Page 45 - CLT083120

OPINION AUGUST 31, 2020 ¦ 45

hour, attorneys and their clients can work on out partners who specialize in these areas and of-
other cases while waiting for a call from the medi- fer their support at a time of increased demand.
ator. Additionally, the pandemic has hastened the Developing an expertise in an area in demand as
necessary and beneficial—but previously slow— a result of pandemic-related business needs and
implementation of e-filing systems in many state problems could result in a sturdier path in the
courts. next few years.
Of course, not all changes have been beneficial Some young attorneys may have been dismayed
to attorneys. Salary cuts, furloughs and layoffs, to learn certain information about their firm’s
announced in the early stages of shelter-in-place, fiscal health or financial priorities after the pan-
are likely to continue as the economy continues to demic hit. Layoffs and pay cuts may leave young
decline. Demand for legal services in certain areas attorneys feeling disillusioned with the industry
of law has decreased while demand for services in or their place in the law firm hierarchy. It is never
other areas of law has increased, too late to consider a move to a
requiring attorneys with spe- smaller firm, where a young at-
cialized knowledge or interest to torney may have an opportunity
alter their career paths. Some of to develop a close relationship
these changes may be temporary, with firm owners or to obtain
but others may be permanent. an ownership stake in a law firm
In light of these changes, As the coronavirus has sooner in their career.

young attorneys, during and ruptured personal and While midlevel attorneys

after the pandemic, should eval- professional life, it has also sometimes delay a move to a
uate their current position and presented an opportunity smaller law firm, such a transi-
consider whether their practice tion from Big Law to a midsize,
for young lawyers to
area or firm is likely one to sur- evaluate the future they small or boutique firm at this
vive and thrive in the coming time could in fact further long-
years, and whether the pandem- want for themselves. term career objectives. Don’t be

ic period is a time for reflection afraid to seek out another model.
or even a shift away from prac- Evaluate your firm’s leadership.
tice. What did you think of how oth-
Inevitably, certain prac- er firms responded? Were there
tice areas will be harder hit by actions taken by other firms that
the decrease in demand dur- you admired and should you
ing the pandemic and the current and looming consider a firm change as a result?
economic downturn. Health care attorneys, for Young lawyers should also accept the possibility
example, may experience an increase in demand that the pandemic may delay their own advance-
as doctors must now practice telemedicine more ment within their firm or legal department,
frequently and health systems seek to evaluate le- resulting in extended timelines to promotion to
gal risks while addressing increase in emergency partner or other leadership positions. As in the
demand due to the virus. Bankruptcy is also like- last recession, some firms may instead promote an
ly to be a busy practice area, as evidenced by the increasing number of associates to counsel posi-
news of many retailers facing bankruptcy in re- tions instead of to partner in an effort to recover
cent months. Young lawyers who are undecided from a pandemic-related earnings downturn.
or unfulfilled in their current practice may seek
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