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Big Law Life: Daily Summaries Delivered
by Laura Terrell
On Big Law Life, Laura Terrell and her guests discuss the strategies, steps, relationships and communications you need to navigate the world of large global and national law firms, from the perspective of lawyers, business and legal professionals, in-house counsel, and others with experience working in and around this environment. Laura dives into what you want to know about BigLaw but didn't learn in law school and what wasn't covered in your law firm orientation. To learn more about how she works with attorneys and to access her blog and resources, go to www.lauraterrell.com
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- 2 days ago17 min
#145: The BigLaw Career Shift From Matter Lawyer to Trusted Advisor
In this episode, I discuss one of the most revealing business development metrics in BigLaw: when something happens with a client, who do they call? Revenue, origination, pitches, and repeat matters all matter, but they do not always tell you how deep a client relationship really is. A senior associate may be trusted to run an important matter, a newer partner may be the person a client calls when a problem arises, and an established partner may become one of the first people the client calls before they even know what the legal issue is. Those are very different levels of relationship responsibility, and they tell you a great deal about whether you are simply handling matters or actually building a practice. I explain how to think about the progression from matter responsibility to problem responsibility to relationship responsibility, and why that progression matters to both your career and your economic value to the firm. I also discuss why getting a second matter is not necessarily the same as deepening a client relationship, how to tell whether clients are beginning to rely on your judgment rather than just your execution, and why being the person who connects clients to the right lawyers across the firm is often more valuable than personally handling every piece of work. Finally, I explain how to use a simple set of questions to evaluate your own client relationships: who calls you, what do they call about, how early do they involve you, who else do they call, and what happens after that conversation. At a Glance 01:20 Why "who calls you?" may reveal more than traditional business development metrics 03:05 How to think about matter-to-client conversion 04:16 Why a second matter does not necessarily mean you own the client relationship 05:12 How client calls change as lawyers become more senior 06:43 The shift from matter responsibility to problem responsibility 08:21 What relationship responsibility looks like for an established partner 09:32 Why origination credit alone may not reflect the strength of a client relationship 11:15 How to evaluate whether a matter is turning into a broader client relationship 12:45 The signals senior associates should watch as client trust develops 14:42 Why being extremely busy with a client does not necessarily mean you own the relationship 15:32 The five questions to ask about who calls you 16:20 Why a practice is a collection of relationships that produce matters For Apple Podcasts, click here, scroll to the bottom, tap to rate with five stars, and select "Write a Review." Then be sure to let me know what you loved most about the episode! Also, if you haven't done so already, follow the podcast here! For Spotify, tap here on your mobile phone, follow the podcast, listen to the show, then find the rating icon below the description, and tap to rate with five stars. Interested in doing 1-2-1 coaching with Laura Terrell? Or learning more about her work coaching and consulting? Here are ways to reach out to her: www.lauraterrell.com laura@lauraterrell.com LinkedIn: https://www.linkedin.com/in/lauralterrell/ Instagram: https://www.instagram.com/lauraterrellcoaching/ Show notes: https://www.lauraterrell.com/podcast
- 1 weeks ago26 min
#144: How BigLaw Firms Measure Your Book of Business
How BigLaw firms actually measure a book of business matters, and a $1 million book can mean very different things depending what sits underneath that number, as well as where you are in your partnership tenure. A homegrown partnership candidate, a newer partner, an established senior partner, and a lateral partner may all report the same amount of business, but the firm is evaluating something different in each case. For a partnership candidate, the firm may be looking for evidence that the lawyer can eventually build a meaningful practice. For a newer partner, it wants to see whether predicted business is beginning to materialize. For an established partner, the focus shifts toward actual originations, collections, profitability, durability, leverage, and growth. And for a lateral, the question is how much of the claimed book will actually move with the lawyer to the new firm. In addition, the makeup of your book is really critical. I break down seven questions firms use to understand what a book of business really represents: whether the revenue is real and collected, who actually owns the client relationship, how concentrated the work is, whether the business is repeatable, how profitable it is, whether it can scale, and what additional work the client relationship creates across the firm. I also explain why trajectory matters as much as the current number. For instance, a newer partner with an $800,000 book that has grown steadily from $200,000 may present a very different story from a partner whose $1 million book has declined from $2 million over the same period. The most useful question is not simply how large the book is today, but what kind of business has been built, whether it has room to grow, and where it appears to be heading. At a Glance 01:20 Why the same size BigLaw book of business can mean different things at different career stages 03:02 What firms look for when evaluating a homegrown partnership candidate's business potential 04:29 How expectations change for established BigLaw partners 05:20 Why firms scrutinize a lateral partner's claimed book differently 08:01 What counts as real revenue when measuring a book of business 09:02 Why running a client's matters does not necessarily mean you own the relationship 11:04 How client concentration changes the risk profile of a book 12:03 Why repeatable business matters more than a single large matter 13:00 How profitability and scalability change the value of the same revenue number 18:41 Why cross-selling and creating firmwide client relationships increase institutional value 20:50 Why firms care about the trajectory of your book, not just its current size 22:59 What senior associates and newer partners should focus on before they have a large book For Apple Podcasts, click here, scroll to the bottom, tap to rate with five stars, and select "Write a Review." Then be sure to let me know what you loved most about the episode! Also, if you haven't done so already, follow the podcast here! For Spotify, tap here on your mobile phone, follow the podcast, listen to the show, then find the rating icon below the description, and tap to rate with five stars. Interested in doing 1-2-1 coaching with Laura Terrell? Or learning more about her work coaching and consulting? Here are ways to reach out to her: www.lauraterrell.com laura@lauraterrell.com LinkedIn: https://www.linkedin.com/in/lauralterrell/ Instagram: https://www.instagram.com/lauraterrellcoaching/ <p di
- 2 weeks ago16 min
#143: Can You Change Your Reputation in BigLaw?
Why do some negative professional impressions fade quickly while others can follow a lawyer for years? And what can you can do when an outdated reputation begins affecting your opportunities? In BigLaw, reputations are often formed from relatively small samples of behavior, particularly as teams become more distributed and partners have fewer repeated interactions with individual associates. A single difficult matter, missed deadline, or awkward client interaction may disappear with time and better performance. But sometimes an isolated event moves quickly from an event to a perceived pattern to an identity: "She struggled on this matter" becomes "She struggles with complex matters," or "He did not handle that client call well" becomes "He is not good with clients." I explain four factors that make reputations particularly difficult to change: repeated behavior, repetition of the description itself, the severity of the underlying issue, and the influence of the person who formed or continues spreading the impression. I also discuss one of the biggest problems lawyers face when a reputation becomes entrenched: that it can begin limiting the very opportunities they need to prove it wrong. If partners believe you are not good with clients, they may stop putting you in front of clients. If they believe you are not ready to run matters, you may stop receiving matters to lead. At that point, reputation is no longer simply describing your career. It is actively shaping it. I also explain how to determine whether the reputation you fear actually exists before trying to fix it. Rather than interpreting one staffing decision or stray comment as proof, talk with people who know what is being said when you are not in the room and ask specifically where people see you as strong, where they have reservations, and what gives them confidence or pause about your readiness for the next level. Once you identify a concern, determine how widely it is held, where it originated, whether it is based on multiple experiences or one person's opinion traveling through the firm, and whether the people who hold it have enough influence to affect staffing, evaluations, or promotion decisions. Finally, I discuss how to move from a vague label that you hear about yourself such as "not commercial" or "needs too much supervision" to learning what the specific behavior is underneath it, honestly assess whether that behavior is still true, and deliberately create new evidence that gives people a reason to update their view. And if your performance has changed but your firm's perception has not, I explain when it may be worth asking whether you are dealing with a development problem you can fix, a reputation lag you can overcome, or an environment that has stopped updating its assessment of you. At a Glance 01:20 Why one bad impression may disappear while another follows a lawyer for years 03:32 How one incident can move from an event to a pattern to an identity 04:45 How one partner's opinion can spread through a firm without additional firsthand evidence 05:13 Why some mistakes carry far more reputational weight than others 06:18 How a reputation can eliminate the opportunities you need to prove it wrong 07:15 How new evidence and influential advocates can help change an established reputation 08:58 The questions to ask people who know what is being said about you when you are not in the room 09:47 How to determine whether a negative perception is widespread, consequential, or already fading 10:30 Why vague feedback such as "not commercial" is impossible to fix until you identify the underlying behavior 12:04 How to deliberately create contradictory evidence and enlist credible advocates 12:28 When changing firms can create a genuine reputational reset 13:23 Five questions to ask when an old reputation may be affecting your career For Apple Podcasts, click here, scroll to the bottom, tap to rate with five stars, and select "Write a Review." Then be sure to let me know what you loved most about the episode! Also, if you haven't done so already, follow the podcast here! For Spotify, tap here on your mobile phone, follow the podcast, listen to the show, then find the rating icon below the description, and tap to rate with five stars. Interested in doing 1-2-1 coaching with Laura Terrell? Or learning more about her work coaching and consulting? Here are ways to reach out to her: www.lauraterr
- 3 weeks ago21 min
#142: Why Easy-to-Brief Lawyers Stand Out in BigLaw
In this episode, I discuss an underrated skill that can make lawyers significantly more valuable to partners and clients: being easy to brief. This does not mean knowing everything about a matter or immediately having the answer. It means being able to enter an unfamiliar conversation, listen through incomplete or disorganized information, identify what actually matters, and determine what still needs to be known before moving forward. In BigLaw, lawyers are often pulled into meetings with little context, asked to weigh in on issues they did not expect, or given only a few minutes to get up to speed. The lawyers who handle those situations well are often the ones who get invited into more important conversations. I explain why one of the biggest mistakes lawyers make when being briefed is interrupting too quickly with every question that occurs to them. Many of those questions will be answered if you keep listening, while others will turn out not to matter at all. I also discuss how to identify the real issue by listening for what the client keeps returning to, why the conversation is happening now, what is worrying them, and what they actually need from the lawyers in the room. I cover when it does make sense to interrupt, why gathering every available fact can become counterproductive, and how to distinguish between "What is there to know?" and "What do I need to know to handle what needs to happen now?" Ultimately, being easy to brief is about exercising judgment under uncertainty and becoming the lawyer who can enter a complicated situation, find the center of the problem, and help move it toward a solution. At a Glance 01:20 Why being easy to brief is an overlooked way lawyers add value 02:10 What it looks like when a lawyer can quickly get up to speed on an unfamiliar issue 03:36 Why you should resist asking every question that occurs to you during a briefing 05:13 How to listen long enough for complicated information to begin organizing itself 05:57 What to listen for when a client is giving you a messy or disorganized explanation 06:46 How senior lawyers and the dynamics in the room can provide additional signals about what matters 09:25 What to do when you still cannot identify the center of the problem 10:47 Why asking for every available document or fact can make lawyers harder to brief 11:52 The difference between what there is to know and what you need to know right now 13:29 Why good lawyering requires judgment even when you do not have complete information 14:20 How excessive "alignment" can turn a straightforward assignment into unnecessary work 15:56 Why maximum expertise does not always produce maximum value for the client 17:11 How being easy to brief can lead to more client exposure and career opportunities 19:10 A practical way to improve how you process unfamiliar information in real time 20:03 Why you do not have to know the most to become the lawyer everyone wants in the room For Apple Podcasts, click here, scroll to the bottom, tap to rate with five stars, and select "Write a Review." Then be sure to let me know what you loved most about the episode! Also, if you haven't done so already, follow the podcast here! For Spotify, tap here on your mobile phone, follow the podcast, listen to the show, then find the rating icon below the description, and tap to rate with five stars. Interested in doing 1-2-1 coaching with Laura Terrell? Or learning more about her work coaching and consulting? Here are ways to reach out to her: www.lauraterrell.com laura@lauraterrell.com LinkedIn: https://www.linkedin.com/in/lauralterrell/ Instagram: https://www.instagram.com/lauraterrellcoaching/ Show notes: https://www.lauraterrell.com/podcast
- Sep 9, 202619 min
#141: How BigLaw Partnership Promotion Committees Really Make Decisions
In this episode, I discuss what actually happens when a BigLaw lawyer's name goes before a partnership promotion committee and the decision points that illustrate what this group is seeing and concluding about you. By the time a senior associate, counsel, or non-equity partner reaches serious partnership consideration, the firm already knows the basic metrics: billable hours, utilization, realization, collections, matter experience, business development efforts, and prior evaluations. Those numbers may help determine who gets into the conversation, but the harder questions are about whether a candidate is ready to become an owner of the firm and contribute to its future. I explain why and how partnership committees focus on factors that numbers alone cannot answer, including whether clients trust you, whether other lawyers want to work with you, whether you can manage matters financially, build relationships, and help lead the firm. I also explain what you want to make sure you know and have ready beyond your partnership memo - including why internal advocates matter, especially when committee members may have little firsthand experience with you, and why specific examples of your judgment and client impact are much more persuasive than general praise. Finally, I break down how practice group needs, office priorities, firm economics, leadership succession, and the composition of the overall partnership class can influence promotion decisions. Partnership is not an exam where meeting every stated criterion guarantees promotion. It is an institutional investment decision shaped by years of performance, reputation, relationships, and the firm's view of where it needs to go next. At a Glance 01:20 What actually happens when your name goes before a BigLaw partnership committee 02:59 Why your partnership case is built years before the committee meeting 03:23 Why being an excellent lawyer is usually no longer the central question 04:13 How billable hours, realization, collections, and other metrics factor into the process 05:22 What partnership committees evaluate that the numbers cannot show 06:59 Why your internal reputation matters when committee members may barely know you 08:38 Why specific examples make stronger partnership advocacy than general praise 09:59 The future-focused questions partnership committees ask about candidates 11:15 How practice needs, office priorities, and internal dynamics influence partnership decisions 17:10 Why partnership is an investment decision rather than an exam you can simply pass For Apple Podcasts, click here, scroll to the bottom, tap to rate with five stars, and select "Write a Review." Then be sure to let me know what you loved most about the episode! Also, if you haven't done so already, follow the podcast here! For Spotify, tap here on your mobile phone, follow the podcast, listen to the show, then find the rating icon below the description, and tap to rate with five stars. Interested in doing 1-2-1 coaching with Laura Terrell? Or learning more about her work coaching and consulting? Here are ways to reach out to her: www.lauraterrell.com laura@lauraterrell.com LinkedIn: https://www.linkedin.com/in/lauralterrell/ Instagram: https://www.instagram.com/lauraterrellcoaching/ Show notes: https://www.lauraterrell.com/podcast
- Sep 2, 202617 min
#140: Practical Business Development for BigLaw Mid-Level Associates
Practical business development in BigLaw begins much earlier than most associates think. Mid-level associates are often told to focus on doing excellent work, meeting deadlines, and learning how to become strong lawyers, while client relationships and business development seem like responsibilities reserved for partners and senior associates. But even before BigLaw attorneys are expected to bring in revenue, they need to learn how to build professional relationships so that they even know how to have foundations for business. The partners with significant practices today did not suddenly develop networks when they became senior. Many of their most important relationships accumulated over years or decades and began when everyone involved was still relatively junior. I explain how mid-levelassociates can start building stronger relationship skills without trying to act like rainmakers too early. BigLaw gives lawyers access to many settings where meaningful connections can begin. The goal is not to collect contacts or turn every conversation into business, but to listen, follow up thoughtfully, and stay in touch. I also cover when to connect on LinkedIn, when to send a brief email, when to keep a partner informed, and why a relationship can be valuable on many levels. At a Glance 01:20 Why expectations change when you become a mid-level BigLaw associate 02:04 Why building a practice starts before you are expected to originate business 02:56 Why mid-level associates need to understand the business behind the legal work 05:25 The difference between building relationships and owning client relationships 06:41 Where future BigLaw opportunities often come from 07:50 How mid-level associates can create opportunities through existing relationships 09:15 Why having a client request you by name matters 10:12 How to spot potential client needs without independently pitching services 11:26 Why your professional reputation matters more at the mid-level 15:17 Why preparing for partnership starts years before you are considered For Apple Podcasts, click here, scroll to the bottom, tap to rate with five stars, and select "Write a Review." Then be sure to let me know what you loved most about the episode! Also, if you haven't done so already, follow the podcast here! For Spotify, tap here on your mobile phone, follow the podcast, listen to the show, then find the rating icon below the description, and tap to rate with five stars. Interested in doing 1-2-1 coaching with Laura Terrell? Or learning more about her work coaching and consulting? Here are ways to reach out to her: www.lauraterrell.com laura@lauraterrell.com LinkedIn: https://www.linkedin.com/in/lauralterrell/ Instagram: https://www.instagram.com/lauraterrellcoaching/ Show notes: https://www.lauraterrell.com/podcast
- Aug 26, 202614 min
#139: What Business Development Should Look Like for BigLaw Junior Associates
Business development in BigLaw begins much earlier than most associates thinkm but not in the way you might imagine or that your firm is suggesting. Junior lawyers are often told to focus on doing excellent work, meeting deadlines, and learning how to become strong lawyers, while client relationships and business development seem like responsibilities reserved for partners and senior associates. But long before lawyers are expected to bring in revenue, they need to learn how to build professional relationships. The partners with significant practices today did not suddenly develop networks when they became senior. Many of their most important relationships accumulated over years or decades and began when everyone involved was still relatively junior. I explain in this episode how associates can start developing those relationships without trying to act like rainmakers before their time. BigLaw provides access to conferences, client receptions, trade association meetings, fundraisers, pro bono events, and other settings where you can meet people you would not otherwise encounter. The goal is not to collect as many business cards as possible or immediately turn every conversation into a business opportunity - no matter what your law firm may be suggesting about how you immediately start building your network. What is really important at this stage is to learn relationship skills: how to meet people, ask questions, listen carefully, and notice when you genuinely connect with someone. I also walk through what to do after that conversation, including when to connect on LinkedIn, when a brief email makes sense, how quickly to follow up, what not to send, and how remembering a personal detail can be more effective than sending another client alert. I also explain when you should keep a partner informed about a new contact and why you should not judge the value of a relationship solely by whether that person could someday become a client. These may seem intuitive or they may seem like steps you have to thoughtfully consider in a hierarchal law firm environement. You don't want to overstep but you also want to learn how to develop relationships in a natural way that doesn't make you feel like you're instantly selling (you shouldn't be) or just shaking a hand and then moving on (you don't to just be doing that either). Developing the right habits for what it means to form relationships early makes business development more natural and gives you years to become more comfortable in buidling relationships before the pressure to generate work becomes truly critical. At a Glance 01:20 Why client relationships can feel inaccessible to junior BigLaw associates 02:19 Why "keep your head down and do good work" is incomplete career advice 02:38 Why developing business and developing relationships are different skills 03:02 How a casual conference conversation can become the beginning of a professional relationship even when an ask for work may be years away. 04:11 Why junior lawyers often hesitate to follow up after meeting someone 04:32 Why doing nothing because you are afraid of appearing presumptuous is the real mistake 04:51 Why business development begins years before anyone expects you to bring in revenue 05:23 How relationships that begin when lawyers are junior can become important decades later 05:54 Why access to conferences, receptions, and industry events is one of BigLaw's overlooked advantages for relationship potential 06:48 How to approach conversations when you are not yet responsible for generating business 07:12 Why you should follow up within days rather than waiting several weeks 07:38 How to write a personalized LinkedIn connection request that does not feel like a sales pitch 08:02 When a LinkedIn connection is enough and when a brief email also makes sense 08:26 Why your first follow-up should not include a client alert, brochure, meeting request, or sales pitch 09:08 How remembering personal details creates more meaningful reasons to stay in touch 09:28 Why lawyers should stop believing every follow-up needs to "add value" through legal content 10:20 When to tell a partner about someone you have met 10:43 How to build your own relationships while still contributing to the firm's client relationships 11:11 Why the firm does not need to be informed about every professional connection you make 11:32 Why you should not evaluate relationships solely by whether someone might become a client 12:25 A better way to measure success when attending conferences and professional events 13:17 Why developing relationship-building habits early makes business development easier later 13:56 Why junior associates should focus on becoming professionals people remember rather than trying to become rainmakers For Ap
- Aug 19, 202612 min
#138: The BigLaw Mindsets You Need to Leave Behind
In this episode, I discuss five things BigLaw attorneys often spend too much energy worrying about early in their careers and why those priorities should change as they become more senior. Office location, titles, billable-hour comparisons, being copied on important emails, and proving you are the smartest person in the room can all feel like important signals that you are succeeding. Some of those signals do matter at certain points in your career, but they become less useful measures of your value as you gain experience and better understand how law firms actually operate. The lawyers who continue to advance learn to distinguish between what feels important and what firms, partners, and clients actually value. I also explain how that shift changes the way you should evaluate your own career. Your office matters far less than the quality of the work and relationships you build. Your title matters less than whether it gives you the ability to influence decisions, lead teams, create opportunities, and earn client trust. Billable hours remain an important business metric, but once you are meeting reasonable expectations, the more significant question is what those hours produce for clients and the firm. I also explain why being copied on every email is a weaker indicator of importance than becoming the lawyer people call for judgment, and why leadership means moving beyond proving how smart you are and instead toward asking better questions, understanding what the client actually needs, and making the people around you more effective. Ultimately, career growth in BigLaw involves moving from external signals of achievement toward trust, judgment, relationships, business impact, and the ability to create value. At a Glance 01:20 Why BigLaw lawyers eventually need to rethink the signals they associate with success 02:09 How to distinguish what feels important from what actually affects your career 02:33 Why your office location becomes less meaningful as you advance 03:42 Why your work and reputation matter more than where you physically sit 04:04 How to evaluate a title based on what it allows you to accomplish 04:32 Why reputation and influence matter more than an impressive title 04:58 When focusing too closely on billable-hour comparisons becomes counterproductive 05:57 Why senior lawyers should ask what their hours are actually creating 06:49 Why hours are an important metric but never the entire story 07:11 Why being copied on important emails can create a false sense of significance 07:37 How to move from being included on communications to being called for judgment 08:26 Why being the smartest person in the room is not the same as being the most valuable 09:19 How leadership shifts from proving you know the answer to helping the team reach the best answer 09:50 Why career priorities move from external signals toward trust, impact, and relationships 10:39 How successful lawyers transition from proving themselves to creating value For Apple Podcasts, click here, scroll to the bottom, tap to rate with five stars, and select "Write a Review." Then be sure to let me know what you loved most about the episode! Also, if you haven't done so already, follow the podcast here! For Spotify, tap here on your mobile phone, follow the podcast, listen to the show, then find the rating icon below the description, and tap to rate with five stars. Interested in doing 1-2-1 coaching with Laura Terrell? Or learning more about her work coaching and consulting? Here are ways to reach out to her: www.lauraterrell.com laura@lauraterrell.com LinkedIn: https://www.linkedin.com/in/lauralterrell/ Instagram: https://www.instagram.com/lauraterrellcoaching/ Show notes: https://www.lauraterrell.com/podcast
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About Big Law Life
On Big Law Life, Laura Terrell and her guests discuss the strategies, steps, relationships and communications you need to navigate the world of large global and national law firms, from the perspective of lawyers, business and legal professionals, in-house counsel, and others with experience working in and around this environment. Laura dives into what you want to know about BigLaw but didn't learn in law school and what wasn't covered in your law firm orientation. To learn more about how she works with attorneys and to access her blog and resources, go to www.lauraterrell.com
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