By Sally Kane

Becoming an attorney is an exciting and noble goal. Depending on what area of law you decide to practice, the profession generally pays well and you get to put that cool “esquire” after your name as well. Beyond that, you’ll know at the end of every day’s work that you’ve helped someone, often profoundly.

But do you have what it takes? Here are a few things to consider before you start down the road toward achieving this career.

Are you prepared to assume the financial burden of law school?

In 2016, a typical lawyer’s student loan debt averaged more than $140,000, and becoming a lawyer is no longer a surefire path to a life of social and economic privilege. Many lawyers earn a comfortable living and a J.D. certainly has value in today’s marketplace, but you must weigh the cost of law school and three years of lost earnings against the potential returns of a law degree. Some areas of practice pay much more than others. If you take a job in a legal clinic helping low-income residents, you’ll earn much less than if you take a position with a large law firm.

Are you prepared to dedicate three or more years to continuing your education?

Law school is a three-year program if you attend full time, and you can only qualify for law schoolafter you’ve received your bachelor’s degree. Law school is a full-time proposition with class work, externships and other school-related activities that pretty much make outside employment impossible during this time.

Do you perform well under pressure?

Specifically, do you do well on tests under pressure? In addition to the LSATand the bar exam, law students must take numerous tests throughout law school. Sometimes your grade is determined by only one test given at the end of a year-long course, so performing well is a measure of one’s test-taking ability, at least in part.

Are you comfortable with public speaking?

You must be comfortable presenting information to others, including clients, juries, judges, arbitrators, opposing counsel, witnesses, boards, and colleagues. Trial lawyers must feel at home advocating to a judge and being center stage in the courtroom. Corporate lawyers must be equally at ease in the boardroom with eyes glued on them down both sides of the conference room table. Even in-house lawyers are required to head committees, lead meetings, and make presentations to staff and others.

 Do you like words?

Words are a lawyer’s tool of the trade. Attorneys are excellent communicators, adept at oral argument, and they’re strong writers as well. Trial lawyers must master the art of oral and written persuasion as they argue motions, try cases, take depositions and draft various legal pleadings.Corporate lawyersmust master the art of negotiation and be proficient at drafting transactional documents such as agreements, indentures, and resolutions.

If English wasn’t your favorite subject or if you avoid writing whenever possible, you may want to explore a different opportunity in the legal field.

Do you have an analytical mind?

Logical reasoning and critical thinking skillsare essential to the practice of law. Analytical skills are necessary for all practice areas, whether you’re structuring a multi-million dollar deal or developing a trial strategy. If you like logic puzzles, research, and critical thinking, then you may enjoy being an attorney.

Can you be available 24/7?

Granted, this isn’t a requirement for all lawyers, but depending on the area of law you pursue, value-conscious clients may expect you to be accessible around the clock. This is particularly true in the case of criminal law. Smartphones allow legal professionals to stay connected 24/7, so the job doesn’t end for many lawyers when they physically leave the courtroom or their offices at the end of the day.

Most successful lawyers don’t work a 40-hour work week. Lawyers who do work sane schedules, such as those in public interest venues and academia, often trade high salaries for a better work-life balance.

Are you prepared to develop clients and new business?

Most law firm attorneys are responsible for client development. Compensation, bonuses, draws, and partnership opportunities are frequently based on an attorney’s ability to bring in business for the firm, at least in part. So, in addition to the demands of practicing law, you must excel at marketing yourself and your organization to prospective clients.

Are you prepared to dress the part?

Casual dress for lawyers is not the norm. Most lawyers spend their workdays in suits and business attire. This helps lawyers command respect, inspire trust and convey a polished image.

If you’ve been nodding your head yes to all these questions, you may have found your calling.

Source: the balance careers

This article was published in the 2019 edition of the Rg Scholarship Directory

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by Julie McLean

2019 marks the centenary in the UK of the 1919 Sex Disqualification (Removal) Act, which allowed women to enter the legal profession. Julie McLean, a director and board member of Conyers Dill & Pearman, takes a timely look back at the story of women in Bermuda’s legal sector and the progress to equality in her own firm. 

The history of women lawyers in Bermuda begins with an exceptional pioneer – Lois Browne-Evans (later Dame Lois). In 1953, some 30 years after the first female lawyer in the UK, she was the first woman to be called to the Bermuda bar. As a young, black woman barrister in a profession dominated by white men, she was a trailblazer who in her long career went on to break down other professional barriers, including becoming the first female Attorney General in Bermuda in1998.

Following in Lois Browne-Evans footsteps, though over a decade later, were Ann Cartwright DeCouto and Shirley Simmons. As the only three women practising law in Bermuda in the 1960s, they were close friends and known as the “Three Musketeers”.

Other pioneers in the island’s legal profession include Dianna Kempe and Norma Wade-Miller. Dianna Kempe was admitted to the Bermuda Bar in 1973 and went on to become Senior Partner of Appleby, Spurling & Kempe (now Appleby). She was the first female lawyer to become Queen’s Council (QC) in Bermuda in 2000 as well as the first woman to be elected President of the International Bar Association. In 2006 she was the third recipient of the Outstanding World Woman Lawyers of the Year Award. Norma Wade-Miller was the first female magistrate in Bermuda, the first female Judge of the High Court, Justice of the Supreme Court of Bermuda and Acting Chief Justice in Bermuda. Her service to the island’s legal community and judiciary was honoured with an OBE in 2016.

While the percentage of women called to the bar in Bermuda averaged less than 10 per cent in the 1960s and 1970s, the feminist movement of those decades began to bear fruit, with that figure creeping up to roughly 20 per cent in the ‘80s and 40 per cent in the ‘90s. Since the turn of the millennium, on average more women than men have been called to Bar (around 55 per cent) reflecting the equality now present between men and women in terms of access to a legal education and entering the legal profession.

There still tends to be a gap between the numbers of men and women at the director/partnership level.

However, the picture is less rosy when it comes to equality between the sexes in the higher ranks of the profession. In common with firms in the UK, the US and Canada, there still tends to be a gap between the numbers of men and women at the director/partnership level. This can be partly explained by the time it takes to progress to partnership – if fewer women were entering the profession in the ‘80s and ‘90s, fewer would be in partnership positions today. Nonetheless, there are other factors at play too, resulting in higher attrition of women than men from the profession. Most notable is the greater challenge faced by women in balancing career and family, due to the continued expectation that mothers will play the primary role as care-giver. Millennials onwards tend to have a more open view of traditional roles, so as men take on more responsibility at home, balancing will become easier for women.

Recognising that there is still some way to go to ensure equal opportunity for progression to all levels, women in the profession have come together in Bermuda to assist each other. The Women’s Legal Network was founded in 2015 by Kimberley D. Caines-Best and Lovette Tannock. “We wanted to provide a space for women in law to support one another. Over the past few years we have organised a number of networking, educational and philanthropic events which have been very well attended and received,” said Kimberley Caines-Best.

Young women entering the legal profession today not only benefit from having had barriers broken by those who went before, but today often have the advantage of mentorship and support from female and male colleagues as they progress through their careers. This bodes well for a future where gender imbalance in the profession, at all levels, will eventually be a thing of the past.

Gender Diversity at Conyers

Bermuda’s largest law firm, Conyers Dill & Pearman, has come a very long way in terms of gender equality, particularly in recent years.

More than three-quarters of the firm’s Bermuda employees are women, and when it comes to global management roles and department heads, women are well represented – for example, the Chief Financial Officer, Global Head of Client Services, Head of Trust Services, Head of Corporate Services, Global Head of Human Resources and Chief Marketing Officer are all women.

Lisa Marshall, who joined in 1988, was the firm’s first female lawyer, soon followed by Robin Mayor. Lisa went on to become the firm’s first female partner in 1991; Robin was also promoted to partner the following year.

Conyers now has 22 female lawyers in Bermuda representing around 45 per cent of the total. At the director level, only 27 per cent are female, but this number is steadily rising and is higher than most onshore law firms. Lisa Spencer-Arscott, Global Head of Human Resources for Conyers, acknowledges the imbalance at the top, but points out that the numbers of men and women promoted to director in recent years have been equal. “When you look at the numbers of women associates in the firm (66 per cent), it is clear that in time we will see a much more equal representation of gender at the director level. It will just take a few more years,” she said.

The firm has worked hard to attract female lawyers and at least half of applicants to the summer law program – a primary vehicle for sourcing new associate hires – are now women. Equally important is retaining that talent, by fostering a culture in which women feel valued and get the experience they need to succeed. A women’s networking group has been set up by some of the firm’s female leaders to champion the professional developmentand career advancement of women through such means as sponsorship by senior leaders, mentoring and peer networking. “The group will also draw on expertise and insights from our peer groups of influential male leaders to help support our objectives, step up beside women and drive the adoption of actions across the firm,” said Lisa Spencer-Arscott.

Unconscious bias training was also delivered throughout the firm last year, with the aim of improving awareness of implicit biases – including gender and racial prejudices – that can hinder success and inclusion.

Julie McLean is a Director and local Head of Aviation Finance at Conyers Dill & Pearman.

This article was originally featured in the February 2019 edition of the RG Business Magazine.

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Georgia Marshall is the Head of the Matrimonial Department at Marshall Diel & Myers law firm. Even after 32 years of practice, the thought of reading the judgement just handed down in a hard-fought case still gets her up in the morning. The day involves working closely with a bright team of attorneys, responding to clients’ needs, while mentoring young Bermudian attorneys. Even though time is always in short supply for her, she gives us her best notes and keys to daily success.

6:30 AM: My day starts with coffee, a quick email check, and a look at my diary followed by a peek at my Instagram account. It’s here that my mental to-do list is drawn up and I can move on to feed the dogs, make breakfast, shower, get dressed, put on makeup, and heels (black if I’m attending court). Then, off I go.

8:30 AM expectations: By now, I would have arrived at the office, poured coffee #2, and reviewed any papers for my 9:30 court appointments. I would meet with the client before finding myself in front of a Judge to present my case. If there are no court appointments listed on that day, I would use this time to organise my work, draft letters, pleadings, respond to client and opposing counsel emails.

8:30 AM reality:I arrive at the office with my mental to-do list ready for the day. I sit at my desk and before I can take the first sip, I pick up a call from Mrs X, she needs to see me urgently, Mr X was physically violent to her last night, she needs immediate representation. Then Mr Y needs an appointment now because Mrs Y is about to remove their children from the island to live permanently in Brazil. Mr Z has removed all funds from the joint account and has cut off Mrs Z from access to the credit card. She needs to see me right away.  At this point, the mental to-do list has to take a back seat… It’s time to go into overdrive.

11:00 AM: I sit down with the client, take instructions, draft emergency applications and supporting affidavits, call the court to get an urgent appointment, present the case. I obtain Order, arrange for service on the opposing party. Breathe. A couple of days in a row like this, not to mention some in court and the mental to-do list becomes the urgent must-deal-with list!

1:00 PM:  Lunchtime! Or an hour to see another urgent client and tackle those mental to-dos. I do get the rare day to spend this hour savouring a delicious meal and the company of my husband at the Red Carpet.

2:00 PM: Collect papers and organise for afternoon court, which starts at 2:15. Most days after return from court, I meet with my team to discuss active cases, latest court decisions, and any other matter that has come up on a case.

6:00 PM: Try to leave the office for a yoga class at Lucky Elephant. Depending on what is on my desk that needs to be completed, hot yoga may have to wait until tomorrow.

7:30 PM:Leave the office. Definitely.

8:00 PM:I’m home to feed the dogs. My husband and I will discuss the day’s events over dinner and call our children (in LA) to touch base.

9:30 PM: Catch up on the day’s news.

10:00 PM:Review papers for the next day.

11:30 PM:Get ready for bed and try to get to sleep. Often, this is harder than it sounds as my brain is on overdrive thinking about tomorrow’s hearing or that ever-present and always daunting mental to-do list.

Repeat.

A note from Georgia:

Being an effective litigation attorney takes hard work and organisation. You must know all the facts of your case. This takes hours of pouring through bank statements and other financial documents. Also, in order to head up a department, you must be responsive to team members so that you can add your input when it is required.

Everything cannot be done in one day. You have to work diligently, and apply your energies according to priority. I have learned that you have to save some time (which is in short supply) for yourself and for your family. I enjoy gardening and watching what I plant, grow – I’m in pursuit of growing the perfect tomato. I am a beekeeping novice and learn about perseverance from watching their hard work. I enjoy playing a vigorous game of squash with my husband with the hope to one day beat him and having a meal with good friends, engaging in stimulating conversation while sipping a good glass of wine.

This article was originally published in the February 2019 edition of the RG Business Magazine.

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Founded: 1989

Employees: 26

Male/Female ratio: 42% – 58%

Bermudian/Non-Bermudian ratio: 89% – 11%

Staff turnover (2017): 4%

Marshall Diel & Myers has proved itself to be a truly outstanding employer, having taken top honours in the Top Ten Employers awards in 2016 and second place last year.

The Hamilton law firm prides itself on creating a warm and friendly working atmosphere that allows its employees to focus fully on the job and not be distracted by the negative factors that can plague a place of employment.

As one staff member stated in the survey: “They say you spend more time with your colleagues at work than your family. I am lucky enough to have my family at home and at work”.

The pleasant office atmosphere is not an accident –– it is a deliberately nurtured culture. As the company stated in the survey: “MDM treats its staff as family. All are valued for the roles that they play.

“As a result, the working environment is relaxed and friendly –– resulting in everybody giving their best to their work. Our staff rarely leave and our longstanding staff work together to achieve the same objective – to service our clients to their satisfaction.”
The firm made none of its staff redundant during the economic downturn of recent years and said it had expanded some office roles to make redundancy unnecessary.

Employees speak of a workplace in which their views are sought and listened to.

One staff member said: “The culture of the firm lends to diversity and unity. All are a part of the process and we each bring different views, cultures, and backgrounds that aid in providing well-rounded services to the Bermuda public”.
Though a small firm, MDM does offer its own scholarship to law students, worth $15,000 per year, as well as some discretionary bursaries. The firm further encourages young people by offering internships that give law students paid work experience.

What employees said:

“The company treats each person as an individual thereby making us feel valued within the organisation. The work-life balance is perfect”.

“Staff are free to express concerns about issues openly to the GM or the office manager, both of whom are very approachable”.

“MDM is the nicest place I have worked. Everyone works hard but we also look after everyone”.​

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