Until recently, it was our practice at Evers Legal to stick with traditional background and reference checks. We did not Google our candidates before presenting them to clients. We felt, honestly, that we’d rather not know how they spend their limited amount of personal time. It’s none of our business.
Then, as you may suspect of the direction this story is leading, we ended up with a bit of egg on our faces. Without getting into the details, suffice it to say, one of our clients discovered some online information about a candidate we had presented for consideration—and it wasn’t pretty. More
Congratulations to this year’s R3-100 honorees. This is a list of senior level women to watch. The “R3” stands for ready in three years to become a general counsel. Many of these terrific in-house attorneys are ready now, if you ask us. For example, check our Counsel Q&A for a profile of Wendy Hufford.
It was a privilege to participate in the nominating process. Read more about this program and see the full list.
What are the goals of your feedback system and are you meeting them? According to Douglas Stone, co-author with Sheila Heen of “Thanks for the Feedback,” this is the first question companies should be asking themselves when it’s time to sit down for those annual reviews.
Feedback consists of two equally important elements—giving and receiving. Last month, I discussed some of the best practices with receiving feedback. This column will address giving it.
Stone contends that the success of delivering effective feedback, favorable or otherwise, has more to do with the receiver than the giver. As the example cited in last month’s column illustrated: The same feedback given simultaneously to two different people may result in widely divergent conclusions. More
Inside Counsel has asked for our recommendations again on this year’s “R3-100” list, a compilation of senior level women in-house counsel who are poised to become a General Counsel within the next three years. It’s a really nice recognition. If you wish to recommend a colleague, or put yourself up for consideration, please give us a call or email firstname.lastname@example.org. Here is the link to last year’s list: R3-100 for 2013
In the business context, giving and receiving feedback is all around us. We’ve participated in feedback sessions, either formal or informal, day-in and day-out since the first day we launched our careers. But being well-versed in the idea of feedback as a form of communication doesn’t mean we all give it or receive it in the same way—or that we’re particularly good at it.
In the legal profession, a better understanding of giving and receiving feedback is critical to your own success, that of your colleagues, your departments, and the professional growth of people you train and manage.
Enter Douglas Stone. He and his co-author, Sheila Heen, recently published “Thanks for the Feedback: The Science and Art of Receiving Feedback Well,” which explores highly useful insights to givers and receivers of feedback—that is, everyone. More
The grass is always greener. Sometimes.
We’ve all been faced with the exciting-yet-intimidating opportunity of a new job. But making that move can feel like trading a known evil for an unknown one. It’s always difficult to leave a comfortable position, even when that position is unfulfilling. So job candidates—particularly attorneys—will to do their homework. As they should.
But you can’t nail everything down. Understand there is always an element of risk to making a job change.
The following tips will help alleviate nerves and maximize the likelihood of making the right decision. More
Even the most self-aware and self-motivated professionals get lulled into set behaviors and hit ceilings. Often, “self-improvement” really starts when someone criticizes or challenges us.
The word criticism has gotten a bad rap. There is a generational shift away from negative feedback of any kind and toward total cheerleading. When did we all get so soft? Receiving input that can help us improve is a gift that we should embrace. More
LinkedIn is no longer an optional platform. It crossed the tipping point long ago and is now a core tool used by third party recruiters and employers alike to identify and research candidates. And if you are actively interviewing, expect every interviewer to check out your LinkedIn profile.
Putting your best foot forward on LinkedIn is not time-consuming, but you should do it thoughtfully and purposefully. Here are four key tips for getting it right.
1. The photo matters. Like it or not, your headshot is your first impression. Choose your LinkedIn photo accordingly. Go with a simple business look, preferably with a smile included. If you don’t have an appropriate public relations shot on file, spend time and money to have one taken. More
Most of our candidates are confident interviewees. However, we also have experience with highly qualified attorneys who find the interview process stressful and who struggle with the prospect of performance anxiety. It is the latter group that I have in mind for this inaugural column.
These six tips will not only help you prepare for your next interview, but also boost your confidence and stick the landing—allowing you to stand out as the best candidate. More