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There are lots of social networks out there.  LinkedIn is the main social networking site for business networks, and the site allows people to post recommendations for other people in their network.  Many people look at this as an innocent way to build their network and strengthen their relationships, thus most recommendations are positive.

Many management-side attorneys are beginning to see problems with managers or employers using the site to post recommendations for employees, however, according to the National Law Journal

You're Fired. Oh, and You're Welcome.

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Dan Slater, the former writer of the Wall Street Journal Law Blog, has an interesting piece in today's New York Times called "In Praise of Law Firm Layoffs".  In the article, Slater makes the argument that the current wave of layoffs that is currently sucking thousands of attorneys down in the undertow is actually the best thing to happen to the legal profession in a long time.

Slater first lists the benefits to corporate counsel who have long suffered through law firm compensation models that emphasize the quantity of billable hours over the quality of the work product.
Howrey LLP will employ a novel strategy for some of its first year associates arriving in September that will save the firm money and allow it to both keep the flow of new talent coming in and train the new associates as they go.  It will also allow the firm to forego the deferrals that have raised the ire of many law school graduates and tarnished the once-golden reputations of many of the elite BigLaw firms.

The firm will lower some of its first years' salaries and place less of an emphasis on billable hours.  Instead, the firsties will "spend only one-third of their time in their first year on billable client work. The rest will be spent on pro bono work and training programs," according to the JD Journal.
You work hard to make your money, especially in tough times when business can be hard to come by.  The last thing you want is for a partner or employee to steal money from the cookie jar while you're concentrating on representing your clients.

Unfortunately, if you're a small firm or solo attorney, it's much more likely to happen to you than it is to a large or mid-size firm.

This article is by Kristopher Klein, J.D. of InOutsource. For more author information, please see below.

Conflicts of interest surrounding the "lateral" movement of attorneys from one firm to another have proven to be a risk management challenge for many firms today. One of the more uncertain aspects relates to conflicts created by laterals' former clients that do not come to the hiring firm. For example, Attorney was formerly with Firm A, where she did work for Company A, drafting and negotiating a supply contract with Company B.  Attorney then takes a job with Firm B, which is representing Company C adverse to Company A in a contract dispute over a similar contract.  Despite the fact that Company A is the lateral's former client and will not come to Firm B with Attorney, Attorney may have information the firm could use to the detriment of this former client. 

To prevent restrictions on practice, while at the same time reducing clients' limitations on choice of lawyer, states have adopted rules providing mechanisms to prevent imputation of conflicts brought about by laterals' former clients. Although these rules vary among jurisdictions, they typically allow firms to construct so called ethical screens to prevent imputation under limited circumstances. This past February, in a long awaited, while at the same time highly debated shift, the ABA's governing body modified Rule 1.10 of the Model Rules of Professional Conduct, to allow screening to prevent imputation of conflicts brought about by laterals' former client relationships. While not authoritative in itself, this ABA rule change has the potential to influence remaining states to adopt similar provisions.

Do you have attorney employees that you need to get rid of, but you feel bad about cutting them off in such an abysmal job market?

Well, then do what Mayer Brown did: farm them out to your clients' legal departments!
As you expand your firm, you may discover the temptation to structure your operations like one of the top 100 firms, especially if you are a refugee from BigLaw yourself.  It's what you know, after all.

A piece in the June issue of The American Lawyer suggests that the real model for a successful, fulfilling law practice isn't in New York, Chicago or LA - it's in the Rocky Mountains.

While most of the piece is a scathing assessment of BigLaw, the author, Susan Beck takes a moment at the end to extol the virtues of a relatively unknown firm, Holland & Hart LLP.

ABA Makes Its Suicide-Prevention CLE Freely Available

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Hopefully, yesterday's post about the state of the legal market in the first quarter of 2009 only strengthened your resolve to roll up your sleeves and drum up some business. 

If, on the other hand, you or anyone you know has been feeling down for economic or professional reasons, you may want to take a look at this: "What Lawyers Need to Know About Suicide During a Recession" is a free download available from the American Bar Association that covers what employers should know in order to help employees or clients who exhibit signs of suicidal behavior.

Is Your Office Ready for the Next Swine Flu?

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So it looks like the swine flu is on the wane.  So far, swine flu hasn't turned out to be as virulent as people feared, and the precautions people took in response to early reports of the disease's spread have helped to prevent the outbreak from turning into a pandemic.

But experts urge that there is still a chance that the organism could evolve into a more virulent strain.  The Southern Hemisphere is just beginning its flu season, and epidemiologists are eying the spread of the disease there with great concern.

Are Women More Difficult Bosses for Female Attorneys?

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An article by Vivia Chen that's appearing in May's issue of The American Lawyer, titled "The End of Sisterhood," asks the question whether its harder for female attorneys to work for another woman than it is to work for a man.

In the piece, Chen mentions the results of a recent study by the American Bar Association that found that a majority of female attorneys under age 40 prefer a male boss.  She contrasts that sentiment with the growing movement among female attorneys to band together in order to create more opportunities for women within the male-dominated legal profession.