I once represented a doctor who wanted to stop being a doctor. He absolutely hated it. He was a nervous type, and he just could not cope with the responsibility of practicing medicine. The stress was killing him. I helped him disentangle from another doctor with whom he had set up a clinic. As far as I know, he never practiced medicine again. I also know another fellow who became a doctor, hated it, and became a paramedic working on ambulances.
One of the best compliments that I ever received when I was practicing law was that I had the ability to ‘see around corners,’ meaning that I was often able to predict where problems were going to arise out of a proposed course of action. That comes with general knowledge, thoughtfulness, experience, and a healthy (or unhealthy?) dose of paranoia.
Speaking of paranoia, some years ago I underwent one of those psychological assessments, where you answer a whole bunch of questions, and the computer tells you whether or not you are crazy (something that your loved ones can do without the testing.)
I used to be the type of lawyer who woke up early and headed into the office. On my commute, my head would be full of ideas about my files, firm management, and marketing. I would call and leave messages for my staff and associates or call clients and referral sources to say hello and stay ‘top of mind.’ My commute was part of my workday, and I tried to make it as productive as possible. When the calls were about files, I would be sure to remember to docket the time when I got back to the office. I would do the same on the way home and put my dockets in remotely when I arrived.
Eleanor practiced family law. She was pretty smart, and she knew all of the technical stuff cold. What Eleanor was not that good at was the part about dealing with clients. Especially vulnerable clients. Such as people going through a separation or a divorce.
Patricia was a good lawyer. She knew her law. She worked hard. She produced billings. She brought in clients.
We all have character flaws. Even me. However, Patricia had more than most of us. She was uber competitive. She liked to win. She hated to lose. Patricia and others saw these attributes as positives. If she had been able to keep them under control, they might indeed have been assets. She was not, so they were not.
In the summer of 1976, I worked for the largest law firm in Montreal, which was Ogilvy, Cope, Porteous, Montgomery, Renault, Clark & Kirkpatrick, as a student doing research. You likely do not know that name, but you may recognize the name of its successors Ogilvy, Renault and Norton Rose.
Back when I started practicing law, I used to record my time on a docket sheet stapled to the inside front cover of each file. When it came time to bill the file, all of the information that I needed was there for me to use, but I was the only one who had it. Firm management did not have it. They could not tell me that my docketed time for the month was too low, or that I had recorded less time than last month or how my work in process compared to the same month of the year before. They could not easily compare my docketed time to what I had billed and tell me that my write-offs were too high, and they certainly could not look at my work in process and easily tell me how I was doing compared to other associates.
Quite some time ago in Toronto, there was a major retail landlord who had some very desirable space in the downtown core past which walked thousands and thousands of commuters on their way to and from the subway every working day. The space was leased to a large number of small boutique tenants who were quite delighted to be allowed to locate their business there.
I once had a partner who I will call Marvin. Marvin was a capable lawyer who had a specialty in a particular area of litigation. Marvin was personable. He could bring in lots of work in his specialty and hold onto clients. Marvin was also smart. He could look at a complex problem, boil it down to its essentials and identify the most practical solution. Marvin was particularly good at developing litigation strategies and he was also very good at negotiating with other counsel and at persuading judges to rule in his favour on all sorts of issues.
Back quite a while ago somewhere in Ontario, a fellow who I will call Sam started a law firm, which he quickly grew to be a decent firm of about 20 lawyers.
Sam was a fairly progressive guy for his time, in a number of ways.
One of Sam’s philosophies was that it takes all types of personalities to build a successful law firm. When other partners would complain that some partners brought in more clients or produced more billable hours than other partners, Sam would say “we need to have diverse personalities and skills to build a strong firm. We can adjust for differences in productivity in compensation.”