PRACTICE GoinG 4 W[in]S Mentoring TIPS
When LATERALING or soon after joining a Law Firm, interviewing Mentor(s) is helpful while often overlooked in the process. Bonus TIP², This tactic let’s you qualify the firm, shifting leverage in the VETTING process when we arrange structured, confidential introduction talks. Here is what to look for with: Selecting/Selective Counsel:
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When Mentoring the tradeoff is TIME and BALLING RULES STATE you will be spending a lot of it with your mentor, you should choose someone who you feel compatible with. Is it easy to talk to this person? Do you feel comfortable asking questions and seeking feedback? Are the approachable and have they guided others to reach their goals, which we will address more in “EXPERIENCE” and through the process.
If you aren’t able to interact freely with your mentor, you won’t be getting the full value of the experience so be interactive w/ questions from the start.
Diversity & Mansfield: APPRECIATE.u
You will likely benefit more from a mentor who encourages you to step out of your comfort zone to get a different perspective on your career. Don’t be afraid to be mentored by someone who is different than you in terms of age, experience, opinions, or gender.
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Experience & Passion:
You want a mentor with enough experience to guide you through the challenges you are facing. While straight years of experience matter, you’ll also benefit by working with someone who has been involved in similar situations or started from a similar point. Find someone who has navigated through their share of challenges, and has learned enough to pass on. For my own growth and path, I wanted someone who was the epitome of Bravado, Energy, Hype, Competition without the Antitrust elements #LEGAL. I am attracted to Charisma whether for the betterment of others or even self exposure if the message is positive. Consequently, I see great honorable passion in Lavar Ball who also doesn’t have a JD, but demonstrative goals for his FAMILY. And when it’s all said and done, the WORK/LIFE Dichotomy has to be on balance with FAM to be Gellin #G3 #NYEXT or #QC³³³³.=Fiverr/5G
You will likely be sharing private information with your mentor, so trust is very important. Understand that it will take some time to build this trust even with the most highly-recommended mentor.
After a while, you will have established some ground rules, learned each other’s communication styles, and built a foundation from which to move forward.
Finding the right mentor b.ME≡LO w/NFT LEGAL
Start looking for the right mentor by considering:
Your professional association
One of the benefits of joining a professional organization is the opportunity it provides to find a mentor. In an association, you’re surrounded by people who are actively engaged in the industry. Fellow association members are likely to be proactive about learning and interested in contributing to the community of professionals.
Some of the people you work with have probably worked with a mentor or know someone who has. Why not ask them for recommendations? Or ask an experienced member. Even if your firm doesn’t have a formal mentoring program, senior employees and colleagues you admire might still serve as your mentor if you’re willing to ask.
Your firm’s mentoring program
If your firm has a formal mentoring program, consider taking advantage of it. Mentors who participate in such programs usually have the skills, work habits, and personality traits that are valued at your particular office. So participating in such a program will give you a sense of the firm’s culture and values as well as a boost for whatever is next.
When choosing a mentor, you should look for someone who isn’t afraid to ask you the difficult questions, will challenge you to improve yourself and is prepared to give you honest feedback, positive or negative. This is the kind of mentor who is most likely to help you reach your goals and achieve legal career success.
As mentioned, your mentor can be outside of your practice group and can even be outside of the firm. Having a vision board and passions aligned will guide you into selecting the right mentor(s). That’s right, we recommend multiple mentors to collaborate and bring the best out of your practice potential. @YOUrBusiness is your Practice:reCRAFT: Model Ford.b«z» STATE/A–BîG³∞ B∀LLrz⊕BRANDCASE STUDY#MKT$×³
More To Explore
#LEGAL #Lionshare & Lionsmain w/ others #PANTHERS #k<IN>gP|I|Nz_CATchmeifuCa||\/||eo\w/X//...//Dual //Athlete LAVAR was an NFL PANTHER -ip Winning DNA can also behaviorally be learned #LEGAL #CODE #Law360 #PRIV<https://...//next LEGAL CASE=the "Pink Slip/r" pass06/20/ Ball.lavar/ BBB/gdubz/groovnP[u]RR//PRESSURE//
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√#LEGALSCIENCE .org #LLC #GO1Ogle# #BBB²³∞ #HERTZ #NYEXT #TRAADEMARK
Life is about failure as much as it is about success. From the mistakes we make at work or school to our blunders in romantic relationships, we are constantly reminded of how we could be better. By focusing on the important qualities that make us who we are – a process called self-affirmation – we preserve our self-worth in the face of our shortcomings.
Self-affirmation has been shown to have powerful effects – research suggests that it can minimize the anxiety, stress, and defensiveness associated with threats to our sense of self while keeping us open to the idea that there is room for improvement. But how does the process of self-affirmation actually work?
New research published in Psychological Science, a journal of the Association for Psychological Science, explores the neurophysiological reactions that could explain how self-affirmation helps us deal with threats to our self-integrity.
“Although we know that self-affirmation reduces threat and improves performance, we know very little about why this happens. And we know almost nothing about the neural correlates of this effect,” says lead researcher Lisa Legault of Clarkson University.
Legault and her colleagues Michael Inzlicht of the University of Toronto Scarborough and Timour Al-Khindi of Johns Hopkins University posed several hypotheses. They theorized that because self-affirmation has been shown to make us more open to threats and unfavorable feedback, it should also make us more attentive and emotionally receptive to the errors that we make.
The researchers further hypothesized that these effects on attention and emotion could be measured directly in the form of a well-known brain response called error-related negativity, or ERN. The ERN is a pronounced wave of electrical activity in the brain that occurs within 100 ms of making an error on a task.
To test their hypotheses, the researchers randomly assigned 38 undergraduates to either a self-affirmation or a non-affirmation condition at the beginning of the study. In the self-affirmation condition, participants were asked to rank six values – including aesthetic, social, political, religious, economic, and theoretical values – from most to least important. They then had five minutes to write about why their highest-ranked value was important to them. In the non-affirmation condition, participants also ranked the six values, but they then wrote why their highest-ranked value was not very important to them. This was done in order to undermine self-affirmation in that group.
After ranking the values, the participants performed a test of self-control – the “go/no-go” task – in which they were told to press a button whenever the letter M (the “go” stimulus) appeared on a screen; when the letter W (the “no-go” stimulus) appeared, they were supposed to refrain from pressing the button. To increase the sense of threat in the task, participants were given negative feedback (“Wrong!”) when they made a mistake.
While they were completing the go/no-go task, the participants’ brain activity was recorded using electroencephalography, or EEG.
The findings suggest that self-affirmation improved participants’ performance on the go/no-go task. Participants in the self-affirmation condition made fewer errors of commission – pressing the button when they shouldn’t have – than did those in the non-affirmation condition.
But the participants’ brain activity revealed an even more interesting story. While the self-affirmation and non-affirmation groups showed similar brain activity when they answered correctly, self-affirmed participants showed a significantly higher ERN when they made an error. This effect held up even after the researchers accounted for the number of errors of commission and errors of omission the participants made, in addition to their reaction times for the task.
Notably, the association between the ERN and the number of errors that participants made was stronger for the self-affirmed group. This suggests that self-affirmation enhanced the ERN response for those participants, which in turned predicted their performance on the task. The researchers speculate that participants who were self-affirmed were more receptive to errors which allowed them to better correct for their mistakes.
“These findings are important because they suggest one of the first ways in which the brain mediates the effects of self-affirmation,” says Legault.
While these findings help to demystify the mechanisms that underlie self-affirmation, they may also have important practical implications. According to Legault, “Practitioners who are interested in using self-affirmation as an intervention tactic in academic and social programming might be interested to know that the strategy produces measurable neurophysiological effects.”
Legault says that, ultimately, this research helps to show that “error-related distress, and our awareness thereof, can actually be a good thing.”
Legal Placement Firm Legal Link Co. ‘F’ in “FLipS” Economic Downturn into Partnering Opportunities
#LEGALRE: Share Article ABOVE #FIRM #MENTORS #SPARK #LAW #CONNECTIONS
Legal Link Confidential (LLC) partnered with 30 of the largest law firms in Washington DC, New York and Charlotte during the Covid-19 Pandemic economic downturn, and is now succeeding in placing highly qualified candidates with these firms. The focus is on legal placement through consultative matching of legal staff, counselors and associates set them apart from other placement firms as they SHINE the EXCLUSIVE & ELITE.
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Our motto is FIRM: Find, Interview, Represent, Match professionals in legal pathways with the right mix of consultative matching, compassion, collaboration and balance.
§×¥¹ APRIL 14, 2021 INT’L PRE[SS]z²³
Launching into brand new employment markets in 2020–quite possibly the worst year for the legal placement industry due to the unique characteristics of the pandemic–was difficult at best.
Yet, the leadership at Legal Link Confidential (LLC) had a vision and counted on their 15 years of legal placement and partnering experience to make this bold move.
“We focused on positioning ourselves with the largest firms in Washington DC, New York, and Charlotte, and proving with both credibility and work ethic that we could bring high-quality candidates when law firms were ready for them,” said Geoff Wexler, principal at LLC.
“It’s now paying dividends for our legal placement clients.”
Last June when there was less than one legal associate openings for most large law firms, this placement group took the opportunity to grow and enhance their business firm relationships.
“Those numbers were anemic,” said Wexler. “We knew momentum could be generated by nurturing each professional relationship when the economy strengthened.”
LLC now has strategic placement relationships with 30 of the top 100 law firms, according to the American Lawyer (AmLaw).
Wexler believes strongly in personal connections with both client and attorney talent. He focuses on connecting the right candidates with these law firms.
“Many organizations in placement include law as a part of what they do,” said Wexler. “This is all that we do.”
“Our motto is FIRM: Find, Interview, Represent, Match professionals in legal pathways with the right mix of consultative matching, compassion, collaboration and balance.”
Conversely, now that number of openings has ballooned almost to 25X¹ factor in growth since June 2020, LLC’s approach is both discrete and elite.
“Hiring firms can try to bring a ‘laundry list’ of candidates to the law offices, in hopes of making one of them stick. We’re particular about which candidate goes to the legal team for a confidential review and interview.”
“Bad matches don’t do anyone any good, so we’d rather minimize the time commitment for candidates and the clients alike.”
In less than a year, this strategic launch has resulted in over 300 active legal openings, mostly at the staff, associate and counselor levels.
“The targeting and re-engagement have swung the momentum. There are definitely opportunities in nearly all sophisticated areas of law practice for attorneys looking to explore their options.”