Book review - Juggling the Big 3 for Lawyers: Brand, Business, Leadership
Relatively few books have been written with assistant solicitors in mind, about how to succeed at the business of being a lawyer, looking at the human side of progressing one’s career within a law firm. Fewer still have devised a programme for so doing that runs alongside a book. This book does both.
Whilst very clearly a book written for lawyers, by a lawyer, the style is informal, fresh, and readable. Those expecting the strategic gravitas of Richard Susskind should look elsewhere; although the book refers to management theories, this is a practical book. It is illustrated not just by anecdotes drawn from Overhaus’ own career, in US tech firms and a Magic Circle firm, but also from case studies drawn from business, politics, and the law, whilst the glossy text is also full of diagrams, cartoons, and graphs; all of which reinforce the points being made.
Overhaus writes with refreshing candour about a perceived lack of awareness lawyers have about what will bring them long-term success. Given a recent YouGov survey showed that success means partnership to assistants, despite prospects in top London firms falling by 30%, according to The Lawyer, the need to sharpen skills and attributes up is key.
As Overhaus says, young lawyers can learn this reality too late. Whilst associates are expected to prioritise billable hours and immediate client demands, they can be caught out in the need to develop a business case for partnership. The alternative is that either they do not realise their goal of partnership, or in making partner, later fail. The absence of partnership sends a message to younger generations that their investment will not pay off.
Despite recession, many still believe this worth the risk; and Overhaus believes that with the right awareness and training, partnership is possible. Her approach is that of a mentor; she aims to pass onto readers ‘a career-building plan to develop your personal brand, a thriving business, and leadership excellence’.
Overhaus sets out a systematic process for readers to achieve their specific goals, beginning with a range of self-assessment exercises that provide awareness into their unique strengths and the things that naturally motivate them. It helps the reader to develops their skill-sets, and encourages them to take responsibility for their own career. The target market is probably those in the 0-5 year PQE range, as a primer; or for those 5-10 year PQE range, as a necessary refresher.
The book is methodical and accessible, but cannot be skimmed at random; at 537 pages long, it is not lightweight. The author’s American antecedents are easily discernable throughout the book, albeit the lessons passed on are common to a UK audience, and it is perhaps more relevant to those associates in medium to large sized firms.
Whilst it would be easy to decry the tone as being too earnest at times, Overhaus’s belief that every lawyer - regardless of personality and strengths and weaknesses - can master the skills to for success, is laudable, and she spells out how to master them, in language associates will understand.