I practiced at a large law firm for nearly seven years before I launched my own business.  Near the end of my practice, some of the key issues we discussed routinely as women in the firm included work/life balance, salary equality, promotion to partner, and related topics.  These issues become exceedingly relevant as women associates approach the threshold for making partner.  There are relatively few women partners, and fewer who manage career and life outside of work with ease - it is natural, then, to question whether there is any realistic possibility for doing it differently.  

There is so much to be said here, and I look forward to Sarah Villaneuva's upcoming posts on these and other issues.  In the meantime, however, I thought I would take a small step back and identify some of the key issues that routinely impact new women lawyers early in a legal career, long before the larger issues become pressing.  

In my work with law students and new lawyers, I am sensitive to the nuances of the new lawyer experience.  For all new lawyers, there is a transition period.  Often, this transition period involves substantive and interpersonal challenges.  And for new women lawyers, there are additional nuanced scenarios that further impact the new lawyer experience. 

Three recurring scenarios in particular come to mind: 

1. Not having a voice 

New women lawyers routinely struggle with feeling as though they do not have a voice in their legal practices.  This is in part a function of being a new lawyer generally – it takes time and effort to earn an audience of your colleagues.  In addition, in a law firm setting in particular, it is not uncommon for a woman lawyer to participate in meetings – formal or informal – with strictly men.  For some, this can be intimidating.  And finding a voice in this situation can be challenging.

In this scenario, the best approach is to think holistically.  In advance of the meeting, prepare.  Research the case law or client or fact pattern, as the case may be, and make notes of key information.  Arm yourself so that, in the event there is a question, you may well be the only person who can credibly answer.  In the meeting, take copious notes.  Observe how experienced attorneys conduct themselves.  Make thoughtful contributions where possible.  And if, after the meeting, you feel you were not able contribute as substantively as you would have liked, approach one of the meeting participants and engage him or her in a short follow up conversation about the meeting.  Be engaging and insightful.  Offer to do any follow up work, as necessary.  This way, you are building relationships slowly but meaningfully.  In time, and with enough relationships built, you will undoubtedly have a voice.

2. Questioning an office relationship  

Lawyers spend an inordinate amount of time at the office, and even more time corresponding with colleagues via email, telephone, etc.  As a result of this proximity, if nothing else, many significant mentorships, friendships, and other relationships are formed.  And developing relationships with other attorneys in your office is one of the most important things you will do in your early career. 

There are instances, however, where an office relationship feels qualitatively different from the general tone of the rest of your office relationships.  Perhaps the email correspondence is too frequent or personal in nature.  Perhaps the stops by your office come more regularly than the work would suggest.  Something about the relationship raises a question for you.

I hope you are never in this situation.  In the event you are, however, there are some simple ways to handle it.  First, take a reasonable and measured approach.  Do not gossip or speak badly about the attorney.  Instead, redefine the relationship subtly.  Set your boundaries.  Consider responding to any social emails during work hours, only, if you need respond at all.  If the attorney stops by your office for a reason other than to discuss work, make clear that you are in the middle of something, or on a tight deadline.  Take a tempered, but direct approach.  Define your own expectations of an office relationship.  (Of course, if things escalate, seek guidance and assistance from a mentor, HR personnel or managing partner in the firm.)   

3. Not identifying with women leaders in the firm  

Often, new women lawyers express that they do not identify with the successful women in their offices.  Not only is there typically an age gap, there is also a gap in working style, work/life priorities, etc.  

Whether the disconnect is perceived or real, there are some ways to narrow the divide.  As a new lawyer, make an effort to get to know the top women practitioners in your office.  Be inquisitive and interested in who they are. Try to formulate a mentoring relationship.  Seek their guidance about ways to find success in a legal career.  Work to earn their friendship and trust.  As is true with all relationships, a simple conversation can change the dynamic entirely. 

Desiree Moore is the President and founder of Greenhorn Legal, LLC. Greenhorn Legal offers intensive practical skills training programs for law students and new lawyers as they transition from law school into their legal practices. Ms. Moore is also an adjunct professor at Loyola University Chicago School of Law and was an associate at the law firm of K&L Gates. She can be found on Twitter at @greenhornlegal. Join Desiree for a live, career-defining CLE seminar this month in Chicago, Illinois.