Last week a young attorney I coach asked why I left the practice of law to pursue a career in psychology and professional development. The answers to such questions are never simple.  A lawyer friend died suddenly. I realized that life is short and offers no guarantees. I started thinking about what made me happy. When I put it all together, I was not a happy lawyer and it seemed unlikely this would change.  

I had what many would consider a great practice as a partner with an AmLaw 200 firm. I worked with good smart people. I had plenty of clients with good work. But ultimately, to be a happy lawyer and a strong lawyer, I believe you must love practicing law. Although many of my partners did, I did not.  

Where does happiness and well being come from?  A few years ago, I had the good fortune to participate in Dr. Martin Seligman's Authentic Happiness coach training program. In his latest book, Flourishing, Seligman, a Professor at the University of Pennsylvania and former President of the American Psychological Association, proposes that the good life, one in which individuals and the planet flourish, is one in which "well being" is maximized.  Well being is comprised of five elements (known by the acronym PERMA):

1. Positive Emotions:  Simply put, good feelings.  For example,feeling joy, gratitude, serenity, interest, hope, pride, amusement, awe or love. In the moment as you work, how often do you feel these feelings? As a lawyer, I did not feel these enough. My former law partner Emily Parker often talks about the fun she has practicing law and how important it is to keep that in a firm's culture. 
2. Engagement:  Becoming so immersed in an activity that you lose time and are in "flow." When I started reading books on psychology and human behavior, I lost time.  I found myself reading dense texts for fun in a way that I  had never experienced with law books.  To this day when I coach my clients or lead a retreat, the time seems to fly by. By contrast, one of my lawyer friends became totally immersed arguing about the law when on vacation with her lawyer boyfriend. That told me I was in the wrong space. What parts of your practice put you in flow?  How can you get more of that in 2013? 
3. Meaning:  Contributing your gifts and strengths to something bigger than you.  As a young lawyer I took a pro bono case.  I found that I was much more interested in helping my client at an emotional and motivational level than I was in her legal issues. Being her lawyer, did not bring me satisfaction even though I thought it should. I contrast that with the great pleasure some of my lawyer colleagues find in righting a wrong for pro bono clients. For example Jones Day partner Sally Crawford takes joy and pride in being known as the "queen of pro bono." Over her career, Sally has devoted countless hours to serving pro bono clients and derived great satisfaction from this work. 
4. Relationships: Satisfying relationships with others. Positive relationships with colleagues and clients kept me in law for ten years. To this day, my best friends are the lawyers and clients I met in those early years. If you are working with great people, you know the importance of what I'm talking about. If not, how can you change that? How do you make time for positive relationships with colleagues, clients, friends and family?
5. Accomplishment: Humans have a drive to accomplish.  Of course accomplishment comes in many forms. For me, accomplishment is about helping others succeed and mastering new skills.  It just makes me feel great. Lawyers who love their work take joy in accomplishment on behalf of their firms and clients and love meeting new challenges.

A final word about well being and happiness. A strong body of research demonstrates that people who maximize PERMA in their lives, are healthier, happier and more successful. As you set your work goals for 2013, how will you create a life of happiness and well being?  

I love hearing and sharing insights from successful professionals.  Thanks to Laura McClellan, Partner at Thompson & Knight for today's post.  

Eight Specific Actions You Can Take to Evidence an Ownership Mentality

by Guest Blogger Laura McClellan

If you are an associate seeking advancement through the ranks to partnership – or, for that matter, a partner seeking to excel in that role – what are some specific actions you can take that demonstrate an ownership mentality?

1. Volunteer for, and follow through on, non-billable tasks that benefit the section and the firm (e.g., provide meaningful service on committees; help with retreat planning and execution)
2. Initiate client relations/business development activities. Cultivate sincere relationships with the clients you have contact with. Invite them to lunch. Think of them when your firm sponsors an educational seminar that might be of interest to them; invite them personally, and then attend and sit with them. Introduce them to colleagues in other practice areas.
3. Do your tasks efficiently and well, spending the appropriate amount of time on the work and staying aware of clients’ concerns about the cost of legal services.
4. Think ahead – what else needs to be done? Don’t just sit in your office waiting for the next assignment. We can make ourselves important to our clients by making their jobs easier; you show your supervisors that you can do this for clients (and thus earn more responsibility) by making your supervisor’s job easier.
5. Be a problem solver, not only a problem identifier. If you run into a question you’re not sure about, put some thought into possible solutions before going to the senior attorney – not “Here’s this problem; what do we do?” but “Here’s the problem; I think we could solve it by doing x or y or z.”
6. Be available and responsive. Clients want to know they can reach you when they need you, and that you’ll answer them promptly when they have questions. This is important at all times, but especially during a closing or other crisis
7. Communicate. Keep the client (and/or your supervisor) in the loop. Copy (or bcc) them on email and other correspondence. Don’t wait to be asked about status; provide updates regularly. This matters to clients, so it matters to owners – just because you know everything’s under control doesn’t mean they know, so check in with them before they call or email asking what’s going on with their project.
8. Honor your word. Never fail to meet a deadline or to do what you say you’ll do. In the early stages of your career, you’ll be given small pieces of a project to work on, often in the background. Senior lawyers will gladly relinquish more and more responsibility for matters if and when you show that you are both competent and 100% reliable. You show this by doing the things described above.

What have I missed? Can you suggest other “best practices” for cultivating and demonstrating an ownership mentality in your industry or profession?

Laura McClellan is a partner in the Dallas office of Thompson & Knight LLP, where she focuses her practice on real estate and real estate finance.  She is a fellow in the American College of Mortgage Attorneys and has been named in The Best Lawyers in America by Woodward/White Inc. (Real Estate Law, 2012).  Laura blogs from time to time at Real Estate Law Blog and can be reached at Laura.McClellan@tklaw.com.

Tracy Spore is President of the Dallas Association of Legal Administrators and Office Manager at Bowman & Brooke Dallas. Tracy asked me to advise her professional group on how they can help develop young lawyers. Her request reminded me of how tough it was for me starting out as a new lawyer and how much support I received. I hope the article for DALA, which is exerpted below, will offer some helpful ideas for legal professionals who work with new lawyers:

Attorney Development:  Is There an App for That?

Compared to many other entry-level professionals with whom I've worked, new lawyers are less prepared to practice their craft.  Until our IT departments come out with a smart phone application to bring them along, they will need your guidance just as I did.  Here are a few ideas for how to do just that:

1. If you have the good fortune to work for a firm with personnel dedicated to lawyer development, look for ways to team with them to grow young lawyers.  As Chief Development Officer with a large law firm, I worked closely with my firm’s administrative leaders to make sure our lawyers got the full benefit of the training and resources available to them.  Our efforts ran in both directions.  I worked hard to make sure new lawyers received the full benefit of our technology and knew how to work better with our staff.  Our IT group, HR and staff leadership worked with me to make sure that I hit the right chords with our new lawyers in preparing them to effectively work with all of our firm’s resources, especially our incredible human resources.
2. Point new lawyers to the local bar association for great development resources. Local bar associations provide great resources for new lawyers.  For example, the Dallas Bar Association offers a year-long structured transition to law program that pairs an experienced lawyer mentor to each new attorney.  In addition local bars often discount membership fees for new lawyers, making bar membership a bargain.  If your firm does not have a formal training program, this resource will be particularly valuable.
3. Understand lawyer personalities.  As a group, lawyers are more time urgent, pessimistic, skeptical, sensitive to criticism and independently minded than the typical person.  I recommend taking a look at Dr. Larry Richard’s article Herding Cats: The Lawyer Personality Revealed to learn more. For those of us working with lawyers, tact, responsiveness to time demands, resilience and adaptability go a long way towards forging relationships. 
4. Be a Mentor.  Firms often understand the need for attorney mentors. I would take it a step further. Newer attorneys need business mentors as well. This person may well be you. 
5. Use a coach to manage individual and firm developmental challenges. When people and organizations need to change to meet the demands of the marketplace, good coaches can often get them there more quickly and with less effort. In many corporations, coaching is an investment made in top leaders and high potentials to help the organization grow and thrive. You can find more information on lawyer coaching in my American Lawyer Daily article, Do Lawyers Need a Coach?
6. Ask new lawyers if they want to know more about the business of law.  When a new lawyer comes to you for help in opening a file, running a conflict, understanding billing and collections, dealing with a personnel issue, etc., it’s a great time to ask if they would be interested in knowing more about how this particular aspect of the practice works. 
7. Client Development is key. The biggest complaint I receive from the young partners I coach is that they are ill prepared to develop clients and yet are expected to do so fairly quickly after entering the partnership. Engaging your marketing personnel, senior lawyers and others in helping young lawyers understand business development early in their careers is critical for their long-term success and for that of your firm. 
8. Encourage your staff to offer help when they see a better way. In my experience lawyers are not very good at asking for help in understanding what they do not know. Reinforce to young lawyers the wisdom that your staff provides and the firm’s expectation that they will respect and utilize the wise people you have put in place to help them. 

In today’s fast paced and constantly changing law firm environment, young lawyers must hit the ground running and develop quickly. And yes, there is an app for that;  it’s you. 

Photograph by Victor1558.