce that Penny Reid, gen- eral counsel and part- ner in the law firm’s Dallas office, has been selected by the Dallas Association of Young Lawyers as the recipient of the 2019-2020 Outstanding Mentor Award. Ms. Reid was chosen for the award based on her efforts as a men- tor and leader of the Sidley Trial Academy, where she assists with teaching valuable trial skills to junior attorneys at the firm. Inside the firm, she professionally mentors the associ- Klemchuk LLP, a leading litigation, intel- lectual property (IP), and business law firm, announces that experi- enced trial attorney Bryan Haynes has joined the firm as Partner. Bryan is a trial attorney who has, in his 29+ years of practicing, tried more than 60 trials and arbitra- tions as lead counsel throughout Tex- as and across the United States. His practice areas include complex com- mercial disputes, intellectual property matters, fiduciary duty issues, corpo- rate “divorces”, and officer & director litigation. Trial lawyer Michael Lyons of Dallas-based Lyons & Simmons, LLP is one of just 52 plaintiffs’ attorneys honored by the National Law Jour- nal as “agents of change” who are re- shaping expectations on behalf of cli- ents nationwide. Mr. Lyons was se- lected to the publication’s 2020 list of Plaintiffs’ Lawyers Trailblazers based upon his groundbreaking work on be- half of clients involved in life-altering personal injury and wrongful death cases, as well as his proven record of obtaining outstanding results in high- stakes, high-exposure litigation. Fox Rothschild LLP welcomes Trey A. Mon- sour, joining the firm as a partner in the Finan- cial Restructuring & Bankruptcy Depart- SUBMIT PRESS RELEASES FOR NEXT MONTH’S TALK OF THE TOWN AT WWW.ATTORNEYATLAWMAGAZINE.COM/SUBMIT-NEWS/ AWARDS ANNOUNCEMENTS PRESS RELEASES EVENTS PROMOTIONS ACTIVITES HONORS RECOGNITIONS TALK TOWN of the Bryan Haynes Lee Szor Joe AcostaPenny Reid Mike Lynn Michael Lyons Trey Monsour ATTORNEY AT LAW MAGAZINE · DALLAS· VOL. 7 NO. 2 28fice and industrial development, sales and leasing transactions. Ms. Alford joins as an associate from Mr. Pratt’s former firm and focuses her practice on real estate finance, financial ser- vices, and business and corporate transactions. Munsch Hardt Kopf & Harr, P.C. (Munsch Hardt) announced today the promotion of Ashley Aten, Thomas D. Berghman, Tiffany A. Harrod, Christopher M. Jordan, Jana M. Lambro, Nathaniel R. Martinez, An- drew McDonald and Austin R. Wyk- er from Associate to Shareholder. Ashley Aten (Dallas) is a member of the Firm’s Real Estate practice. Thom- as D. Berghman (Dallas) is a member of the Firm’s Bankruptcy, Restructur- ing & Insolvency practice. Jana M. Lambro (Dallas) is a member of the Firm’s Real Estate practice. Andrew “Drew” McDonald (Dallas) is a mem- ber of the Firm’s Real Estate practice. Austin R. Wyker (Dallas) is a member of the Firm’s Joint Ventures, Tax and Corporate & Securities practices. The Dallas commercial litigation and intellectual property law firm Caldwell Cassady & Curry has added experienced trial attorney Kevin Bur- gess as a principal. Mr. Burgess joins the firm with a track record of more than two decades representing clients in business disputes and patent in- fringement lawsuits. A veteran of multiple federal court cases in differ- ent states, Mr. Burgess also regularly represents clients in matters before the U.S. International Trade Commis- sion. Karen Danielle Mc- Cloud, who passed away on April 9, had recently commenced her role as First Vice President to the Dallas Bar Association, and thus put in her line to serve as DBA President in 2022. This final role followed years of exceptional involvement and service to the Dallas Bar and other legal orga- nizations, and to the community in general. Her service to the legal pro- fession and community was enor- mous and will not be forgotten. ates and junior partners, helps staff cases and looks to provide sought-af- ter opportunities to attorneys. Dallas-based busi- ness law firm Car- rington, Coleman, Sloman & Blumenthal has named trial lawyer Monica W. Latin as Managing Partner. Ms. Latin, who has been practicing at the firm for more than half of Carrington Coleman’s 50- year history, succeeds Bruce Collins who has held the position since 2013. Ms. Latin intends to maintain her ac- tive trial and appellate practice and will continue representing clients on a regular basis. As the first woman in Carrington Coleman’s top leadership role, she credits the firm’s namesake for the opportunity. Bradley Arant Boult Cummings LLP is pleased to announce that prominent busi- ness attorney David L. Pratt has joined the firm’s Dallas office as a partner, expanding the firm’s real es- tate, banking, and financial services prac- tices. Anna Lee Alford also joins the firm as an associate. Mr. Pratt represents develop- ers and operators in all as- pects of development trans- actions including land-use planning, construction, and lending matters; as well as the representation of land- lords and tenants in retail, of- AWARDS ANNOUNCEMENTS PRESS RELEASES EVENTS PROMOTIONS ACTIVITES HONORS RECOGNITIONS SUBMIT PRESS RELEASES FOR NEXT MONTH’S TALK OF THE TOWN AT WWW.ATTORNEYATLAWMAGAZINE.COM/SUBMIT-NEWS/ Awards • Announcements • Press Releases • Promotions Events • Activities • Honors • Recognitions Anna Lee Alford David L. Pratt Karen McCloud Monica W. Latin I can think of 401 reasons to I can think of 401 reasons to congratulate Eric on thiscongratulate Eric on this well deserved recognition!!!well deserved recognition!!! Bravo!!! Well done my friend!Bravo!!! Well done my friend! - Ramona -- Ramona - I can think of 401 reasons to congratulate Eric on this well deserved recognition!!! Bravo!!! Well done my friend! - Ramona - AttorneyAtLawMagazine.com 29Next >