My buddy Tank sent me a link to the following American Lawyer article on Cravath’s new Director for Stategic Planning. I don’t know the gentleman personally, but a resume that includes 11 years with Hildebrandt can’t be beat. Unfortunately for him, the presiding partner has a different take:
“This is just a support job to help us out in our work,” says [Evan] Chesler, who explained that a group of nine Cravath partners, which he chairs, will continue to formulate firm strategy.
… “[Johnston will be] gathering information, doing the staff work, the kind of stuff that any committee would have a person doing the staff work for,” says Chesler. “We have a very busy administrative staff [and] people were simply overburdened by trying to do that in their spare time.”
My question is, how did this happen? There was obviously a disconnect in the hiring process. I know I have overlooked red-flags in the interview process only to kick myself on day three of a new job. Was the first red-flag reporting to the executive director and not the presiding partner?
What’s your Red-Flag moment? Here’s mine:
I interviewed at an AmLaw ranked firm with the managing partner and marketing partner. After 30 minutes or so, I noticed the signs of one of the partner’s checking his watch, I stopped myself and did a time check to see if we should go on, or continue at a later time. Within seconds they were up and out of the room, barely a goodbye and definitely no handshake.
I ignored the red-flags because I really wanted to work with the CMO. Bad decision for the short-term, but made some great connections that continue to serve me today.