You know how they say you have to be very careful what you wish for? My burning desire, upon (someday) retiring from private practice, was to shape the legal landscape of my home country. That wish was granted much earlier than expected when the Dubai government asked me to leave my firm while still a young lawyer and build a suite of economic legislations to attract foreign direct investment and strengthen the legal infrastructure of the UAE.

Suddenly, I was in the public sector, and my client was the government. It was not just about being a lawyer, but about diplomacy and navigating various languages in serving the government and public sector. This is not the sort of skillset that you learn from a manual or an academy. But having worked at a top international law firm, I had the ability to think creatively outside the box, on the spot and under pressure.

I found myself working with people who had served in the government for 30 or 40 years, who had never worked with a woman before, much less a young woman. I was the only female voice. I had to work extremely hard just to prove that my work was credible, but through consistent, quality, sound advice, they soon got the message.

As a young lawyer in private practice, I was extremely shy about expressing my point of view. I had answers and opinions but was intimidated by senior lawyers and worried that my ideas would be rejected. I remember the shiver in my voice the first time I spoke up – but then saw positive looks across the table, which encouraged me. In those moments, my career progressed.

Women care deeply about being judged and often imagine career-ending consequences in speaking their minds. I’ve taken some very big risks in my career and simply didn’t care about consequences like that, so long as I was confident in serving the best interests of my client.

When I was in the government, everything had to be delicately managed. I couldn’t lean on anyone, yet a single decision could affect the entire economy. From day one, I realized what was at stake and knew I had to step out of my comfort zone and confidently rely on my professional judgment and expertise. I can’t say that I was right every time, but I always slept soundly knowing that I had given my best advice – and that’s what mattered.

My advice to young lawyers, irrespective of gender, is to push through your obstacles. As my father said to me: no dream is too big. But do make sure it’s your personal dream – one you will stay committed to even when things get difficult. No doubt, there have been challenging times in my career, but because this is my dream, I continue to persevere no matter how hard the winds blow against me.

I grew up in Ireland, in an educational system that does not have undergraduate schools. Instead, we were expected to select our graduate studies right after high school. Being so young, it was some time before my decision to study law took shape as a career path. But after a few years in private practice, I knew I wanted to be a commercial lawyer and a business person.

This combination of roles is exactly what attracted me to working in-house. I wanted to be integrated into the company and play a role in commercial decisions. I liked the international aspect of AEI – learning about a global business and traveling to places I wouldn’t typically go to on holiday. And I’m very glad to have been given opportunities in my private practice to work across several corporate disciplines, including M&A, private equity, securities, banking/finance and insurance. It was excellent preparation for in-house life because the spectrum of my daily work was extraordinarily broad.

Commercial awareness is the single most important skill for a lawyer in private practice, and that requirement is amplified by about 100 percent when you move in-house. As a legal adviser, you are there to make a commercial goal happen and be solutions-oriented. It is important to remember that your true role is not to point out the problem and talk about every issue of law, but rather to find ways to solve the problem.

Some people go in-house because they desire a more regular nine-to-five job without huge amounts of stress. Other in-house jobs are the complete opposite – they give you the chance to work in the trenches on large, complicated transactions, with the added challenge of managing multiple other matters relating to the ongoing business of the company. My job was definitely on that end of the spectrum, so I’ve reaped the benefits of developing good organizational skills.

Confidence is critical, but it’s also very important to know what you don’t know. No one wants to show weakness, but it’s better to ask for help than to forge ahead unprepared. Not only will you make mistakes but you will lose respect. Get to know people who can help, and then go to them when you are unsure. There’s nothing weak about that.

As a business leader, I have learned the importance of connecting with others and taking an interest in their lives. I’ve seen what a huge difference it can make to just stop by and ask, “How’s your day?”

I would urge my younger self to remember that all problems can be solved. When you’re young and something goes wrong, it feels like the end of the world. But really, all you have to do is sit down and think about how to fix it. Keep calm. There’s always going to be a solution, and nothing is ever as bad as it seems.

*Since publication, Maureen has taken a new position as general counsel of Atlas Renewable Energy.

The choices you make as a young lawyer are not final – and you may need to go through different phases during your professional development. But at all points, it’s important to think about what you want and where you imagine yourself a few years down the road.

When you are young, sometimes you think, “I have this fantastic opportunity to go there and I should go, even though I don’t feel naturally attracted to, say, finance law.” This is indeed one way of building your career: being open-minded about opportunities. But it’s equally valid and important to think, “What do I want?” I have found that you realize over time how important it is to do things with desire. It is important to define your passion about the job you are doing. What is it that fascinates you?

I had an incredible opportunity at the beginning of my career to be seconded to a client. Being seconded is a great way to better understand your clients, but it also made me realize that you don’t need to wait to become a partner to develop relationships.

When you are a young lawyer, you develop relationships at your own level with younger in-house lawyers; these contacts then rise through the ranks and, in turn, become senior lawyers. So begin building your own network very early. When starting out, your priorities center around being technically excellent, but it’s also important to start working on business skills early. If you don’t, it may be less natural and therefore harder to do at a later stage.

Lawyers are perfectionists, so they naturally work on improving their own skills. When it comes to managing others, having authority while maintaining very good relationships can be complicated. That was something I felt I had to consciously think about and work on to be able to progress to the next stage.

You need to put yourself in others’ shoes. Take into account the differences between people, and be sincere. When you tell people honestly what you think, and when you care for them, people trust you. My advice is to have your own management style, and listen to others. These skills don’t come in one day, but you must jump in the water.

It limits us to think, “I can’t do that. I can’t become that. That’s not for me.” The questions should be, “What do I want? Do I really like it?” Provided you have a positive answer, work in that direction, and really trust yourself. Anything is achievable.

My primary advice in seeking success is to be yourself, which will not necessarily mean that you look like the person sitting next to you. We each have our own bent, and we face our own difficulties, so it’s important to trust yourself as you are – not just fulfill a list of criteria.

From the minute I started my career, I loved it.

I began with a love of studying (Classics) and the desire to work as part of a team. The law had some interesting connections with Greek political theory in being focused on “problems in context,” so I went in that direction. Then I chose my firm because everyone seemed happy, and there was a straight-up atmosphere.

Drafting and negotiation quickly caught my interest – at first in the Banking practice and then, to my delight, in Corporate, where I’ve been ever since. I never had a set plan but found my path as I went. At any given moment, the only question I have ever asked myself was: Am I enjoying what I’m doing?
In building any client relationship, the important skills are listening and flexibility. Listening involves taking cues from individuals with unique personalities and businesses, and then extrapolating what they need so you can deliver the best product. Flexibility means you understand that great service will vary from client to client. Some want you to be the tiger, and others don’t. If you ask a few key questions and deliver against the answers, you’ll always be a step ahead.

While still in London, I became the relationship partner for a multinational client, doing outbound M&A. I was working with a woman I like to describe as fearsome and wonderful. She asked our firm Managing Partner to send me to New York. By this time, I was dating a New Yorker (now my husband and the father of our two amazing children), so everything came together – never underestimate the power of a little luck!

Courage, perseverance

In business development, you need courage. There are moments when you have to bite the bullet, reach out and do something that puts you outside of your comfort zone. Sometimes you end up with nothing, and sometimes you end up with something fantastic. Perseverance goes with courage, because sometimes you’re not sure how your actions are received. But keep looking for opportunities. Remember, it’s a long-term proposition.

Not everyone is a good salesperson, meaning outgoing and good at networking. And you can’t become what you are not. What you can do is play to your own strengths − be self-aware and be yourself. If you watch others, you’ll see that people achieve great things in different ways. Find a glove that fits. Importantly, build up your network within the firm. Walk around to other people’s offices. Give them a call. Create connections. Follow up. A little initiative can go a long way.

Love

I genuinely love what I do and am confident that my pride and enthusiasm show through. I go into every business development meeting utterly convinced that what I’m selling is really fantastic. It’s infectious.

I actually never wanted to be a lawyer − I applied to study Economics in the UK. Then my parents suggested applying for the Law faculty at the National University of Singapore – to save some money and because the law is such a solid profession. Asian parents are always quite practical!

Initially, my plan was to just study Law and then change direction. I am naturally better with numbers than with words, but I’ve grown to love using words. In my capital markets practice, a big part of what’s required is telling a story about the company in order to raise capital.

I’ve always been drawn to the business side of things and find it one of the most exciting aspects of my practice. My father ran his own business, so I grew up thinking about business, and I always imagined I would run one. As a result, I was quite prepared when it was time to take my practice to the next level. And that’s advice I would give to any aspiring attorney: think about law as business.

All businesses have internal and external clients. That’s quite an important realization for a young lawyer. The firm will talk about external clients, of course, but as a junior associate, you will more likely deal with senior associates and partners.

It’s important to understand the pressures a partner is under, as well as the dynamics in the firm. When you work together with partners, reach ahead of yourself. For example, when you are a trainee, work to think like an associate; when you’re an associate, try to think like a senior associate; and like a partner when you are a senior associate. Challenge yourself to get to a higher level of thinking, and you’ll likely accelerate the time it takes to get there.

I also think it’s important to gain perspective as you grow, and learn to show empathy. Put yourself in someone else’s shoes and consider why they are asking for certain deadlines and deliverables; don’t see a project just as a project, see the bigger picture.

When you’re younger, it’s natural to look at successful women and think, “They have everything.” But my advice is this: don’t be daunted by the idea that you have a lot of balls to juggle. You actually don’t have to focus on everything at full speed or 100 percent of the time. Pace yourself. You may decide to have a family and, at one point, you may need to focus more on family. But as the kids grow up, you may want a new challenge. Consider all your options, and look for a firm where you can discuss these types of issues openly, hopefully with a culture that is very supportive. I am grateful to my supportive partners and team who have helped me along the way.

In looking back, I am very glad to have kept an open mind. What you are good at when you’re 22 years old might not be the same later in life; I find that it’s best to go with the flow and be open to change.

I became a lawyer because I like thinking creatively and wanted to work in a discipline that rewards innovation. There’s always a grey area, and I like exploring and pushing the boundaries of that.

I knew that I wanted to work in an advisory capacity, helping clients with the big-picture regulatory and governance issues. In late 2011, the firm established a dedicated group of lawyers to advise on regulations enacted after the global financial crisis. As a second-year associate, I saw an opportunity to get in on the ground floor and build my reputation as a go-to resource across the global network. Taking that chance was the best decision I’ve made so far.

Connecting with clients and internal teams

Being an effective communicator is critical to my practice. It’s one thing to be a good lawyer, but you also have to be able to connect with people in terms that make sense to them.

For that reason, I never shy away from using an idiom. Lawyers can get lost in the weeds of law … while clients are just thinking, “Can I do this?” It’s important to be personable and know how to make your advice relatable. Be curious; read the newspaper, including the business section, and be able to present a 360 view on the issues. My own mantra is to think expansively but work specifically.
Learn how to write well too, and especially know when it’s time to switch that legalese button off – write punchy, write clearly and don’t get overwrought. Assume your audience isn’t going to read past the third line. Come to your conclusion early and then follow with the analysis. The headline is key.

Internally, I think of everyone as a client. Your clients could be first- or second-year associates or the partner assigning you work. Everyone and everything is a deliverable, and we’re all working toward the same goal: executing.

Managing larger expectations

There will come a moment in your career when it’s time to take more responsibility. When you’ve successfully established your reputation and people start calling you, it’s time to get out of your comfort zone and consider your available resources.

In certain cases, you will need guidance – that’s okay. No one expects you to know everything (and no one does!), but it’s important to be resourceful and complete at each stage. Be willing and able to run the ball down the field as far as you possibly can before you pass it off. The most successful among us are those who take ownership while also knowing when to exercise discretion. It’s easier said than done, but it’s an important step to take early in your career.

*Since publication, Ashwini has been promoted to counsel.

Becoming a lawyer wasn’t a lifelong dream. Like many, I fell into it by happenstance. When I finished college, having a graduate degree was seen as a good career move, and it is even more so today. I also looked at skillsets and chose graduate studies that would play to my strengths, writing in particular.
Having sampled both litigation and transactional work as a summer associate, I soon realized that I preferred the corporate side. I spent my first years out of law school in New York City primarily working on mergers and acquisitions and securities offerings. By 2000, I was with Clifford Chance in London on the US securities team.

It was the dotcom boom. I remember that my office mate wanted very much to go in-house at a tech company and was urging me to do the same – new paradigms and all. Ironically, around the same time a former colleague who had previously moved to XL Capital called to ask if I was interested in an in-house role. I wasn’t, but I was curious so agreed to meet them, despite that the company was a far cry from the ultra hip dot-com world!

When I found that I liked the people and the company environment, I decided to make the move – both in-house and to Bermuda. It was quite a sea change as the roles are so different. Luckily, my private practice involved a wide variety of matter types; having a generalist view is good grounding for the in-house counsel role, which involves a lot of issue spotting.

I would encourage young lawyers to get exposure to different practice areas, which will round you out and provide a better sense of where you truly wish to concentrate down the road.

In terms of accomplishments, navigating the global financial crisis in 2008 was one of my greatest professional achievements. Our company’s stock price dropped from $90 to under $3; we experienced a ratings downgrade and the need to negotiate a very complex deal with key stakeholders.

I learned that I actually thrive in stressful situations … and under challenging circumstances. I also learned leadership in a new context. Colleagues were looking to me for answers, and I had to make very painful decisions around staff reductions. Getting through the crisis required all of my energy and skills but also instilled a sense of responsibility for others and a mindset of developing them. This is the most important part of a leader’s job.

Another side of that learning is team building. When interviewing job candidates, I look at substance and focus on diversity as a basis for developing my slate. I pay close attention to energy level, attitude and EQ. The latter speaks to a person’s curiosity and flexible frame of mind, both of which I value highly.

Looking back, I would advise my “younger self” to find the right work-life balance and actively seek out mentors and role models. Young lawyers are perfectly right in looking for guidance from colleagues – not necessarily a formal mentorship, just someone you trust and respect to help you bounce ideas around, especially when making career decisions.

I always wanted to be a lawyer. It crystallized for me in eighth grade, when Bill Clinton was running for his first term as President. I was a huge fan of politics, and knowing that he was a lawyer set me on a path toward a legal career. I went to law school in DC thinking I would become a lobbyist. But then everything changed.

9/11 happened during my first term at Georgetown. The fear that day inspired led to my interest in national security. The following summer, I worked at the Financial Crimes Enforcement Network, fighting money laundering and terrorist activities. My post-graduate career went from there.

I had no idea about business development until I became immersed in working with a commercially-focused litigation partner. I took my cues from him and actually found business development interesting. How do we sell? How do we sell bigger pieces? What constitutes a “win” in my practice? My grandfather, a scrap yard salesman, also inspired me. So I had two great role models for integrating business development into my practice.

There were pain points early on, such as finding the right balance in communications. I wanted people to know what I was up to, but I didn’t want to be a nuisance. I also had to learn how to respond when being peppered with questions in a partner’s office. You don’t always have to know the answer, but you do need to be prepared as far as knowing what steps are required to formulate the answer. Where the latter is concerned, collaboration is the key to delivering a better product.

It’s all about relationships. Everyone has the potential to give you work; junior colleagues will move on to senior positions, and staying in touch is critical. With clients, I want them to know that I am on their team. We’ve developed friendships and sometimes pick up the phone just to chat about our kids. So for me, the personal relationship is just as important as the business relationship.

My mentors and sponsors have been indispensible. Being homegrown at my firm, I’ve always had the benefit of their help, from building my practice to navigating the partnership process. Don’t sell yourself short; get a good support system and use it.

I chose not to wait to start a family. I had my first child at age 29 and transitioned to working part-time as a fourth-year associate. Flexibility has been essential to finding the right balance. It also helped that people were honest about my partnership track and helped me develop skills. Ultimately, being part-time mattered far less than the business I was bringing in. Flexibility allowed me to focus on business development, which then freed me from having to log so many billable hours.

My father had a phrase that I have lived by. As a young lawyer, you should keep this on your wall: If someone else can do it, so can I.

When I moved from Melbourne to London to settle here permanently, the timing wasn’t great from a career perspective. I was an experienced associate, it was midway through the financial crisis and the law firm recruitment market had dried up. Also, I hadn’t followed a straight path to partnership – I’d flip-flopped once before between Melbourne and London when family circumstances called for me to be closer to home. The odds were against me.
Looking back on that time now, I realize that in some ways it helped me become more focused on achieving the goal of partnership. I became much more determined and more honest with myself and others about my aspirations to become a partner. Sometimes setbacks can prove to be very positive in the long run.

It took all the confidence I could muster to make my way at a new firm. Confidence is something I’ve had to work at along the way. It hasn’t always been easy for me to quiet the little voice saying, “I’m not senior enough” or “It’s not my area of expertise,” which can really affect your ability to build relationships with clients and colleagues. But in truth we all have a huge amount to contribute, no matter how junior or senior we may be. I’ve come to learn that some of our strongest attributes are those that come very naturally – it is easy to underestimate the personal qualities of being authentic, open and honest, and a good listener. Although good preparation is always key.

Finding fantastic mentors has made the biggest difference for me by far. True mentorship isn’t easy to come by; being allocated a mentor as part of a formal mentorship program is obviously a great start, but I’ve found that sometimes it’s harder to build a mentoring relationship from such a standing start. My closest mentors are people I have worked with, whom I clicked with and who took a genuine interest in my career progression. When you pare it all back, mentoring is just another word for building relationships. Don’t underestimate the importance of popping in on someone or going out for a coffee. If you do that with many people, you are much more likely to find a true mentor.

But it really does take two to make a successful mentoring relationship. One particular partner is more than a mentor; he is my sponsor, and we’ve become close friends. But I don’t rely on him to pop in to check up on me. If I need a sounding board or shoulder to cry on I will schedule time with him and prepare for our meeting as I would any other.

The other thing that really stands out for me is initiative. The very best lawyers always seem to be able find that little chunk of time to do something that pushes them forward professionally and helps create business opportunities. It’s not about more face time or working harder. Some of the best initiatives are those that are high-impact but also easy to execute.

My final advice is to enjoy your career and make the most of it. Opportunity abounds in firms that are meritocratic and diverse, but you have to be up for it. And when setbacks take you off course, believe in yourself and you will overcome them.