Learning to Serve Their Clients' Needs
from
July/August 2007
by Jennifer Doll
Eight young attorneys at the top firms discuss their most important lessons about corporate law and corporate clients. One recurring theme: Know the business as well as the business law.
Getting Down to Business
I’ve learned that you need to not only understand the law but also your client’s business. You don’t have to be a J.D./M.B.A., but you have to have a working knowledge of business finance. You should look further than the assignment and try to gain a grasp of what’s happening behind the scenes. You don’t just want to be a lawyer who documents transactions; you want to provide business and ethical guidance.
Robert McGrail
, 29
Akin Gump Strauss Hauer & Feld
Dumb, Not Dumber
One essential lesson I have learned is to always ask the “stupid” questions, but not to ask the same stupid question twice. Knowing what you do not know is often more important than understanding what you do know. Another important lesson I’ve learned is to be responsive. A simple e-mail or quick phone call to let the client know the status of a deal or the progress of an assignment not only affords them some peace of mind but also helps me stay on top of projects.
Iciar Garcia
, 27
Baker & McKenzie
These Boots are Made for Learning
Early in my career I was more document-centric. Whether it was revising an agreement, reviewing an SEC filing, or drafting a disclosure schedule for an asset purchase, my focus was on the document by itself. I’ve since recognized the importance of putting myself in the client’s shoes and looking at the big picture. Meeting management executives and members of the board of directors gives me a great appreciation for the knowledge, expertise, and work at a company. Now my advice is tailored to each client’s needs, and documents are drafted based on the client’s unique situation.
Eric L. Martin
, 31
Fulbright & Jaworski
Thanks for Caring
I’ve learned that clients can tell when you have a meaningful appreciation for their business needs and perspectives, and I think they are grateful when you incorporate such appreciation into your representation, no matter where you fall in the hierarchy. The focus at all levels should be on getting the deal done and done well.
Yomi Ademola
, 27
Weil, Gotshal & Manges
No Deal is an Island
Clients don’t always fill you in on their long-term strategy, so you have to do your own due diligence. In M&A in particular, you must understand the context of a deal in order to know how important the acquisition is to the client. When you understand the strategy beyond the deal, you will best help a company move forward.
Heather Davis
, 31
Covington & Burling
What They Don't Teach in Law School
You may come out of law school with an understanding of the securities laws and Delaware case law, but one of the most important disciplines for a corporate attorney is also one of the most neglected in school: understanding your client’s motivations. The “why” behind the work we do for our clients is integral. Recently, for example, a client was making an investment in a company. The reason was to gain access to a certain material asset of the company. This intimate understanding of our client’s interests enabled us to craft a creative legal deal that met all of the client’s needs.
Jamie A. Greenberg
, 26
Gibson Dunn & Crutcher
Please Be Happy to Make My Acquaintance
I have learned the importance of first impressions. If you make a bad first impression, word spreads quickly. For female attorneys, it can be especially difficult to recover, whether from a perception of being timid and weak or of being overconfident and unreasonable. Err too far on the side of humility and clients may not be sure you have the ability and judgment to be an effective advocate for them; err too far on the side of confidence and you can come off as arrogant, conceited, and condescending.
Melissa Wright
, 29
O'Melveny & Myers
The Nuances of a Deal
I’ve learned how important it is to research a client. Right now, for example, I’m in the middle of an assetpurchase deal in which a client is buying intellectual property. We’ve come across information that shows that the people may not actually own portions of what they intend to sell to the client. At first glance, this can be something that could derail the deal, but it depends on what our client intends to use the intellectual property for and what aspects of it are most important to our client. To provide great client service, we have to understand what the client values most.
Mariam Sattar
, 29
Wilson Sonsini Goodrich & Rosati
