By Former Senior Partner
As we ponder the gap between tiny and the largest known prime, tiny all of a sudden doesn't seem so irrelevant any more. A sequence of details and routines, anything goes, just as long as you don't turn into Anonymous Lawyer or greedyassociates or any given number of herd-like followers, of me-toos. 'Cause success is your only m f option, failure is not. You've got to lead and to deliver, there is no beating around the bush here, do or die - hard, I may add, but when you've reached the top the only way is down. So, given the choice, Job didn't seem to have had it that rough after all, a leper or two, loneliness, what's that compared to the voice of one's conscience nag-nag-nagging you into submission in quantum leaps of faith until such time you've found your true north. Thrive in the embrace of perfection, not in details but in your legacy, round and wholesome, definitely there, like the next, as of yet undiscovered prime, but you're just not there yet.
Friday, 31 July 2009
Friday, 17 July 2009
the Godfather
by Mioara
who is (god) fathering you to grow smallmind and lazy?
My most influential boss taught me the importance of solutions. He is an excellent orator and used to tackle us –secretaries, clients, peers, lawyers and juniors with equal elan. He motivated me to meet the most aggressive deadlines, to provide good and balanced work. He never tolerated any weakness in my work, be it drafting or of administrative nature, his point of view upon me was that I should always achieve better. Thus I learned the importance of hard work. Looking back, I was lucky to have such a boss, but some argue against.
The only thing I’m arguing against is the “godfathering” method of management. Not to be understood as Italian mob methods, but as the Christian way of guiding careers under the softness of doing nothing. I get the impression that the flexible way of working and great level of toleration is wrongly understood. Instead of gladly accepting this way, we should take advantage upon it.
Lesson learned: If you loose your inner enthusiasm in doing your job and still continue, you are choosing mediocrity.
P.S.
I owe much to:
Patricia Osmani – for convincing me that any receptionist can translate;
Oana Firca – for helping me on the way with drafts, translations and pitches;
Simona Popan – for her model;
Eduard Fagaraseanu – for trusting my drafting skills and using my templates ;
Mihai Guia – for co-opting me in legal teams and giving yesterday dead-lines;
Dumitru Rusu – for his professional feedback;
Nelu – for being Nelu;
Gabi – for driving me around;
and
Stef – for tolerating me
who is (god) fathering you to grow smallmind and lazy?
My most influential boss taught me the importance of solutions. He is an excellent orator and used to tackle us –secretaries, clients, peers, lawyers and juniors with equal elan. He motivated me to meet the most aggressive deadlines, to provide good and balanced work. He never tolerated any weakness in my work, be it drafting or of administrative nature, his point of view upon me was that I should always achieve better. Thus I learned the importance of hard work. Looking back, I was lucky to have such a boss, but some argue against.
The only thing I’m arguing against is the “godfathering” method of management. Not to be understood as Italian mob methods, but as the Christian way of guiding careers under the softness of doing nothing. I get the impression that the flexible way of working and great level of toleration is wrongly understood. Instead of gladly accepting this way, we should take advantage upon it.
Lesson learned: If you loose your inner enthusiasm in doing your job and still continue, you are choosing mediocrity.
P.S.
I owe much to:
Patricia Osmani – for convincing me that any receptionist can translate;
Oana Firca – for helping me on the way with drafts, translations and pitches;
Simona Popan – for her model;
Eduard Fagaraseanu – for trusting my drafting skills and using my templates ;
Mihai Guia – for co-opting me in legal teams and giving yesterday dead-lines;
Dumitru Rusu – for his professional feedback;
Nelu – for being Nelu;
Gabi – for driving me around;
and
Stef – for tolerating me
Tuesday, 14 July 2009
all secretary's bosses
by Mioara
“How many bosses does it take … to screw a light in a bulb? One. To hold it up in the air while the universe revolves around it.” a joke
The biggest disadvantage with bosses is that they are brought about by fate, you cannot choose them, change them (save of harassment allegations, if), force them to do anything, discharge or fire them. Except for shooting them in your mind, your hands are tide. You have to obey or resign. Subsequent resigning is like a bungee-jumping exercise without securing rope.
As the first 7 years at home count, the first 7 years of job count alike. My bosses of the first seven job years amount to ten, mostly men, along with two women as beauty seeds. As first teachers’ impressions, they are truly to speak about, considering connections, history and present times; speaking good or bad, we will see.
The biggest issue in having multiple bosses is when they don’t communicate, share information or work together. So, nothing new when conflicting messages are received and you find yourself in the middle of a managerial disagreement. Managerial disputes are rather preferred by the employers, it is like a game, not of football, where people tend to support the weak team, but of life, where the most powerful is most loved and acclaimed. Sincere or not sincere, such love is directly proportional to the rate of the feedback in terms of money, position and … benefits of attention. Surviving the waves of these disputes involves either some kind of talent or best ally with the most power. And I survived, almost seven years …
As the prerequisite years of Jewish exodus after seven years of wealth, seven years of … other several bosses, exceeding ten or less, to speak of only a few of them, followed. Next days I will put together, trying to puzzle, memorable profiles or facts on each of them.
Lesson learned: It isn’t your responsibility to fight your bosses’s battles. If you aren’t directly involved, don’t take sides.
“How many bosses does it take … to screw a light in a bulb? One. To hold it up in the air while the universe revolves around it.” a joke
The biggest disadvantage with bosses is that they are brought about by fate, you cannot choose them, change them (save of harassment allegations, if), force them to do anything, discharge or fire them. Except for shooting them in your mind, your hands are tide. You have to obey or resign. Subsequent resigning is like a bungee-jumping exercise without securing rope.
As the first 7 years at home count, the first 7 years of job count alike. My bosses of the first seven job years amount to ten, mostly men, along with two women as beauty seeds. As first teachers’ impressions, they are truly to speak about, considering connections, history and present times; speaking good or bad, we will see.
The biggest issue in having multiple bosses is when they don’t communicate, share information or work together. So, nothing new when conflicting messages are received and you find yourself in the middle of a managerial disagreement. Managerial disputes are rather preferred by the employers, it is like a game, not of football, where people tend to support the weak team, but of life, where the most powerful is most loved and acclaimed. Sincere or not sincere, such love is directly proportional to the rate of the feedback in terms of money, position and … benefits of attention. Surviving the waves of these disputes involves either some kind of talent or best ally with the most power. And I survived, almost seven years …
As the prerequisite years of Jewish exodus after seven years of wealth, seven years of … other several bosses, exceeding ten or less, to speak of only a few of them, followed. Next days I will put together, trying to puzzle, memorable profiles or facts on each of them.
Lesson learned: It isn’t your responsibility to fight your bosses’s battles. If you aren’t directly involved, don’t take sides.
Friday, 10 July 2009
philosopher's corner sau filosoful la colţ
Mihai Novac - un autor
Vedem cu mintea la fel de mult pe cât cu ochii. Se poate oare atunci spune: gândim cu ochii la fel de mult pe cât cu mintea? Monet îşi deplângea condiţia de a se fi născut în plin văz. Dacă i s-ar mai fi oferit alegerea, spunea el, ar fi preferat să se fi născut orb pentru ca apoi să-şi dobândească treptat vederea, să se deprindă cu ea, să înveţe să vadă. Aceasta pentru a fi în stare să desprindă pura impresie de pe retină de ceea ce mintea îi spune să vadă; să vadă doar prin simţuri. Probabil că, dacă lui Monet i s-ar fi împlinit dorinţa, în asemenea condiţii, cu sau fără simţul văzului, ar fi rămas la fel de orb. În măsura în care nu ştim ce trebuie să vedem, nu vedem nimic. Reciproc, conştiinţa se edifică pe sine prin intermediul propriilor produse, cu alte cuvinte, ea îşi survine ca un produs al acelor lucruri pe care ea însăşi le face posibile.
Nimic nefiresc în toate acestea. Totuşi, în această dublă întreprindere ea nu trebuie niciodată să piardă din vedere două chestiuni: pe de o parte, tocmai pe sine în calitate de autoare a lucrurilor prin intermediul cărora ea se edifică, pe de alta sensul de transcendenţă inerent acestora. O exagerare de oricare dintre cele două părţi riscă să conducă în inautenticitate. De onestitatea sa cu sine sub aceste două aspecte depinde posibilitatea oricărei tematizări autentice a fenomenului.
Un simptom ar fi, poate, tocmai faptul că simţul comun ia de multe ori prostia ca pe o formă de orbire.
Anume ca sens pe care ea însăşi li le-a conferit la modul esenţialmente constitutiv şi care altfel, fără o atare trimitere în afară, nici un ar putea rezulta într-o edificare.
Vedem cu mintea la fel de mult pe cât cu ochii. Se poate oare atunci spune: gândim cu ochii la fel de mult pe cât cu mintea? Monet îşi deplângea condiţia de a se fi născut în plin văz. Dacă i s-ar mai fi oferit alegerea, spunea el, ar fi preferat să se fi născut orb pentru ca apoi să-şi dobândească treptat vederea, să se deprindă cu ea, să înveţe să vadă. Aceasta pentru a fi în stare să desprindă pura impresie de pe retină de ceea ce mintea îi spune să vadă; să vadă doar prin simţuri. Probabil că, dacă lui Monet i s-ar fi împlinit dorinţa, în asemenea condiţii, cu sau fără simţul văzului, ar fi rămas la fel de orb. În măsura în care nu ştim ce trebuie să vedem, nu vedem nimic. Reciproc, conştiinţa se edifică pe sine prin intermediul propriilor produse, cu alte cuvinte, ea îşi survine ca un produs al acelor lucruri pe care ea însăşi le face posibile.
Nimic nefiresc în toate acestea. Totuşi, în această dublă întreprindere ea nu trebuie niciodată să piardă din vedere două chestiuni: pe de o parte, tocmai pe sine în calitate de autoare a lucrurilor prin intermediul cărora ea se edifică, pe de alta sensul de transcendenţă inerent acestora. O exagerare de oricare dintre cele două părţi riscă să conducă în inautenticitate. De onestitatea sa cu sine sub aceste două aspecte depinde posibilitatea oricărei tematizări autentice a fenomenului.
Un simptom ar fi, poate, tocmai faptul că simţul comun ia de multe ori prostia ca pe o formă de orbire.
Anume ca sens pe care ea însăşi li le-a conferit la modul esenţialmente constitutiv şi care altfel, fără o atare trimitere în afară, nici un ar putea rezulta într-o edificare.
Thursday, 9 July 2009
By Mioara
a Tiny Perspective
“What lies behind us and what lies before us are tiny matters compared to what lies within us” Ralph W. Emerson
First of all, I’m not a lawyer, I’m just a simple former secretary with few law firms.
What is this page? A virtual voice I choose to speak about law firms’ tiny matters, as huge matters should be dealt by lawyers.
I haven’t managed to (re)find a firm that would train me enough to turn secretarial job into viable career path of legal secretary or paralegal, as I really liked this type of job, challenging or not challenging it was my professional option. So, instead of being law job unemployed why not be funemployed on blogging.
This is not about strategies to financially and professionally survive these tighter times, tips on professional development and practice management, practical law guides, and so on; you may find this on … what will follow here as resources links (abnet.org, IPMA, asklizryan/group, estrinreport.com, legalpractice, etc); this is about people, fun, honesty (even on billing), lawyers’ networking, facts’ history, books, holidays and friends. Nevertheless, it will be about lessons I learned while assisting lawyers and law firm managers. I dare to profile my bosses and other people who came on the path from my own perspective, tiny, but personally.
I shall try to avoid stodgy boilerplate phrases, the sort of corporate-speak that litters the message, and use human language. I will disclose drafts on contracts, reports, summaries, wordings, all types of documents and contents that I have succeeded in gathering without affecting copyrights, confidentiality and other rights.
First lesson: Sometimes a tiny perspective is more appropriate than a wider perspective. When things are not going well, persistence is merely a failure to consider all your options, just simply stop and reverse course.
a Tiny Perspective
“What lies behind us and what lies before us are tiny matters compared to what lies within us” Ralph W. Emerson
First of all, I’m not a lawyer, I’m just a simple former secretary with few law firms.
What is this page? A virtual voice I choose to speak about law firms’ tiny matters, as huge matters should be dealt by lawyers.
I haven’t managed to (re)find a firm that would train me enough to turn secretarial job into viable career path of legal secretary or paralegal, as I really liked this type of job, challenging or not challenging it was my professional option. So, instead of being law job unemployed why not be funemployed on blogging.
This is not about strategies to financially and professionally survive these tighter times, tips on professional development and practice management, practical law guides, and so on; you may find this on … what will follow here as resources links (abnet.org, IPMA, asklizryan/group, estrinreport.com, legalpractice, etc); this is about people, fun, honesty (even on billing), lawyers’ networking, facts’ history, books, holidays and friends. Nevertheless, it will be about lessons I learned while assisting lawyers and law firm managers. I dare to profile my bosses and other people who came on the path from my own perspective, tiny, but personally.
I shall try to avoid stodgy boilerplate phrases, the sort of corporate-speak that litters the message, and use human language. I will disclose drafts on contracts, reports, summaries, wordings, all types of documents and contents that I have succeeded in gathering without affecting copyrights, confidentiality and other rights.
First lesson: Sometimes a tiny perspective is more appropriate than a wider perspective. When things are not going well, persistence is merely a failure to consider all your options, just simply stop and reverse course.
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