PHILADELPHIA SENIOR ASSOCIATE CORPORATE M&A ATTORNEY
Immediate Need for a “Go To” Senior Associate Corporate M&A Attorney to directly interface and develop and close $30-$40-$100 million deals for leading law firm clients. Partnership opportunity. No Business Required. Extra-Ordinary work environment with lots of flexibility. Very Personally Rewarding. Practice includes handling mergers, acquisitions and dispositions of assets and of Fortune 500 companies, as well as small and medium-sized companies, including finance firms and private financial services and lending companies. Will be drafting and negotiating acquisition agreements, stock and asset purchase agreements, exchange agreements, stockholders agreements, IP consulting agreements, independent contractor agreements, privacy policies and software agreements. This is an opportunity to make a meaningful difference.
Once asked about how he prepared for a film role, Daniel Day-Lewis replied, “I don’t rehearse at all in film if I can help it. In talking a character through, you define it. And if you define it, you kill it dead.”
On the surface this may be interpreted as ‘Oscar winning actor doesn’t rehearse so why should I?’ However, anyone who knows anything about this Oscar winning actor will be aware that Mr Day-Lewis is the very personification of the technique known as method acting. He lives, sleeps and breathes his characters in a preparation process that can last for months.
So yes, he can get away without rehearsal. Those, however, who are not portraying the likes of President Lincoln in Lincoln, Christy Brown in My Left Foot and and Daniel Plainview in There Will be Blood but rather find themselves delivering deep analysis on the legality of agreements made by two or more parties where there is an exchange of some sort intended to take place to a niche audience of clients and peers cannot get away without rehearsal, that is, if they wish to deliver an effective presentation.
A successful delivery on stage is the result of many hours of preparation, and this will often include several renditions of the end speech, in various forms, as the speaker hones in on what works and what does not.
It’s not a glamorous process. Often these rehearsed speeches are delivered to inanimate objects – house plants are good listeners – but ideally to animate ones. An actual person who is able to give feedback is optimum here.
Yes you think you look silly, yes you get bored of the sound of your own voice and yes those around you might wonder at your soliloquising. But it is you who will have the last laugh.
1) Practice Makes Perfect
As with every cliché there is truth behind it. A written presentation is very different when spoken. That bit that really works on the page may well be a linguistic trip hazard on the stage; packed with too many syllables, misfiring alliteration and hidden layers of unintended confusion.
On the day, your delivery will be a key factor in the success of your presentation – when to pause for dramatic effect, when to raise your intonation to hammer home a point, when to slow down and fix your audience to emphasise a theme. Only by repeated practice will these subtle, but very necessary, tweaks become clear to you.
2) It’s a Question of Timing
An effective presentation has balance. It has a clearly measured beginning, middle and end. Crucially, that end will come at the prescribed finish time. If you’ve done your rehearsal you won’t even have to check the clock because you will know it ends on time. Note: Underestimating the amount of time your ‘set’ will take is one of the most common pitfalls to afflict our species since the invention of the microphone.
3) It’s Not a Question of Spontaneity
The speakers’ graveyard is littered with the carcasses of those who, often swept up with hubris, boldly pronounce that they don’t rehearse because that would remove any spark of spontaneity. Many will add for good measure, ‘besides, I’m always better speaking off the cuff.’ In my experience, you are statistically more likely to be mauled by a bear than be proved correct in this assumption (these odds differ if you are reading this in certain parts of Canada) and in any case, those who do ‘speak off the cuff’ tend to be the ones who have been at it for a good while and have developed their style and skill so they’ve already put in the hours.
4) More Slides, More Haste
Whenever you see a presenter skipping through several slides at once you can draw two conclusions: a) The speaker has probably not rehearsed their speech and has simply crammed in far more slides than is necessary; and b) The speaker has to cut their talk because the one before overran due to that speaker cramming in far too many slides which has resulted in a scheduling issue!
Rehearsing with slides will allow you to sort the wheat from the chaff so that each slide counts rather than hides. It also looks quite good when presenters can actually speak and ‘click’ simultaneously rather than giving the appearance of a toddler trying to grasp how a new toy works that is in reality more suitable for an older child.
5) Rehearsal Means Relaxed
Giving a presentation is a daunting occasion for many. Far less daunting if you have prepared for the occasion however. It is highly likely that during your rehearsals you won’t have had had a perfect run; you will have got confused, fluffed your lines, missed whole sections out, forgotten to change slides and lost and added minutes. However, cometh the hour, your rehearsal and practice will be the making of you.
All that repetition will have formed a brain muscle memory. On stage you will be delivering with an effortless ease and dreaming of your own Oscar-winning performance. And you don’t even have to get into character.
“Dressing up for work continues to go out of style,” says Brandi Britton, District President at OfficeTeam Los Angeles.
Chances are if you work in an office today, your attire is more casual than ever before.
Reasons for the Continued Casualization of the Workplace
Competitive job market.
Since more than half of job seekers said a company’s dress code is either very important or moderately important when it comes to accepting a job offer, companies are using flexible dress codes as a way to attract talent…especially Millennials.
Rise of remote working.
Working at a coffee shop, co-working space, or at home alleviates the need for dressing formally.
Increased visibility and awareness.
Instagram, Snapchat, YouTube, etc. provide outsiders an inside look into the culture and dress codes of other companies around the world. This increased exposure has instilled new expectations–especially for the emerging generations–of what dress codes could and should be.
Impressions are changing.
More and more the appearance of suits (even in client-facing roles) strikes people with fear of an audit than it does with the impression of professionalism. The consumer impressions of what a professional person looks like is also loosening. People are more open to tattoos, beards, piercings, etc. which is why Starbucks, PetSmart, and other retailers and employers have relaxed their dress code in each of these categories.
Surge of Millennials.
The below describes why and how companies are relaxing their dress code for Millennials.
Why Should Companies Rethink Their Dress Code?
Some professionals are still split on the topic of dress code. Some question the seriousness, professionalism, and productivity of companies with a flexible dress code. Others question the culture, relevance, innovation, and management of companies with a strict dress code.
So why consider updating your dress code?
“It’s an employee’s market. People wearing suits and more formal attire seem to return in tougher economic times,” says Britton. “More casual dress codes seem to be the trend when economic times are good and it’s an employee-driven market. If there are more jobs than there are people, what are you as an employer doing to attract talent to your company? You do the things employees want: They want money and they want perks such as a more casual dress code. Right now, companies are having to be competitive for talent.”
As the demand for Millennial talent grows and more Millennials step into decision-making roles, expect the trend towards more casual to grow.
“We wanted to set a tone that we are a professional services firm and we should dress the part. However, when we’re at the office, we do not have many clients visiting (as we go to them more than they come to us) and our office had become more casual over the years as our partners relaxed enforcement of the business casual dress code,” said Williams.
I recommended they explore smart casual.
Smart casual can be considered a combination of casual, business casual, and business dress codes. Formal and casual clothing pieces can be mixed and matched to combine into a “smart” ensemble. It’s considered neat, conventional, and professional yet relatively informal. The best of all the dress code worlds.
The advantage is that smart casual is ambiguous which caters to Millennials desire for flexible dress and to other generations desire to keep it professional. The disadvantage is that smart casual is ambiguous and might require more guidelines than other dress policies.
I followed up with Williams a few months later to see how the transition to smart casual went. Below is her response.
“Our goal for smart casual was to allow people to wear jeans any day of the week (previously we only wore jeans on Friday) or wear tailored shorts along with a nice shirt tucked in. Jeans shouldn’t have holes and should be more fitted and put together. No tennis shoes or flip flops. More tailored outfits regardless of the fabric involved.”
“We previously allowed certain cargo shorts, flip flops etc. that do not fit in with the new dress code. Enforcing the new code for those people was initially a challenge but given the lenient boundaries of the new code, most people adapted nicely.”
“The benefits of the smart casual dress code are that we have a younger demographic of people in our office and through reading about trends, we learned that the easiest thing you can do for Millennials to make them happy is let them dress how they want. Given that we are a professional services firm, we applied some boundaries to that but overall employees are empowered to wear what works for them to get them through the work day and into the evening. Another benefit has been with recruiting. It is a selling point to potential new hires that we have smart casual dress in the office.”
“We continue to dress business casual and business professional at client sites and for various professional events, but we have received very positive feedback from employees. Overall I think we found a nice balance between ‘looking the part’ and allowing people to dress comfortably and appropriately for the office.”
Smart casual encourages Millennials to be unique and individualistic. A Millennial dream.
4 Keys When Revising the Company Dress Code
Don’t assume Millennials (or any employees) know the difference between casual and business casual. It’s up to employers to educate their employees and provide the necessary dress guidelines and examples. The top two most common dress code violations managers see at work are employees dressing too casually (47 percent) and employees showing to much skin (32 percent).
Make it simple.
Complexity breeds confusion. Multiple dress code rules and scenarios can be as stifling as the formal dress code you are trying to avoid. Take cue from MassMutual’s simple dress guideline of, “Dress appropriately.”
Someone in San Francisco, CA might have a different interpretation of business casual than someone in Atlanta, GA. Factor in all locations and seasons when creating an updated dress policy.
Start at the top.
Often the dress code is a reflection of the company leaders (especially for small and medium-sized businesses). Ensure each leader buys-in and models the appropriate dress.
“This is always how we’ve dressed,” is not an acceptable answer in today’s 21st-century workplace. Revisit your company dress code to ensure it is positioning you for next generation growth and success.
The authority to set dress codes belongs to you. However, employers need to be especially careful that dress code requirements do not run afoul of anti-discrimination laws.
The manner of dress in workplaces can vary from uniforms to suits and everything in between. Especially due to the now accepted casual dress in various types of industries and businesses, including settings that formerly dictated formal business attire, there are standards of appearance business owners want to maintain. This is where a dress code comes in.
Do you need a dress code for your employees? If your employees deal extensively with the public, it may be appropriate to require certain standards of appearance, depending on what kind of business you have. If that’s the case, you should probably have some basic rules about what you want employees to wear. You may even require uniforms or similar attire.
On the other hand, if your employees have no contact with the public, perhaps it’s okay if they wear casual clothes. But how casual is appropriate? Even with a liberal policy, you may need some simple guidelines. When deciding whether you need a dress code and what that dress code should be, consider the following:
your business’s public image
the nature of the work performed by the employees affected by the dress code
You will want to select reasonable restrictions and requirements to impose on the dress and appearance of your employees. And whether you want your employees dressing up, down, or somewhere in between, you should consider the legal issues involved when you impose a dress code.
Laws Affecting Dress Codes
While dress codes may seem harmless enough, you need to be especially careful that dress code requirements do not discriminate against members of protected groups, based on federal and state anti-discrimination laws.
Religious discrimination. For employees who contend that their religious beliefs require wearing certain apparel or refraining from wearing certain apparel, you need to:
show business justification for your requirements
reasonably accommodate their religious beliefs
ask the employees to seek an exemption from wearing religious garb while on duty
If an employee is required by safety or health standards to wear a hat during work but because of religious reasons cannot wear a head covering, you could try several approaches.
You could explain to the employee that due to state or federal safety and health laws — which constitute a business reason — the employee cannot continue the job without that hat.
Or, you could ask that the employee go to his or her religious leader and ask for an exemption from the rule barring hats for business purposes.
If, after these efforts have failed, the employee will still not wear the hat, then perhaps you can give the employee something else to do that would not conflict with the his or her religious beliefs. Termination should be a last resort.
Racial discrimination. Certain grooming and dress code requirements can unfairly affect members of certain races. Be sure that your dress code is nondiscriminatory.
No-beard rules have been challenged on the grounds that shaving may precipitate a skin condition more common among black men than white. However, in one case, a court did not have to determine whether an employer had a business reason for the no-beard rule because the employee failed to show that the rule had adverse impact.
Disability discrimination. You must try to reasonably accommodate an employee with a disability that makes it impossible for the employee to conform to the personal appearance standards.
Gender discrimination. You can generally require different grooming standards for women and men as long as the policy does not do any of the following:
inhibit equal access to employment opportunities between men and women
attempt to deny employment to a particular sex
give a significant employment advantage to either sex
If you have a dress code rule that applies to all employees, regardless of gender, it must be enforced consistently for all employees. In one case, female employees were allowed to wear ponytails and earrings while the men were not, even though the company rule banning earrings and ponytails applied to all employees. While an employer can require different grooming standards for men and women, if the rule applies to both genders, the employer must enforce the rule equally. The court found the practice of not enforcing the rule equally to be discriminatory.
Sexual harassment. It is possible that the way in which you communicate your dress code, or violations of it, may constitute hostile environment sexual harassment.
The circulation of a memo among management staff that detailed inappropriate employee attire and named the employees who had worn such clothing, along with the resulting offensive jokes about the memo contents, created an abusive working environment.
Handling Dress Code Violations
Handling dress code violation can be a sensitive issue. Have any complaints alleging an improperly dressed employee directed to you or to an appropriate supervisor. Then take the following steps:
You should then observe the employee. If you find that there is no issue, you should advise the individual who raised the issue that the employee’s dress is not inappropriate.
If you feel that there is a problem with the way the employee is dressed, you should address the issue with the employee in private. Don’t challenge the employee’s taste or fashion sense. Rather, explain what is unacceptable about the employee’s attire according to the policy standard and determine whether you want the employee to go home to change clothes. See if there are ways to allow the employee to come into compliance with the dress code without going home. Make it an informative discussion, not a critical one.
If the issue is a T-shirt that has an offensive or inappropriate slogan or picture, the employee could turn the shirt inside out and return to the work site. Or perhaps the employee could wear a sweater or jacket over the T-shirt to cover the offensive slogan or picture.
If the majority of employees can go home, change clothes, and return within a short period of time, the policy should encourage this type of cost-conscious behavior. For the first situation requiring the employee to go home and change, you might want to consider paying normal wages and transportation costs, if any.
If the employee cannot go home and return within a reasonable amount of time, decide whether to send the employee home with or without pay for the remainder of the day or allow that employee to remain at work.
If an employee comes to work improperly dressed several times over a relatively short time frame, consider documenting the behavior and using your internal disciplinary system as you would with any other nonthreatening policy violation.
Creating a Dress Code Policy
As the employer, you have the authority regulate dress in your workplace. While that authority may be limited by law, in most cases the authority to establish or to change required dress is yours. So, if you want to have a written policy on this issue, the following is the information to consider including in your policy:
Address probable areas of conflict and specific problem areas that have or are likely to occur in your particular business.
Emphasize the importance of dress in promoting a positive company image to customers.
Keep up with the times so that your business’s view of what is appropriate for business dress stays current.
Identify any exceptions. It may make good business sense to prohibit casual dress when employees meet customers face to face. There may be work areas within your company where the casual day attire must be dressier than in other areas. Carefully itemize the differing requirements to avoid any confusion and explain why there are differences.
Never assume that your definition of terms such as “proper,” “pressed,” “reserved,” and “appropriate” is shared by every individual who works for you.
In the event that you are writing a “dress down” policy or amending your existing dress policy to cover casual dress, stress that a “casual day” or “dress down day” is a benefit, not a right.
If you are introducing “dress down” days or modifying an existing dress policy, set a future date — such as three months later — to review the policy to determine if you are going to continue the practice.
If employees consistently have trouble determining the appropriate dress and they are in positions where they deal with the public, you may want to provide them with uniforms.
In addition, the following is a list of some specific fashion-type of problems that you may wish to address in your dress code:
Slogans or pictures on T-shirts. Certainly profanity and nude or semi-nude pictures printed on shirts are inappropriate attire in most workplaces and should be prohibited. Also consider whether political slogans, advertisements for products (which may include your competitors’), or suggestive cartoons or drawings are inappropriate for your work site and should be prohibited.
Torn pants or jeans. While this style of clothing may be fashionable among some, to many others, tears in clothing are unacceptable attire and are inappropriate in most workplaces. Does your policy distinguish between this fashion trend and acceptable casual pants and jeans?
Extremely baggy shorts or pants. Also consider what to do if underwear is showing above baggy pants as is currently fashionable in some areas. Does your policy specify how these situations will be handled as well as prohibit this style of dress?
Jeans, jogging suits, or sweatsuits. For many companies, dress down attire does not include the most casual attire that is available. If your business is one for which “casual dress” means no tie and a sports coat instead of a three-piece dress suit and wingtips, you must make that distinction clear. Does your policy clearly describe what “casual” is and when it is unacceptable?
Revealing attire. Clothes such as shorts, crop tops, tank tops, and clothes made of see-through materials or clothes that expose areas of the body usually covered in the workplace are more popular during the summer months. Is this attire prohibited?
Undergarments. If the observable lack of undergarments would be an issue, specify that proper undergarments are required. Although this is a sensitive issue, it is much easier to address it in a policy than to have to debate whether or not someone’s attire is inappropriate or disruptive.
Loose footwear such as flip-flops. In some workplaces, a loose shoe may pose a safety hazard. Platform shoes may also pose a safety risk. Investigate any safety prohibitions and determine whether this type of footwear is permitted according to the dress policy.
Hosiery. In some work sites, proper footwear always includes socks or other hosiery. Other workplaces may require socks for health or safety reasons. Be sure a hosiery requirement does not interfere or conflict with safety requirements.
Hats or baseball caps. In addition to writing on hats and caps that may be objectionable, consider whether a hat could be a hazard as well.
Gang attire. Some street gangs have specific symbols, phrases, or insignias that are worn by members, while other gangs rely on specific colors as a part of their regalia. You may want to consider prohibiting gang insignias since they may create problems between employees and between employees and customers.
Position Title: Director of Human Resources and Facilities
Department: Human Resources/Facilities
Reports To: Managing Director FLSA Status: Exempt
II. POSITION SUMMARY
The Director of Human Resources and Facilities will be a senior advisor to the Managing Director in the areas of Employee Relations, HR compliance, and Facilities management. This position will oversee all HR management processes for the Firm’s attorneys, paralegals, and support staff, including the annual evaluation and compensation cycles, recruitment, and facilities management. Must have the ability to implement strategic directives using initiative, solid judgment, and business savvy.
III. ESSENTIAL FUNCTIONS
Provide clear and consistent advice to the Managing Director in the areas of Human Resources and Employee Relations, including performance management, conflict resolution, and terminations;
Support Firm leaders in building and maintaining a culture of teamwork and high performance, while ensuring compliance with Firm policies and all aspects of employment law;
Maintain, improve and develop the Firm’s related policies and procedures, and work in collaboration with the Managing Director and the Firm’s Employment Counsel to ensure compliance with all aspects of state and federal labor laws; prepare and maintain attorney and employee handbooks and ensure all staff understand and comply with firm policies and procedures;
Work collaboratively with designated committees and the Managing Director in the annual evaluation and compensation review cycles for attorneys, paralegals and support staff;
Oversee and coordinate recruiting efforts with practice group leaders and the Firm’s Managing Director for all exempt, nonexempt and temporary workers; write and place advertisements, work with search firms, screen and interview non-exempt candidates, conduct reference checking, extend job offers, oversee orientation programs for attorneys and staff, and conduct exist interviews;
Prepare job descriptions as necessary;
Oversee onboarding of new attorneys and staff;
Represent the Firm for any unemployment claims;
Monitor staffing levels to ensure adequate support for practice groups and administration;
Oversee health and welfare plans, semi-monthly partner draw and bi-weekly payroll; approve overtime and PTO requests;
Remain current on changes in Federal and State benefit and labor laws; update policies as needed;
Oversee secretarial workflow and ensure resources are maximized;
Manage space initiatives and ensure that office space is “client ready” at all times.
Bachelor’s degree required; Human Resources certification (PHR, SPHR) preferred;
Proficiency in Microsoft Office applications and DeskSite or similar document management system;
Ten+ years of experience in Human Resources, with 5 years or more in a management level position;
Previous experience in the legal industry (preferred), or in other similar professional services organizations;
An effective management style, balancing direction and accountability with coaching skills and a collaborative approach;
Knowledge and experience in the administration of performance evaluations and compensation processes.
25 of the Most Surreal Places to Visit in the US in 2019
These are the Must See Places to visit in the USA in 2019:
1. Giant Prismatic Spring – Yellowstone National Park, Wyoming
This beauty is the largest hot spring you’ll find in the United States, and third largest in the world, behind New Zealand’s Frying Pan Lake and Boiling Lake in Dominica. The colors of the spring come from the pigmented bacteria in the waters. Can you dip a toe in it? No, but you can walk around the edge for a cool photo op.
2. Watkins Glen State Park – Finger Lakes State Park, New York
Located in New York’s Finger Lakes State Parks, Watkins Glen State Park is a hidden gem famous for its 400 foot deep gorge with breathtaking waterfalls and scenic views. Whether you want to visit as a day-visitor or an overnight camper, Watkins Glen offers several activity options for any visitor with its picnic facilities, tent and trailer campsites, an Olympic size pool, and fishing sites where you can participate in the annual spring run of rainbow trout.
3. This seasonal waterfall (flowing during the winter and spring) at Yosemite will make you think of Mordor from Lord of the Rings, but don’t fret. That yellow-red glow is caused from the sun shining upon the falls at certain times.3. Horsetail Fall – Yosemite National Park, California
Drive 2 ½ hours from Reno and you’ll find yourself at Fly Geyser. This was created by some drilling done in the name of finding sources for geothermal energy in 1964. Minerals sprang from the hole to create this wonderfully odd formation. Fly Geyser is on private property, so don’t try to climb the tall fences that surround it. But it’s so huge that you can get a good picture from the road.
The moment you see Mono Lake in person you’ll believe you’re on another planet. Snowcapped mountains surround this salty blue lake that has plenty of Tufa, columns of limestone that have been formed by the salinity of the water.
6. The Blue Ridge Parkway, America’s longest linear park, is a favorite for a relaxed slow-paced scenic drive through Virginia and North Carolina. With a distance of 369 miles, you can find eight campgrounds, 360 miles of hiking trails, 13 picnic areas, biking trails, boating on Price Lake, music festivals, and an opportunity to join a park ranger for walks, hikes , and campfires.6. The Blue Ridge Parkway – Virginia and North Carolina
It took millions of years for winds to erode Navajo sandstone in the Paria Canyon-Vermilion Cliffs Wilderness of Arizona to make this trippy formation that’s a great photo opportunity. Permits are required to visit The Wave and are awarded via a lottery system online.
The Wave is located in a very remote area – on the border of Arizona and Utah – and the easiest ways to get there are to fly into Las Vegas or Phoenix and then rent a car for the 4+ hour drive to Antelope Canyon.
Let’s go back to the not-so-enlightened times of the 1900s when the locals would toss all sorts of household garbage over the cliffs and onto the beach below. Fast forward a few decades and the only thing the Pacific Ocean didn’t take was the glass and pottery that’s now been smoothed out from years of erosion.
You’ll never feel as small as you do when standing next to sequoia trees that are as tall as a football field is long. The biggest of the bunch is the General Sherman Tree – it stands 275 feet tall, is said to be around 2,500 years old and is the largest living tree in the world.
If you head to Oregon’s Cape Perpetua an hour before to an hour after high tide, you’ll be able to see one hell of a show at Thor’s Well. This saltwater fountain creates its show from the powerful ocean tides and is very dangerous, so try to enjoy it from a safe distance.
If you ever find yourself in Juneau, Alaska, a trip to these caverns are a must-do. The ice caves in this 12-mile glacier at the heart of the Mendenhall Valley give you the feeling that you’re walking through a tunnel of brilliant blue clouds.
Decorated with fragrant magnolia blossoms and 18th-century cobblestones, Savannah, Georgia is a beautiful city to enjoy the rich cuisine, art, architecture, history, ghost stories, and the good old Southern charm. Ride a carriage or trolley and make your way to Tybee Island to enjoy the sandy beaches and loggerhead sea turtle sighting.
This may look like it should be in a fairy tale, but it’s actually in Oregon’s Columbia River Gorge. This place is great to walk through on a warm summer day just to see the fern and moss that coat the walls.
Yes, there’s something even cooler beyond the uninhibited fun of Key West. Head 70 miles west of Key West and you’ll find Dry Tortugas National Park. Its home to Fort Jefferson, an unfinished fortress that the U.S. Navy began building in 1847. This place is secluded from the world. So much so that you can only access it by boat or seaplane. A fine way to unplug from the rest of the world.
You’ll be hard-pressed to find someplace flatter on earth. The Bonneville Salt Flats are what’s left of a prehistoric lake that covered the area until about 14,500 years ago. Now it’s the home to Speed Week in mid-August, where racers look to break land speed records. The Flats can get awfully hot in the summer (120 degrees Fahrenheit), so maybe stay away during that time of year. We wholly recommend heading out to the area after a bit of rain, which turns the area into a giant mirror.
The Portland Lighthouses in Maine are a significant part of the cities location. Visit the famous 6 lighthouses: Portland Head Light, Ram Island Ledge Light, Two Lights State Park, Portland Breakwater Lighthouse, Spring Point Ledge Lighthouse, and Cape Elizabeth Lighthouse. All within a 20 minute drive from each other, the lighthouses offer a valuable insight to the maritime location as well as its rich history.
There’s a creepy beauty about this beach. You can take a walk or horseback ride along this secluded beach that’s dotted with limbs and roots of tree that have tossed about due to erosion on the north end of the island. It’s a great place for a sunset, and very popular for weddings.
20. The Great Lakes – Illinois, Indiana, Michigan, Minnesota, New York, Ohio, Pennsylvania, Wisconsin, and Ontario
Are you an adventurer seeking an adrenaline rush? If so, you should visit Lake Michigan. Or maybe you are someone who enjoys the great outdoors and natural beauty. If that’s the case, you should check out Lake Superior, the largest of the Great Lakes. Are you looking for a place to relax? Lake Huron is the lake for you. History enthusiasts? Lake Ontario is where you will find the fill to your interest or maybe you want a little of everything which you’ll be able to find at Lake Erie. The Great Lakes, the largest group of freshwater lakes, is beautiful landscape filled with indigenous wildlife that has something for every type of traveler.
Niagara Falls State Park is full of attractions and activities for any visitor. From renting bikes to visiting aquariums, there’s something for every type of traveler. Experience the grandness of the falls from every angle and if you dare, stand as close to get front row seats in the splash zone.
Just outside of the hustle and bustle of Washington, D.C., Shenandoah is a beautiful recreational escape into nature where you can enjoy scenic hiking trails, waterfalls, vineyards, and stunning vistas. Whether you want to enjoy an annual festival or a picnic under the stars, you can find something to do for everyone.
It took millions of years for water to carve out these crevices you can take a walk through today. The colors you actually see on the walls will change depending on the time of year when you visit. There are no private walks to the area as the Navajo Nation only allow guided tours to enter the canyon. But that’s a good way to find out even more about the area.
25. Hamilton Pool Preserve – Dripping Springs, Texas
This natural pool just outside of Austin, Texas, is a popular summertime hangout for tourists and locals alike. So how did it come to be? It actually used to be an underground river before erosion caused the dome to collapse.
An historic and highly respected law firm seeks a successor for their Real Estate Finance practice. You need a minimum of 4 to 5 years’ experience representing borrowers/lenders in Development Transactions. This is your opportunity for:
Rapport with clients
Working with senior attorneys
Potential to inherit business
We are a firm that meets the highest of standards for professionalism and first-class legal representation, with an atmosphere of collegiality and encouraging teamwork.
Interested? Send your resume to email@example.com
GLI is working with an outstanding client in New Jersey for 2 positions in Corporate Law. Below are the job descriptions. Interested? Please send current CV to firstname.lastname@example.org or call 800-875-3820 to schedule a call.
Midsize firm seeking a mid-level attorney to join the corporate transactional department, a dynamic practice representing a wide range of businesses in exciting growth initiatives and complex transactions throughout New Jersey.
Position Summary: Working under general supervision, provides quality corporate and transactional legal services to clients that involves performing complex and specialized assignments and working collaboratively and cooperatively with others in a team-oriented environment.
Essential Functions: Essential functions include but are not limited to the following:
Represent clients in complex transactional matters including structuring, drafting and negotiating related documents. Ability to revise agreements, propose strategic language and negotiate with opposing counsel.
Represent and counsel clients in connection with mergers and acquisitions and related due diligence and document preparation, business succession planning and corporate governance. Ability to identify salient issues and propose strategies to limit risk.
Assist clients in connection with the startup of new business ventures including the formation and structuring of partnerships, limited liability companies and corporations. Perform analysis and provide opinions dealing with highly complex issues that impact client.
Represent and counsel clients in connection with wealth transfer/estate planning and draft related documents.
5+ years’ experience in corporate, business and transactional law. The preferred candidate has mid-to large law firm experience with immediately transferrable skills.
J.D. required and admission to the New Jersey Bar required.
Financial background pertinent to transactional finance a plus.
Strong time management, prioritization and organizational skills.
Ability to communicate clearly and effectively in oral and written form with strong attention to detail. Strong drafting skills required.
Ability to work independently and efficiently.
Strong interpersonal skills and the ability to work professionally with clients, staff and attorneys, and to maintain effective working relationships.
Ability to consistently generate new clients through individual and firm-wide networking and marketing efforts.
Self-motivated and entrepreneurial.
Commitment to maintaining a high-level of proficiency in the most current and advanced legal techniques.
Midsize firm seeking a mid-level corporate/tax attorney to join the corporate transactional department, a dynamic practice representing a wide range of businesses in exciting growth initiatives and complex transactions throughout New Jersey.
Position Summary: Working under general supervision, provides quality corporate transactional and tax-related legal services to clients that involves performing complex and specialized assignments and working collaboratively and cooperatively with others in a team-oriented environment.
Essential Functions: Essential functions include but are not limited to the following:
Represent individual, corporate and non-profit clients in complex transactional matters including structuring, drafting and negotiating related documents. Ability to draft and revise agreements, propose strategic language and negotiate with opposing counsel.
Represent and counsel clients in connection with mergers and acquisitions and related due diligence and document preparation, business succession planning and corporate governance and compliance. Identify salient issues and propose strategies to limit risk.
Represent and counsel individual, corporate and non-profit clients in connection with project finance and secured transactions, including initial structuring, development, acquisition, divestment and restructuring, and providing advice and counsel in connection with tax credit transactions (structuring, financing, etc.).
Assist clients in connection with the startup of new business ventures including the formation and structuring of partnerships, limited liability companies and corporations. Perform analysis and make or suggest opinions dealing with highly complex issues that impacts client.
Represent and counsel clients in connection with wealth transfer/estate planning and draft related documents.
Admission to the New Jersey Bar required.
JD required and LLM (tax) degree or significant tax background preferred.
5+ years corporate, transactional and tax-related legal experience to include corporate and project finance, corporate structuring, mergers and acquisitions, tax credit financing and tax advice related to all of the foregoing ? preferably in a mid- to large law firm with immediately transferrable skills.
Strong academic and employment credentials required. Financial background pertinent to transactional finance a plus.
Strong time management, prioritization and organizational skills.
Ability to communicate clearly and effectively in oral and written form with strong attention to detail. Strong drafting skills required.
Ability to work independently and efficiently as well as within a team orientation involving extensive collaboration with other attorneys, paralegals, and office staff.
Strong interpersonal skills and the ability to work professionally with clients, attorneys and the general public, and to maintain effective working relationships.
Nancy Grimes knows the legal industry is not a stagnant one. Read below for 40 practice areas that didn’t even exist 15 years ago.
Almost a decade ago, Richard Susskind’s book. The End of Lawyers predicted that many traditional lawyers, particularly solos and smalls would soon be rendered obsolete. And while Susskind wasn’t wrong — jobs in the legal sector decline steadily every year, with a loss of 100,000 jobs predicted by November 2017 – the glass is also half full. Because despite the loss of legal jobs over the past decade, there are also at least 40 legal practice areas that didn’t exist 15 years ago that will keep lawyers busy for years to come.
Moore’s Law One trend that become clear as I delved into my examination of 40 practice areas that didn’t exist 15 years ago is that it’s not all about the tech. Nearly half of the new practice areas have evolved out of legislative and social change too.
Which made me realize that Moore’s Law — our shorthand for the rate of change in technology – applies to legislative reform and social progress too.
By way of example, it took almost 60 years to move from the separate by equal doctrine under Plessy v. Ferguson (1896) to the elimination of segregation in schools in Brown v. Board of Education (1954), and another 13 years to put an end to state bans on mixed race marriages in Loving v. Virginia (1967) – a total of 68 years to achieve change. Contrast that to the 30 years required to change law with respect on same sex couples – going from upholding state sodomy laws in Bowers v. Hardwick (1986) to overturning those laws in Lawrence v. Texas (2003) to legalization of gay marriage in Obergefell v. Hodges (2015). The correlation between technology progress and policy/social change is not coincidental. With technology, news of change spreads more rapidly, and up close, is no longer as threatening. Technology also results in speedier transfer of information, which can help movements like social entrepreneurship or craft beer blossom simply by making the resources available to others how to do it. Rapid change is exciting – but it also forces lawyers to stay nimble to keep abreast of new trends and to responding to, or capitalize on the changes – or risk obsolescence.
Lawyers Need Technical Expertiseto Deal With Innovation – Many of the 40 new practice areas catalogued – such as 3D printing, Blockchain, Internet of Things, Algorithm Law, Biometrics, Cyberbullying, Augmented & Virtual Reality, Cybersecurity, Open Source Law and Privacy, to name a few – are so complex that to they require technical expertise and support to fully understand. Thus, it’s common trend for firms dealing with these issues to have in-house expertise – either through their own background (e.g., programmer-turned-lawyer) or in-house information officers or software engineers. With collaborations between lawyers and other professional experts growing increasingly common, it may be time for the legal profession to consider relaxing rules on non-lawyer partnerships to enable law firms to more easily offer hybrid services.
New Practice Areas Means New Demand for Lawyers With the rise of automation, solo lawyers handling a steady diet of generic matters like preparation of wills, corporate documents and uncontested divorce will soon go out of business. Lawyers can gussy up these services as much as they want, touting “exceptional client service” and error-free work, but the truth is that in ten years or less, most budget-minded folks are not going to trek down to an office and pay hundreds or thousands of dollars for a matter that they can handle online with a couple of keystrokes. And even today, when there are still clients able to pay for a helping of legal advice along with their paperwork, the competition is fierce. Today, a startup can go online to sites like UpCounsel, LawKick, Avvo and others and choose from cut rate legal service providers who can set up an LLC or draft an employment handbook. But companies needing advice on setting up a lawful cannabis industry or craft beer establishment or deciding between a b-corporation or public benefit corporation won’t readily find as many lawyers capable of doing the work – which means that those lawyers who can will command higher rates. Lawyers doing more generic consumer oriented work don’t need to jump ship and trade in a family law practice for a cybersecurity niche firm. But they can incorporate practice areas like digital assets into estate planning, social media discovery into family law, etc…to stand out from the crowd and access higher paying clients.
The list of 40 new practice areas is far from comprehensive. Some new areas or developments – like social media compliance, the cloud, Patriot Act issue or IP developments have moved so quickly that there are already plenty of resources available. And of course, in every existing practice area – family law, bankruptcy, corporate formations, etc…new legal issues emerge all the time. I tried to focus the list not just on law that didn’t exist 15 years ago, but also innovations in technology, regulatory reform and social policy that didn’t exist then either. If there are other areas you would have included, let me know in the comments.
For 2019, make it your resolution to learn something about a couple of these new practice areas and figure out whether they can help your firm not just survive, but thrive in the years to come.
As a top legal placement professional, Nancy Grimes knows partners could hurt clients if they don’t let associates argue motions. Partners often don’t know as much about cases as their associates. Let them shine in court and please your clients in the process.
It is very difficult to gain courtroom experience as a junior litigation associate. As this website has previously discussed, partners are typically unwilling to give associates the chance to argue motions and gain hands-on litigation skills. Partners usually believe that they have more litigation experience, and as a result, clients would be best served if the partner and not the associate argue motions or conduct other courtroom tasks. Of course, there are certain situations in which partners with more experience are better able to serve a client’s interests by conducting various litigation tasks themselves.
However, many times, partners actually do their clients a disservice by arguing motions or conducting other litigation tasks on their own rather than have an associate do this work. Of course, associates usually have a lower billable-hour rate than partners, and it is typically more expensive for a partner to go to court than an associate. Moreover, associates also usually have more detailed knowledge of a particular matter than a partner, and might be better suited to argue a motion or conduct other litigation tasks themselves.
While I was working in Biglaw and at smaller shops, I saw partners frequently handle litigation tasks themselves rather than give this work to associates. In many instances, this was to the detriment of clients. While working at a large, international law firm, almost every court appearance was handled by partners. Usually, it was even the top partner in my office who would argue motions and head to court, since it was seen as a power symbol or some kind of honor to be the one who appeared in court. On some level, it made sense that only the top brass at my Biglaw firm would head to court. I worked on extremely large matters, and corporate clients likely wanted a trusted practitioner before the court instead of someone who was more junior.
However, the top brass at my Biglaw shop did not understand the intricacies of certain legal matters as well as more junior partners and associates. The most senior partners who argued the vast majority of the motions held administrative functions within the firm, spent a large portion of their time schmoozing with clients, and oversaw numerous cases. Since their time was so precious, top partners had very little involvement in researching most motions, and I don’t think that some of the most senior partners even knew how to use online legal research platforms!
This was an issue, since partners couldn’t rely on their own research when making court appearances, but had to use memos prepared by associates. It is definitely dangerous to heavily rely on research summaries prepared by others, since the research could be flawed, and memos present information through the lens of the author. In any case, the lack of time and attention top brass spent on certain matters, and the fact that partners did not do their own research, definitely affected the performance of these partners at oral argument. I definitely believe that in many instances, a junior attorney who had been more involved in the case would have done a better job handling many of our court appearances.
Even partners at smaller firms sometimes make court appearances themselves rather than delegate this work to associates. When I left Biglaw and started working at a smaller firm, I almost always argued each of the motions and appeals that I drafted. Unlike in Biglaw, appearing in court was not seen as some kind of honor to be cherished by the top brass, and the person who drafted papers (usually associates) typically argued the motion. This was because the person who drafted the papers was usually the most knowledgeable about a matter and would presumably do the best job at oral argument.
However, there was one occasion in which I drafted summary judgment papers for a client from out-of-state, and the client’s outside counsel flew to New York for oral argument. Because the client traveled thousands of miles to hear arguments on the motion, the partner decided to argue the motion himself. Of course, I understand putting your best face forward by having a partner handle an appearance when the client is looking. But the partner who argued the motion had hundreds of cases to supervise, and was involved in a number of other non-legal activities. This partner was not too familiar with the complicated procedural history of the case or the nuanced arguments presented in our motion papers.
The other side presented a solid case at oral argument, and used the partner’s inability to answer the judge’s questions against us. In the end, we lost the motion, and this was still the only time in my career that a plaintiff won summary judgment against a defendant in a commercial matter. If I had argued the motion, I don’t think I would have been able to win summary judgment against the plaintiff, but I think my deeper understanding of the case would have convinced the court that a material issue of fact existed warranting the denial of plaintiff’s summary judgement motion.
All told, when partners usually think about letting associates argue motions, they typically feel that they are doing associates a favor by allowing them to sharpen their skills. In reality, partners are often doing their clients a favor by letting more junior attorneys make court appearances. Indeed, associates are usually more involved with cases and have sufficient time to ensure that motions are argued as persuasively as possible.