First-Gen Lawyers Can Reach New Heights and Succeed in Big Law

For first-generation lawyers, the experience of entering Big Law can be daunting yet rewarding. Many even navigate this process alone. It’s essential to seek help and remember that this process can lead to personal and professional growth.

These new attorneys carry a heavy burden as the first person in their family to pursue a career in the legal profession. Unlike some of their professional counterparts, their parents might not have held professional jobs, which leaves the new lawyer without the privilege of familial connections to open doors, along with limited exposure to expectations of the legal profession, and lack of insight into the nuances of practice.

These challenges show up for early-career and aspiring lawyers as they navigate the law school and law firm career path alone, often without the financial support needed to establish a legal career. There is a large upfront investment associated with all prospective lawyers’ completion of an undergraduate degree, law school, and bar exam preparation. First-generation lawyers tend to bear larger amounts of school debt than their counterparts.

Recruiting Process

Soon-to-be lawyers should research potential firms thoroughly and early. They might face challenges in navigating educational choices, such as selecting the right law school or understanding the significance of clerkships, law review, internships, and other career-enhancing opportunities.

Consider whether a firm’s practice areas, culture, and values align with business development goals and personal core values. They can do this by attending firm presentations, networking with current employees, and reviewing recent cases and client testimonials.

If the work and culture align with a lawyer’s personal beliefs, they will feel more passionate about their work product and relationships. There is additional pressure on first-generation lawyers, as many firms are starting their recruiting process for summer associate positions even earlier than before—sometimes before they finish their first year in law school.

The accelerated timeline gives law firms less time to review and vet candidates, which means law students having to get oriented quickly.

Historically, firms have filled their summer associate positions through on-campus interviews. They also have online applications and interviews, so soon-to-be lawyers must consider how to stand out and leave an impact when interviewing virtually.

Because this process can feel very foreign and unfamiliar, start with the following tips. Prepare for each interview to reduce any nervousness about this intimidating process.

• Shadow an experienced lawyer and join professional associations.
• Leverage law school events, alumni networks, and industry conferences to build relationships.
• Look for a firm with diverse leaders and people in positions of power.
• Connect with and learn from other first-generation lawyers.

Tips for Associates

Summer associates should actively seek learning opportunities, embrace feedback, and pursue growth. The summer program should be viewed as an extended interview, giving the prospective lawyer a good sense of life as a junior associate.

Engaging in training sessions and social events will help lay a solid foundation for a future career in Big Law. Meeting deadlines and maintaining attention to detail are non-negotiable, but most attorneys realize that summer associates will have a learning curve on other skills.

Summer associates should ask questions and confirm expectations for every assignment received to ensure that the final product is precise and correct. Consistently delivering high-quality work will set a precedent for a future as a business developer who brings in new clients and helps the firm grow.

When approaching networking, first-generation lawyers should look to nurture relationships they made during their undergraduate years and also maintain law school relationships. Investing in quality relationships will build a network of professionals that first-generation lawyers might not have at their career onset.

These lawyers can lean into something others don’t have: a modern identity of what a lawyer looks like. Finding a firm that views this as an asset will aid long-term success.

Newly Minted

First-generation lawyers should seek resources and educational programs that address the unique challenges of being the first lawyer in the family while navigating working at a new firm.

Seek mentors within the firm and elsewhere who can provide valuable guidance and support as they navigate their careers. Starting or engaging in law school-based programs for first-generation lawyers can foster a sense of community that helps by sharing critical information learned and providing a support system that can continue beyond the law school setting.

These lawyers should proactively contact internal support staff to learn about business development tips. The American Bar Association’s Young Lawyers Division also has a First Gen Initiative. It addresses disparities and barriers to success by providing networking opportunities and resources to help create a sense of belonging for a group that might otherwise feel lost or excluded.

Impostor syndrome is also common in this group, which is why it’s important to connect with others to help build confidence. They should also acknowledge they have navigated many different environments, which makes them more adaptable and culturally competent.

First-generation lawyers shouldn’t feel the need to conform—or be afraid to offer fresh perspectives, such as applying cross-cultural communication skills to better serve clients and using non-traditional precedents or interdisciplinary approaches that others might overlook. Their backgrounds might make them more open to new ways of thinking, which is a tremendous asset.

They can also use affinity groups and networks for first-generation professionals to seek support with determining expectations, mentorship with more established first-generation lawyers, and a sense of community of having an empathetic group of people to turn to for resources. If their law firm doesn’t offer these resources, they can expand their personal networks.

First-generation lawyers who use their backgrounds to differentiate themselves in the legal profession will resonate with colleagues and clients. They might also have more resilience—another value-add, as many lawyers have cited low levels of resilience.

This will foster the trusting relationships needed to grow a thriving practice and achieve professional success—for themselves, their clients, and the colleagues they will ultimately serve.

This article does not necessarily reflect the opinion of Bloomberg Industry Group, Inc., the publisher of Bloomberg Law and Bloomberg Tax, or its owners.

Author Information

Tenia Clayton is a health-care lawyer at Baker Donelson.

Megan K. Senese is co-founder and principal at stage, a women-owned business development and legal marketing firm.

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