New York Lawyer
March 28, 2002

Q:
I am a second-year associate in a tax practice. I like the people I work with, I enjoy the sense of satisfaction from being a part of a team of lawyers, the pride of giving the partner a good work product, and the feeling of accomplishment that comes with producing something for a client who needs work done quickly. I like to take ownership of tasks and have my colleagues know they can rely on me in a crunch. I've found that the best part of my job (in comparison to law school) is feeling productive and essential to those I work with.

For that reason, I feel like I can never turn down work, even when I feel like I'm drowning, even if it means I will be working 13 hour days and weekends indefinitely. If I slow down and I feel like I could do better, I feel guilty. If I work in overdrive for too long, I get depressed.

I've never felt any strong inclination towards a particular practice area, and I don't think I really derive particular satisfaction from the substantive part of my work. Any suggestions for a lawyer who doesn't want to have to give 110 percent forever just to feel like she's doing a decent job?

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A:
You�re right to examine your career options now, if you�re already in burnout mode (which the seesawing from guilt to depression would strongly suggest) in only your second year of practice.

Feeling unable to turn down assignments is a hallmark of the legal profession � and, indeed, other professions. The law historically was seen as a calling, to which a lawyer dedicated himself or herself tirelessly, shutting out all other concerns. Increasingly, however, people are questioning whether total commitment need be the sole criterion for success, because it takes such a toll on individual, families, social lives and community involvement.

You have the earmarks of a great employee. Your dedication to excellence, and your enjoyment of the satisfaction of a job well done, will stand you in good stead no matter where you are. To remain at your present firm, you�ll have to try to change the tireless persona you�ve created for yourself.

You can face it head on, by telling a partner you work with that you are feeling burned out, that you need to have more control over your work-flow. As much as you�re helping them now, if burnout causes you to leave soon, you won�t be helping them at all.

If you don�t feel comfortable with the full-frontal approach, you can be more indirect. Say: �I�d love to work on that for you. However, I�ve got ten things on my plate already. I�m concerned that there isn�t enough time to work on all of these things at the same time and do a good job for the client.� Always emphasize the good of the client in making these statements, rather than your discomfort, because at the end of the day you�re serving clients. This way of expressing things gets away from what sounds like whining and complaining by focusing more on the work product.

You will have to go through a slightly awkward transition period where people get used to the �new you�. But it�s worth it if the end result is a more balanced work schedule.

Sincerely,
Holly English
Principal Consultant, Values at Work