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Coach
Honestly, I don’t think anyone notices unless you’re at the extremes of billables or work quality. I’d try to bring down the hours a bit and really focus on making an impact and developing in whatever areas you want.
What people do notice is a person that partners and clients find is a pleasure to work with. Read the chambers reviews of top lawyers: so many comments about personality and being a trusted advisor (no comments like this woman is a work horse or Mike always delivers pristine work product). That’s why I’m dialing back the intensity and focusing on client service and my soft skills right now.
Enthusiast
Speaking from experience, you’d be better served by billing slightly over but knocking everything out of the park, rather than crushing it on billables but giving some partners/clients heartburn by being too slow on some deliverables because you’re well over capacity and prioritizing accordingly.
Good advice I got from the Managing Partner: start acting like a partner. What do (good) partners do? Build, manage and leverage great teams to deliver great results. So start building your team of juniors and delegate. Try to reduce the hours you personally bill on a matter by pushing work down while still taking ownership. That can free you up for business development and building/expanding client relationships. And you’ll already have a team in place when you’re the partner.
Mentor
I’m the source of heartburn you described in your first paragraph and agree with everything you said.
Not even a question. Quality of work.
Subject Expert
Quality of work every time. Meet your hours, and be ready to work late nights and weekends on the work you do take on (turnaround time is part of quality of work) but you’re really not getting very much in terms of brownie points with the firm by billing 300 mediocre hours instead of 160-200 excellent hours because you took on 2 extra matters you didn’t really have time for.