INDEX:

1. Get Ready For Big Changes in Beyond the Billable Hour

2. Two New Coaches at Lawyers Life Coach LLC

3. Openings in Opting Back In Coaching Group

4. Openings in Leadership Excellence Coaching Group

5. Position Announcement

6. “Family Friendly Is Not Enough” by Ellen Ostrow

---

OUR PERSPECTIVE

Most attorneys -- especially women -- live impossibly busy lives. Finding a balance between work and life without sacrificing professional success, deciding on the best practice area or work setting, and making career transitions can be a daunting task, even for the most gifted and accomplished lawyer.

Just as every person deserves the best possible legal counsel, every attorney deserves professional, dedicated support in accomplishing her most important goals. You know how hard you've worked to get where you are -- you serve others, both personally and professionally. You've earned the right to both career success and a fulfilling life.

This newsletter is intended to help you create a satisfying life -- within, or outside of -- legal practice.

GET READY FOR BIG CHANGES IN
BEYOND THE BILLABLE HOUR

In order to enable you to reliably receive “Beyond the Billable Hour” and to protect you from spam we’re moving the newsletter to a separate site with a newsletter management system. When we move, you will receive an email asking you if you would like to continue to receive “Beyond the Billable Hour.” This double opt-in system will confirm your subscription, protect you from receiving unwanted email and enable us to be in compliance with recent anti-spam legislation.

We’re sorry to bother you with a second request to subscribe, since you’ve already done that. But we are making this step as quick and simple as possible and hope that it won’t be too much of an inconvenience.

Since this will be the only way that you can continue to receive Beyond the Billable Hour, please look out for the opt-in email.

TWO NEW COACHES JOIN LAWYERS LIFE COACH LLC

Naomi Beard, JD, CMC practiced law in a large firm for eight years before she began coaching attorneys. Naomi trained at and obtained her certification from MentorCoach™. Since then, Naomi has been providing out-placement counseling to attorneys leaving their firms and coaching attorneys – from associates to senior partners - to make career transitions, advance their legal careers and balance work and non-work life.

In addition to being an excellent, experienced coach, Naomi knows what it’s like to be a law firm associate. If you’re a junior attorney, it won’t take much explaining for her to understand your experience.

Matthew Pascocello, JD practiced law in house and with a Wall Street firm until he decided that assisting attorneys with their careers was his calling. For many years, Matthew has been the associate director of a law school career placement center, helping attorneys and law students to make career decisions and find positions in the law. Matthew obtained his coach training from CTI (The Coaches Training Institute.) Besides being a talented career coach, Matthew’s knowledge of the legal marketplace is exceptional. He is particularly talented at helping attorneys find jobs and to transition practice areas when changes in the market result in job insecurity or job loss.

OPENINGS IN OPTING BACK IN COACHING GROUP

OPTING BACK IN - Helping Attorneys Return to the Law is a virtual group coaching program to help women who stepped out of their legal careers in order to care for their families to successfully opt back into a satisfying legal career.

The group began in October, 2007 and some members have graduated into new jobs, so we have room for two new participants.

The group meets twice/month on Thursdays at 12:30 pm - 2:00 pm Eastern time. The fee is $150/two 90-minute calls/month

The coaches are Ellen Ostrow, Ph.D., CMC and Linda Marks http://www.worklifelaw.org/Staff.html

You can learn more about it at: http://www.pardc.org/Optin/

Or call Ellen at 301-578-8686.

OPENINGS IN LEADERSHIP EXCELLENCE
COACHING GROUP

This coaching group has continued since it began in 2004. As members “graduate” we welcome new participants. For the first time in a while, the group has two openings. Here is the description:

is a group for lawyers who have recently, or are about to, assume a new leadership role. The purpose of this group is to coach you through this momentous transition.

Benefits:

• Share your experiences with others going through the same transition.
• It’s lonely for women at the top -- reduce your isolation.
• Learn, by discussion and practice, essential leadership skills.
• Develop ways of addressing gender stereotypes that interfere with effective leadership.
• Set specific goals for your own development as a leader and have the group coach you to accomplish your goals.
• Reduce feelings of uncertainty and vulnerability by identifying your strengths and increasing your competencies.
• Develop your skills at projecting confidence and competence.
• Observe how your feelings influence your behavior and receive supportive feedback about how you're experienced by others. Learn how to come across as you intend.
• Learn what you never learned in law school about motivating others to share your vision and work collaboratively.
• Become adept at influencing others, even when it seems like you have to “herd cats.”
• Develop effective delegation skills and learn to work through others rather than doing everything yourself.
• Discover how to identify "coaching moments" and learn how to use them to accomplish professional development, succession planning, and personal career goals.
• Acquire strategies for managing others within the culture of your workplace.

This group is open to women lawyers working in any setting - private practice, corporate legal departments, government, non-profits, etc. The only requirements are that you are new to your leadership role – that is, you are anticipating taking on or have recently assumed a leadership role - and that you want to be coached and to coach others.

Leadership Excellence meets twice/month on Wednesdays from 3:00-4:00 pm Eastern time.

Ellen Ostrow, PhD, CMC is the coach for this group. The fee is $145/month (two 60-minute calls/month)

For more information, call Ellen at 301-578-8686.

POSITION ANNOUNCEMENT

Broc Edwards of Fagan Capital sent this to Lawyers Life Coach LLC. We are not recruiting, receive no compensation for forwarding this announcement and have no direct knowledge about the position or the organization. We are simply passing the information on to you.

Are you a superstar attorney who wants the chance to have a real impact on business results while maintaining a work/life balance? No 70-hour weeks; no billable hour minimums; no emergency projects.

• In-house attorney position for entrepreneurial investor involved in real estate and private equity.
• Work/life balance, flexible hours, predictable work schedule.
• Opportunity to also work on business/investment (non-legal) projects.
• Must be superstar attorney; others need not apply.
• Real estate law background required.
• We expect outstanding work; otherwise extremely casual atmosphere and no politics.
• We encourage referrals; a referral reward may be paid.

We are a privately owned, entrepreneurial investment firm involved in stocks, real estate, and the creation of new business ventures. We have a superb long term track record of finding and creating investments which are “high reward” with controlled risk. But we are not one of the many high-flying private equity firms or hedge funds that dot today’s landscape. We’re a small firm, just “doing our thing”, managing far less capital than these other firms. We’re not well known (we like it that way), we enjoy our work (business is our game; golf is boring), we value time with our families, we think we have good senses of humor, and we hope to be doing this same thing for another 40 years.

We seek to hire a true superstar attorney -- with an emphasis in real estate law -- who fits in with our culture of doing outstanding work while maintaining a reasonable work/life balance. While this position offers lower stress, fewer hours, and a controllable work schedule (that is, no calls at 5pm requiring you to work until midnight), we will not be settling for a “merely good” lawyer. We view legal work as a key strategic matter; we cannot compromise on the quality of our in-house attorney. See our definition of “superstar” below.

A large portion of your job will involve negotiation and drafting of documents related to real estate deals, and a material portion of your job could (depending on the breadth of your talents and interests, and our needs at any given time) involve participation in critical non-legal business issues that make or lose us money.

Our Business and Your Role in It:

• We are currently devoting most of our focus to a chain of specialty retail stores, where we are in the early phases of expanding from our current 10 stores to possibly 200+ stores over a long period of time (we’re not going to expand fast and screw it up). In this venture, we do not simply rent space in strip centers, but instead we purchase land and construct our own buildings, and sometimes also purchase existing facilities from competitors. The legal aspects include negotiating and drafting documents related to: land purchases, municipal and developer approvals, selling off or developing excess land, contracts with architects and general contractors, joint venture / licensing arrangements with third parties, and various financing arrangements.


• We think we’re developing a competitive advantage in retail operating skills, and in site selection. So, we also hope to expand into additional specialty retail businesses over time.


• Totally separately from our retail businesses, we have a history of purchasing various types of assets (real estate and securities) from distressed sellers. That business is far more competitive than it used to be, and we don’t spend much time on it anymore, but the timing is good right now to find assets like this, as the credit crunch worsens. When we do this, legal aspects could involve asset purchase agreements, bankruptcy matters, lending matters, etc. However, one of our huge problems is that we have many more potential projects than we have the time and energy to pursue, and we don’t do anything without analyzing it extremely thoroughly, so it’s an unknown as to whether we’ll have time to seriously pursue distressed opportunities in the near future.


• Depending on your skills and interests, your non-legal projects could involve assisting in business strategy brainstorming, researching and pursuing investment or business acquisitions, pursuing financing for ventures, etc. We’re open to how that evolves, but to be clear, please don’t think that this will evolve into a role where your legal projects become only a small part of the job - they will likely remain significant, and that’s very important to us.

Our Definition of Superstar Attorney

Based on verifiable schooling, test scores, and employer and client reviews, you’re in the top 10% of all real estate / business attorneys when measuring the following traits in combination:

• Raw intelligence and critical thinking skills
• Legal knowledge and drafting skills
• Attention to detail
• Ability to see the big picture
• Impact on client’s bottom line

Note that we do not include “number of billable hours” in this definition. We’re more interested in demonstrated quality than quantity. If you’re a superstar, most likely you worked really long hours for a long period of time. But you may have reached a point some time ago where you still wanted to do a really great job, but work wasn’t the only thing you wanted out of life, so you dialed back on your hours worked. And that’s OK with us. Plus, the reverse isn’t true anyway -- there are many people who make up for shortfalls in talent by simply working really hard their whole lives -- and we’re not looking for those people.

Elaboration on Certain Key Attributes:

• Required: You are very, very thorough and detail oriented. You’re constantly thinking about all the legal angles that can benefit us or harm us. And you pride yourself on accuracy and do not tolerate even small errors in your documents - in fact, your documents are so clean you can eat off of them. You don’t mind double-checking all your work, all the time - and you’re not into taking shortcuts. We always emphasize quality over speed. This detail orientation cannot be stressed enough, and here’s why: We attribute much of our above average investment results to our discipline of exploring many options, out-thinking most people, minimizing our own mistakes and catching other people’s mistakes, and being more thorough than our competitors - in both legal and non-legal matters. In particular, our CEO has caught many errors by other lawyers (because he reads and thinks about every word in relevant legal documents), which has worked to his investment advantage, time and again. You can be sure that our CEO will be very involved initially with your drafting, making sure you understand his approach, and double checking every one of your documents until you prove that he doesn’t need to do that anymore, at which time there will be a massive celebration at the office (and subsequently, an extended period of mourning if you retire). * Required: You are able to connect details to big picture. We know a lot of smart people who are good with details, but seem to have no natural judgment - they don’t seem to see the big picture. They don’t make good “next step” decisions. They get bogged down in the details and thus waste time on unimportant matters and/or go down blind alleys. So while we emphasize details and thoroughness, we also seek practicality - being able to distinguish between important and unimportant details.


• Required: You are still hungry to deliver outstanding results despite making the conscious choice to step off the big law firm billable hour grind. You’re really attracted to the idea of having more impact on the final outcome, and you like the idea of being exposed to a lot of new ideas and challenges.


• Not Required but Preferable: You are good at persuading and negotiating, preferably “live”. Obviously, in both the legal and non-legal realms, there is always a lot of negotiating and persuading to do. Great persuaders can make a big difference in the outcome of transactions - not only improving terms but also decreasing costs. An example of the latter is the typical contract negotiation process, whereby lawyers send redline drafts back and forth -- wherever possible, we prefer the style of picking up the phone, going over the points with opposing counsel, being persuasive as to why our points should be fair and acceptable to him, and trying to otherwise quickly resolve any differences. If you can do this along with creating accurate and thorough documents, you’re a big asset. * Not Required but Preferable: Your intellectual skills extend to math as well. In the investment business, you’re at a disadvantage if you can’t process numbers pretty quickly and accurately in your head. * Not Required but Preferable: You’re a loyal, stable person who hopes to settle down into a long term position. We do not foresee any slow-down in our need for a great attorney, and we expect to put a lot of effort into building an effective working relationship with you, so continuity is very, very important to us. For the right candidate, we hope that this will be a very long term position.

1. Required: You have your J.D. from a well regarded law school (or perhaps a lesser known school if you graduated at the top of your class), plus very strong grades and test scores.

2. Required: You have substantial commercial real estate legal experience, as this is the most important type of legal background required for the position.

3. Not Required but Preferable: Your undergraduate education was in business, accounting, finance, etc.

4. Not Required but Preferable: You have meaningful experience in other business legal areas, since our investments can cross over into multiple areas. Such areas would include some combination of the following:

1. Banking and finance
2. Bankruptcy
3. Mergers and Acquisitions
4. Private Equity
5. Franchise
6. Corporate/Partnership
7. Securities
8. Business Litigation

Reduced or Flexible Work Hours Possible

For your information, we probably average 50-55 hour work weeks ourselves. Never 70 or 80. And we don’t travel much, so we’re home for dinner every night. Plus, our work is fun; it’s like a hobby. Overall, this gives us a good work/life balance. But we recognize that there are some extremely talented people who do not wish to work even 40 hours per week. Thus, we’re flexible as to the average number of hours you wish to work, as long as you think you can average at least 30 hours per week. Compared to the 55-hour per week attorney, the 30-hour per week attorney will just make less money and probably get fewer non-legal projects to work on. But we’re flexible about this - we simply intend to hire the strongest candidate without regard to the average number of hours you wish to work.

Location, Compensation and Other Benefits

1. We’re located in the Dallas, Texas metro area. Dallas has a very low cost of living, very affordable housing, and no state income taxes. Roughly speaking, if you’re making $180,000 in Boston, you’ll live equivalently at $125,000 in Dallas.
2. Our office is in an upscale building in the Las Colinas area, but our dress code is very casual and the offices are kind of messy (we don’t have clients to impress). You can stop buying new suits and subsidizing dry cleaners.
3. This is not a structured environment and each person largely sets his/her own hours. (As such, self-management and excellent time management skills are a must.) Nobody punches a time clock, and generally we don’t care when you do your work, or whether you do some portion of your work at home.
4. So, to summarize, it’s cheap to live here and work here. And if you’re really good, you should experience great job satisfaction from an opportunity to do varied and important work that has a direct impact on business outcomes, while working reasonable and predictable hours in a casual environment. You’ll be the envy of all your lawyer friends.
5. Compensation is negotiable, depending on your qualifications and the approximate number of hours you’d like to work. But realize that we don’t manage as much capital as our competitors and we don’t put demands on our people like they do either. So we’re looking for the superstar attorney who places great value on the non-dollar benefits we offer, in which case we think you’ll be quite happy with the compensation. But if you enjoy a standard high-stress, high-billable-hour law firm position, you should stay there because you’ll make more money there.

Next Step

Interested in finding out more? Please email your resume and cover letter to fci.recruiting@gmail.com.

Of course, we will not contact your current employer without your permission.

“FAMILY FRIENDLY” IS NOT ENOUGH
by Ellen Ostrow

[A version of this article first appeared in The Complete Lawyer, Volume 4, No. 2]

"Ultimately, deep change, whether at the personal or the organizational level, is a spiritual process. Loss of alignment occurs when, for whatever reason, we begin to pursue the wrong end. This process begins innocently enough. In pursuing some justifiable end, we make a trade-off of some kind. We know it is wrong, but we rationalize our choice. We use the end to justify the means. As time passes, something inside us starts to wither. We are forced to live at the cognitive level, the rational, goal-seeking level. We lose our vitality and begin to work from sheer discipline. Our energy is not naturally replenished, and we experience no joy in what we do. We are experiencing slow death."

Robert E. Quinn (1)

"I define a team as an enthusiastic set of competent people who have clearly defined roles, associated in a common activity, working cohesively in trusting relationships, and exercising personal discipline and making individual sacrifice for the good of the team."

Robert E. Quinn (2)

Not long ago I received a call from a young woman partner in a small east-coast firm. On the surface Janice had what many male attorneys argue is an ideal situation for a women lawyer. She’d had good experiences and progressed well during her associate years. Both of her children were born since her elevation to partnership and her husband stayed home to care for them.

However, since becoming partner, she’d found herself increasingly isolated at her firm. Never having been mentored in business development, she wasn’t having much success in bringing in new business and each failure left her more demoralized. As a result, her partnership points and thus her compensation had declined steadily over the last few years. The senior male partners who had given her work when she was an associate were giving their work to associates with lower billing rates than Janice’s and were no longer willing to bring her into projects. Janice wondered if an in-house position might fit her better. Unfortunately, there was a paucity of local business with legal departments needing her practice expertise.

Janice felt particularly stuck as her family’s sole breadwinner. The pressure to become a rainmaker was coming both from her firm and her husband. He was reluctant to opt back into the paid workforce himself. He’d never really found his own career niche, so becoming a stay-at-home dad was less of a sacrifice than it was a default decision. But he’d become accustomed to the kind of lifestyle Janice had been able to create for her family as a partner in private practice. He did not want to make the financial sacrifices that would undoubtedly result from a transition to in-house practice. Janice tried to persuade him that although she enjoyed being a lawyer, she missed being more involved in their children’s lives. He argued that Janice was being selfish since her income was essential for the college savings goals they’d set for their children. He also reminded her that the decision to move to a larger house had been a shared reaction to feeling cramped with two young children in their former home and that her income was needed to pay the large mortgage they’d taken on. Janice tried to gently suggest that they could meet their obligations if he got a job but her husband was adamant that childcare costs would consume whatever he could earn and criticized her willingness to put her own wish for a more ideal job ahead of their children’s need to be raised by a parent rather than strangers.

The "Family-Friendly" Workplace Is Inadequate

As bleak as Janice’s dilemma might sound, countless other women lawyers echo many of the elements of her story. Senior male attorneys frequently advise their younger women protégés to have a “house-husband.” After all, a stay-at-home wife has always helped men advance. No doubt Janice would have benefitted from mentoring, especially in business development. Would the flexible schedule panacea have helped Janice? Probably not. Although alternative schedule options certainly have enabled some women to advance where they otherwise might not have, the fact that utilization rates still generally don’t exceed 5% attests to the ongoing stigma attached to them. The expectation that women who reduce their hours present a “flight risk” gets reinforced each time a woman working a flexible schedule “chooses” to “opt out.”

Often this happens after the birth of a second child. Many talented women struggle to make everything work, yet they end up feeling deficient compared to today’s “intensive mothering” standards as well as insufficiently productive, given that the billable hour remains the singular measure of productivity in most firms. They conclude that the complexity of juggling a career with the needs of two young children is more costly than the diminishing returns. The vast majority of the women I coach (and of women attorneys in general) are members of dual career couples. It is at this ostensible “choice” point that many women defer to their husbands’ careers. The explanation is often that he didn’t have the same flexibility or he had more earning potential. My experience is supported by Pamela Stone’s research (3): Somehow it seems to make sense to the majority of two-attorney couples to sacrifice her career.

In spite of having been a staunch supporter of “family-friendly” workplace policies throughout my career, I have modified my position. As currently practiced, they are, for the most part, superficial, piecemeal and ultimately inadequate to enable women lawyers to accomplish their most important goals.

The Goals Of Men And Women Attorneys Diverge

There is some research indicating that the goals of women attorneys may not be the same as those of their male colleagues. A 2004 survey (4) of high-achieving men and women revealed gender differences in career drivers. Men indicated that they were most motivated by financial rewards and the opportunity to advance to positions of greater prestige and power. In contrast, women most wanted the opportunity to work with people they respected, to collaborate with others and be part of a team, and to “be themselves” at work. Women expressed a desire for access to flexible work schedules, but high quality and collaborative work relationships trumped flexibility. From my standpoint, collaboration and teamwork - in addition to flexibility – are what women lawyers most need. And, as difficult as it may be to imagine in the heroic, individual-achievement oriented culture of law, everyone – workplaces, clients, women and men – would benefit.

Teamwork Is Possible-Even In Law Firms

Is it possible? During lunch with a senior male large-firm partner, his newest partner and an associate (both women), they described their practice group’s approach to work. They are a diverse group – roughly evenly split between men and women, multi-cultural, married and single, with and without children. They all share two fundamentals: they enjoy their work and they value their lives beyond work. And they work as a team.

I don’t mean “team” they way the term is usually used to describe a group of lawyers who cross-sell and go on client pitches together, or the grouping of attorneys who often compete for the same business but are grouped into practice “teams.” They are a team in the same sense that Robert Quinn defines a team in this article’s epigraph. Each client is introduced to the entire team and the team is responsible for the work of every client. When one lawyer wants to leave at 3:00 pm to attend to her children’s after-school activities, another picks up where she left off. The “night owl” attorney does the late-hours work while the “early morning person” takes over when her colleague is ready for sleep. Although the senior partner loves drafting, he recognizes that junior attorneys need the opportunity to do this work in order to advance, so he defines his role according to the ways in which he can best contribute to the team’s goals: business development and mentoring. They still haven’t worked out all the kinks, but they’re an extremely profitable team and they’re all pretty happy. And they are a breathtaking demonstration of what is possible, “even in a law firm.”

Still, this is only one part of the solution. Women lawyers are too often faced with zero-sum situations: work or family, her career or his. The “choices” made by women lawyers are constrained by the tenacity of traditional gender-role expectations in our culture. “Family-friendly” workplace policies, although necessary, will not remedy inequities at home.

The problem of the “second shift” first described in 1989 by Arlie Hochschild (5) has been remarkably resistant to change. Women continue to carry the lion’s share of responsibility not just for home and children, but increasingly for elder care.(6) Most of the time, husbands’ contributions continue to be viewed as “help.” Many of the women lawyers I coach complain that, although their husbands are willing to respond to requests to complete specific tasks, what they cannot delegate is the kind of psychological ownership that creates their experience of unremitting responsibility. In fact, women lawyers with stay-at-home husbands frequently have a similar gripe. “Why doesn’t he think to clean up the kitchen?” “Doesn’t he think about planning ahead for baby-sitters and play dates?” Besides, the “stay-at-home-husband” solution is often just another zero-sum formula that maintains all-or-nothing workplace norms.

Create A True Team At Home

How might things be different if husbands and wives (and other family constellations) became true teams? The senior male partner described above expects to train less-experienced team members. What if women provided their partners at home opportunities to gradually take on increasing task ownership? At a forum of male law leaders I attended, many of the men said they gave up trying to take on more responsibility at home because they could never do it well enough for their wives or grew weary of being micro-managed.

Challenging gender-role stereotypes at home is very difficult. Those of us used to carrying the load sometimes fear leaving critical responsibilities to less experienced hands. Perhaps we secretly harbor worries of becoming less necessary. There’s guilt to bear, as well, for failing to live up to gender-role expectations.

It wasn’t easy for women to take their places beside men in the workplace. At home, achieving real teamwork will require ongoing communication, challenging our own assumptions and biases, a great deal of self-honesty, patience, persistence, trusting relationships, making sacrifices for the good of the team and implementing the same teaching, negotiating and management principles women use with their children and in their jobs.

Flexible schedules grafted on to gendered cultures are unlikely to give women lawyers what they really want. To the extent to which male attorneys work “extreme jobs,” (7) their wives often bear the burden through down-sized and often sacrificed careers. Part-time work must be de-stigmatized to enable both men and women to take advantage of it. Workplace flexibility must be defined to include career customization, not just short-term reductions in hours worked.(8) A collaborative team approach to work would enable individuals to address the changing realities of their non-work lives while continuing to contribute to the overall goals of the team and the organization. The flexibility offered to both men and women by teamwork would create more options for couples to negotiate “shared-care” arrangements at home.(9)

Janice’s life would be better if she could function as a member of a genuine team, both at home and at work. Collaborative workplace relationships have been shown to increase engagement at work, which in turn leads to better employee health and higher organizational profitability.(10) And if, in fact, the careers of women lawyers are more satisfying to the extent to which they have high quality relationships with respected colleagues, then creating more genuine teams may be a solution that benefits all.

Notes

1. Quinn, Robert E. (1996) Deep Change: Discovering the Leader Within. (Jossey-Bass Business & Management Series). San Francisco: Jossey Bass, p.78
2. Ibid p.161
3. Stone, Pamela (2007) Opting Out?: Why Women Really Quit Careers and Head Home. Berkeley: University of California Press.
4. ISR (2004) Motivating Men and Women at Work: Relationships vs. Rewards, cited in Hewlett, Sylvia Ann (2007) Off-Ramps and On-ramps: Keeping Talented Women on the Road to Success. Boston: Harvard Business School Press.
5. Hochschild, Arlie (1989) The Second Shift. New York: Avon.
6. Harrington, Mona & His, Helen (2007) Women Lawyers and Obstacles to Leadership: A Report of MIT Workplace Center Surveys on Comparative Career Decisions and Attrition Rates of Women and Men in Massachusetts Law Firms. MIT Workplace Center.
7. Hewlett, Sylvia Ann (2007) Off-Ramps and On-Ramps: Keeping Talented Women on the Road to Success. Boston: Harvard Business School Press.
8. Benko, Cathleen & Weisberg, Anne (2007) Mass Career Customization: Aligning the Workplace With Today's Nontraditional Workforce. Boston: Harvard Business School Press.
9. See The Third Path Institute - http://www.thirdpath.org
10. Rath, Tom (2006) Vital Friends: The People You Can't Afford to Live Without. New York: Gallup Press.

NOTE: BEYOND THE BILLABLE HOUR ™ is intended for informational and educational purposes only. It is not a substitute for a personal consultation with a mental health professional and should not be construed as a form of, or substitute for, counseling, psychotherapy, or other psychological service.

SUBSCRIPTION INFORMATION

For a FREE subscription to BEYOND THE BILLABLE HOUR ™ sign up at: http://LawyersLifeCoach.com or send an email to: billablehour-request@LawyersLifeCoach.com with the word subscribe in the body of the letter.

(c) Copyright 1998 - 2008 Ellen Ostrow. All rights reserved.

Distribution Rights: The above material is copyrighted but you may retransmit or distribute it to whomever you wish as long as not a single word is changed, added or deleted, including the contact information.

However, you may not copy it to a web site. Reprint permission will be freely granted upon request. Advance written permission must be obtained for any reprinting of this material in modified or altered form.