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Catharine believes in working closely with clients to address workplace issues proactively and as a valued partner to develop a successful workforce. She uses her litigation experience to work closely with clients across all industries to provide effective preventive counseling and workforce training.
This includes regularly advising and training clients on drug testing, background checks, hiring, diversity, wage-hour compliance, leaves, noncompetition agreements, reasonable accommodations, investigations, employment agreements, discipline, terminations, and mass layoffs. Catharine is an experienced management and workforce trainer, sharing her legal knowledge and experience in an accessible, dynamic, and interactive manner. She is an accomplished speaker, who is often invited to address members across the state and the Pacific Northwest in all areas of workplace law.
Welcome to the Fisher Phillips website. We hope you will take a moment to get to know us better, learn about what sets us apart from other firms, and review our commitment to providing excellent client service on every matter we handle. Welcome to the Fisher Phillips Careers section of our Website. We have provided information to help you in evaluating whether Fisher Phillips is the employer of choice for you. We are proud of our tradition of inclusion, and are working to expand upon it. We recruit, hire, develop, retain, and promote the best attorneys and staff at all levels — regardless of race, color, ethnicity, gender, religion, age, LGBTQ identification, marital status, disability, background, or viewpoint.
Seattle t: Reported Cases Habib v. Matson Navigation Company, Inc. Wilkinson v.
Auburn Reg'l Med. Pexco, LLC, Fed.
Singh v. Rockwell Automation et al. Briggs v. This allows them to proactively reach out to companies and offer their services — even before any lawsuit has been filed. Look for opportunities arising out of greater fluidity in the market for legal talent. Why do clients today have a more transactional mindset?
These trends create opportunities as well as challenges, according to Emmerich and Karp. Candace Beinecke told the story of how her firm successfully landed a new client. Beinecke and some of her Hughes Hubbard colleagues met with the prospective client, had a wonderful meeting, and later learned that the client would be hiring them. Good rainmakers should constantly be asking clients what their firms did right and wrong , and Beinecke did that here. The client said he was impressed by the collegiality and teamwork that the Hughes Hubbard lawyers displayed during the initial meeting.
In contrast, for the team from one unsuccessful firm, a single senior partner did almost all of the talking — and kept interrupting his colleagues whenever they tried to enter the discussion. Firm culture and compensation systems can enhance — or stymie — teamwork.
CREATIVE SETTLEMENTS IN FIDUCIARY LITIGATION
The panelists from firms with lockstep or fairly close to lockstep compensation schemes emphasized how under their systems, partners have strong incentives to work together, help each other, and cross-refer work. Reward the gracious, not the pernicious. Another key aspect of teamwork is grooming future team leaders — in other words, mentorship. Mentorship must be organic and not forced, according to Karp. He mentors junior colleagues by including them in as many client interactions as possible, modeling good behavior during those meetings and calls, and explaining why he did what he did afterwards.
Ralph Ferrara offered a refreshingly candid take on mentoring. In this day and age, when a general counsel is staffing her matters, she seeks expertise and results. Relationships matter, but maybe not quite as much as they once did. This was one of the most interesting and surprising takeaways from a panel on business development.
Sometimes the best thing for a rainmaker to do is to turn down work. Yes, you want to help your clients with as many of their legal problems as possible. And yes, you want to cross-refer work to your colleagues, generating more business for your firm and expanding the overall client relationship.
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But the interests of the client must always come first — and sometimes this means declining work. Jeff Klein recalled pitching a colleague to a client for a high-stakes matter involving the Foreign Corrupt Practices Act FCPA , a statute with notoriously large exposure for companies. At the end of the day, credibility is crucial — wisdom that it sometimes takes lawyers years to realize. Chicago and Klein went to Columbia. Court of Appeals for the Ninth Circuit. How do law firms protect and grow profits as clients put more pressure on them to do more with less and at an ever-decreasing cost?
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