New York Lawyer
June 11, 2002

Q:
How can I get out of law and become a management consultant?

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A:
If you stop to think about it, if you presently are practicing law with a firm, you already are a management consultant. A highly-specialized one, to be sure, but a consultant nonetheless. Consultants are people who sell time and expertise for money. That is what you do. As a practical career transition matter, this fact actually enhances your marketability -- even if you want to move into a consulting focus that is markedly different from your present legal "product profile."

Broadly speaking, consultants can be broken into two categories: expert consultants and process consultants.

Expert consultants sell you their skills, and they do the work. Process consultants collaborate with clients to help the client do things better.

Plumbers are expert consultants: they don't teach you how to fix your toilet; they fix the toilet. When lawyers are doing things that non-lawyers are not allowed to do -- like appear in federal court -- or that their clients don't know how to do, like prepare sophisticated trust documents, they are expert consultants. Most practicing lawyers have chosen a "product identity" defined in terms of some area of expertise. When a person says, "I am a labor lawyer," he/she actually is saying "I know the minimum amount about labor law that is required to call myself a labor lawyer, and I am content to be described by others in terms of that area of subject matter expertise."

On the other hand, when lawyers operate as generic advice-givers -- when we call them "counselor" -- they are acting as process consultants, selling their judgment, maturity and experience as much as their technical expertise. Similarly, management consulting firms (and practice disciplines) include both expert services and process services, so you should know which is which -- and which is your preferred future playing field.

One reason lawyers have a tough time making career shifts is because when they say, in effect, "I don't want to be defined in terms of my area of technical knowledge any more," the marketplace says, "so if you're not a labor lawyer anymore, then what are you? What do you bring to the party?"

The answer is, "plenty." The generic capabilities experienced lawyers develop (as opposed to technical skills) include strengths that transfer readily to other -- particularly consulting -- settings: Situation assessment; potential problem analysis; strategic and tactical thinking; project management; written and interpersonal communication skills; advocacy and negotiation ability; the ability to work well independently; and, comfort in the role as an outside expert.

If you've practiced with a firm and have had any client contact, you already are experienced in client development, client relations, making pitches and proposals, pricing professional services, setting project parameters and timelines, and all that other good consultant stuff. Therefore, when you approach McKinsey or Towers Perrin, it's not like you're saying, "I've been a camp counselor for 15 years, but now I think I want to be a management consultant." You already are of the same genus, albeit of a different species.

Now, a question you're bound to be asked is, "having put in all that effort to acquire your legal expertise, why do you want to leave your species?" If your answer is, "because I hate the time pressures, travel and carving my life into billable hours," you may want to forget about management consulting. When talking about your motives for moving, best you emphasize that your intent is not to run away from something, but rather to direct your career toward something -- say, assisting corporate leadership in running a successful, profitable enterprise in some way.

But in what way? "Management consulting" is a big playing field -- with it's own set of specialities. What's your interest or aptitude? Strategic planning? Comp and benefits? M&A? Entrepreneurial business development? IT? Logistics? Leadership development? Finance? International business? Marketing? HR? It will not serve you well just to say, "I want to go into management consulting." Too broad, too unfocused.

If you don't have that focus, it's time to do some serious research and networking. Peruse the websites and study the capabilities brochures of both large, multi-discipline consulting firms and smaller, more specialized boutiques. Learn how they describe what they do -- and what their "deliverables" are. Learn the jargon. Learn about their various client bases.

More importantly, see what activities interest and motivate you, which either build on your existing legal expertise and experience (ah!, transferability again!) or call for an aptitude you already have demonstrated in your legal career. Now, with this improved focus -- and before you go knocking on doors -- do some active networking. Talk to real, live management consultants, in diverse disciplines and at various stages of their careers. Ask them about the opportunities, the prerequisites, the barriers to entry, how a firm like theirs might tend to view your legal credentials and background.

In addition, go talk to the admissions people and career placement officers at some local business schools. Get their view of the formal face of the "management consulting market," about career paths, and geographical hot-zones and consulting disciplines that are taking off. Get so articulate that you don't wander naively into the buzzsaw by asking some power-contact: "if you hear of anything that might be a fit for someone like me, would you let me know?" Read some books about the McKinsey Way or the rise and fall Arthur Anderson or what firms are market leaders and innovators. Don't go and talk to a bunch a smart management consultants (and they're the only ones you want to talk to) until you can both think smart and talk smart about your career shift.

Your goal? To define as specific a focus and career direction as you can. To rule out areas where you would be incompetent, unmotivated, or unable to make a significant monetary contribution pretty quickly. If you do not have subject matter expertise in your area of interest, do not despair -- if you have a "consulting aptitude," many firms have truly superior training and education programs. In many cases, they'll teach you their approach, jargon, systems and techniques.

Be aware, however, that for long-term career advancement, an MBA may be a prerequisite. Your JD says some things about your smarts and ability to acquire technical skills, but it is not viewed as equivalent to an MBA. If you're serious about being a big dog in management consulting, you may have to "recredential yourself" by acquiring new expertise or going back to school.

In deciding to do this, ask yourself if the book is worth the candle. If you're young, a major investment in personal retooling may be appropriate. If you're already well-along in your life and career, you may run smack-dab into "the age and stage problem." Why would a major firm want a 45-year-old greenhorn when it can hire a 26-year-old greenhorn for less money?

In sum, this career shift is one of the most doable for ex-lawyers. There are a zillion firms in a million cities providing thousands of different kinds of services. In an outsourcing-orientation business climate, consulting continues to grow, specialize and provide career opportunities. This career move is not an automatic slam-dunk, but if you do your homework conscientiously, your three-pointer may hit nothing but net.

Sincerely,
Douglas B. Richardson
President, The Richardson Group