New York Lawyer
April 20, 2006

Q:
I am an Ivy League law school graduate with junior associate experience in a top Am Law 100 law firm. I have some publications (academic and trade) under my belt and have been offered some opportunities elsewhere (clerkships, faster-track positions at smaller litigation firms).

In spite of these achievements (e.g. I look good on paper), I have had problems in turning in the type of work product my current firm wants. I remain on very good personal terms with everyone at my firm and they have told me that they think highly of my abilities, but they just don't seem to think the "fit" for the long term is there (e.g., the office I work in has been moving towards a transactional focus while I prefer the research and writing aspects of litigation).

Now here's the kicker. Some months ago I was diagnosed with a learning disability that explains several of my work problems, and even some struggles with certain classes in law school and in the rest of my academic career. I am seeking professional assistance and have informed some of my bosses, who have in turn been most understanding and patient.

Nonetheless, I am interested in finding resources that will help me evaluate what the appropriate setting for me would be as a lawyer over the long run. I'm open-minded as to what to explore. Knowing that you have referred others to counselors/psychologists who help lawyers deal with specific issues (such as Ellen Ostrow for work/family issues and coaching), do you have any contact who might do the same for lawyers with learning or psychological disabilities? Thank you.

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A:

Before turning to your specific question, I want to commend you on your decision- making and the analytical process demonstrated in this question. Your narrative shows an ability to stand back and evaluate yourself that is unusual for anyone. Further, you have identified what you believe to be the problem, and are seeking assistance. And while more typically we think of learning disabilities arising and being treated at an earlier age, it is great to identify the problem at this stage and deal with it. Additionally, the fact that you have been open with your bosses about this, and that they in turn have been supportive, is also encouraging. Too often, especially in law firms, issue remain beneath the surface, leading to a veneer of normalcy that eventually is betrayed by upheaval caused by ignored and festering problems.

So good for you for identifying the problem and determining that you want to seek help for a specific issue. And indeed, there is help out there. I spoke with Dr. Alan Graham ([email protected]), based in the Chicago area, who is a psychologist and executive/leadership coach. He has expertise in the area of attention deficit disorder (ADD) and working with people who have learning disabilities within work environment.

"These problems don't go away," Graham says. "They're not things that are curable. However, you can learn to manage them. You can be successful with learning disabilities or ADD in the workplace." He points out a great example: David Neeleman, CEO of JetBlue, who has ADD, and invented e-tickets because he keeping lost his paper tickets.

Graham points out that the person who has asked this question obviously is very bright to have been able to survive college and law school with learning disabilities. Graham says that he would find out what the difference is between the kind of work and accommodations that were made in law school as opposed to the law firm environment, and then "drill down to understand where the process breaks down." Once you identify the disorder, then you can come up with practical ways to compensate for it.

While it's not clear from the question above what the specific issue is in this case, Graham gave some examples. Someone with ADD, he said, obviously will have "time management challenges." In that case, he goes on, "I suggest finding an organizational system that you commit to. Someone with ADD does not have the neurobiology to internally structure themselves, so they need to create the structure outside of them. PDAs are great. If you have a time problem, you set the PDA for 20 minutes ahead of the time you need to get to an appointment, for example. Also, if you are doing research, and maybe you have a tendency to get lost on the computer and start surfing, you can set an alarm to go off every 15 minutes to make sure you are still on track. Someone without ADD will do this internally but someone with ADD can't."

Graham says that another example is with someone who has an auditory processing difficulty. When you give them verbal instructions, they may miss them, and not hear them properly. "In that case," Graham advises, "the person would need to learn to repeat back the instructions to make sure they got it right. Also, they can educate the boss and others about what's going on. The person who gives instructions may start learning to send instructions via email rather than verbally."

So - there's help out there, but you need to figure out exactly what the issue is and then come up with practical solutions. You sound so well grounded that I'm sure you will succeed.

Sincerely,
Holly English
Principal Consultant, Values at Work