I hate not understanding things.  It’s the main reason I became a lawyer.  And when I’m confronted with something I don’t know or understand—like when I used to get new assignments at the firm or new cases in my clerkship—I dive headfirst into background-research mode.  My instinct is to try to learn everything—to try to get my mind fully around every part of a question or task—before I begin working, so that every single step is 100% right from the very beginning.  I suspect many of you are the same.  Biglaw lawyers are Type A, perfectionist types.  But in the world of Biglaw—where nearly everything you’ll be asked to do (particularly early in your careers) involves new and complicated issues, and where time is your most precious resource—that learn-first, perfectionist instinct can actually hold you back.

Today’s tip?  When you’re tackling something new, a task or question that requires background research, do this:  put a reasonable clock on your background research in advance, and when that time is expired, just get started.  Force yourself to put pen to paper (or, more likely, fingers to keys), earlier than you might otherwise be comfortable.  Start drafting and see how far you get, see where you get stuck.  That’ll show you exactly what answers you still need to move forward and get the job done right.

Force yourself to put pen to paper (or, more likely, fingers to keys), earlier than you might otherwise be comfortable.  Start drafting and see how far you get, see where you get stuck.  That’ll show you exactly what answers you still need to move forward and get the job done right.

I used to spend way too long spinning my wheels on unfocused background research.  Sure—in some sense, learning is always a good thing and valuable.  But when your time is severely limited, it can also come with a cost—both to you and to your clients.  On the job, let your learning be focused by the tangible task at hand.  Nothing illuminates exactly what you need to know better than trying to craft an answer or draft a document and seeing where you get tripped up or hit a fork in the road.  Before you actually start, it’s very difficult—if not impossible—to distinguish between those things that you truly need to know and understand and those things that you don’t.  When in doubt, let your own work product be your guide.

Remember “The Trick” we discussed in our post on asking questions (“To Ask, or Not to Ask—That Is the Question”)?  It’s the same principle.  When you actually begin advancing the ball on work, that exercise itself forces you to drill down on open issues, to separate what you don’t know from what you do, and uncover the crux of the issue that’s causing you difficulty, bringing into focus the specific information you need to complete the task.

Biglaw is a world of limitless things that you don’t know—and, therefore, potentially endless time to be spent learning.  Improve your efficiency and efficacy as an associate by always striving to make your learning action-oriented and contextualized.  Not only will the clearer focus help you research more effectively, it will help you developmentally.  As we’ve discussed before in our “Best Training” post, the more tangible the context of your leaning, the more the answers you learn along the way will stick in your head and be there for you in the future.

“Biglaw Basics”: Adding Value on Day One

What better place to start than at the beginning? As noted in our Welcome post, a new crop of junior associates is poised to descend on the Biglaw world.  I remember the excitement—and the uncertainty—of walking into the firm on my first day.  I’d actually done a good...
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“Biglaw Basics”: The Staffing Meeting

So, it’s day one (or two or three, if your firm likes its new hires to get through the computer training before they’re staffed up), and the phone rings. (The Staffing Coordinator):  “Can you help so-and-so with such-and-such?...  Great.  Please reach out to them when...
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The Best Training You Will Ever Receive

The best training you will ever receive in a large law firm is the training you can give yourself by following this simple, three-step process.

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“Biglaw Basics”: To Ask, or Not to Ask–That Is the Question

In Post 3 on staffing meetings, we alluded to the fact that there may be times when you shouldn’t ask questions (at least right away) of your senior associates.  This post is about when to ask questions, and—when you do—how to get the most out of the answers. To Ask,...
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“Biglaw Basics”: Learning to Love Secondary Sources

In a number of posts, we’ve talked about the fact that first years tend to start at firms not really knowing much about their new jobs.  (We hope that, in the long term, the advice of our “Best Training” and other posts will help propel juniors up the learning...
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“Biglaw Basics”: Taking Notes

I had an International Law professor in law school who forbade us to take notes in his class.  One reason was that he wasn’t covering anything that would actually be on the exam.  (Because international law is constantly changing and evolving, it was the professor’s...
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“Biglaw Basics”: Reading In (Part 1)

Our most popular post to date has been on making the most of the critically important staffing meeting.  This week, let’s talk about what happens next:  reading in. Once you’ve been staffed on a matter, the next thing you have to do is get yourself up to speed (or...
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“Biglaw Basics”: Reading In (Part 2)

In Part 1 from last week, we offered some general tips for reading in on new matters.  This week, let’s talk about tackling the long, complicated documents—such as draft or precedent transaction agreements (e.g., share purchase agreements, merger agreements, credit...
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“Biglaw Basics”: Team Communication

Imagine you’re a senior associate running three deals on a breakneck timeline.  It’s one o’clock in the morning, you haven’t been home in 36 hours, and you’re on track to bill over 100 hours for the third week in a row.  You’re struggling through a complicated...
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“Biglaw Basics”: DMS Best Practices

Before I began working in Biglaw, I understood that clients hired Biglaw firms (and paid Biglaw rates) for complicated, high-risk matters in order to have access to the top-tier legal talent at those firms.  But after a few years of running deals, I came to understand...
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