Every day, paralegals walk a fine line when they step into the office (or log in from their home workspace). On one hand, they’re responsible for the logistical work that drives deals to the finish line. On the other hand, they face a distinct power imbalance with the attorneys they support.
During my time as a corporate paralegal, I was fortunate to work with attorneys who strategized with me, advocated for me with the firm and clients, and prioritized my well-being. However, this isn’t the case for everyone.
Some paralegals must work hard to overcome feelings of inferiority. Often, the best support in dealing with these uneasy feelings comes from fellow paralegals.
For those who’ve walked the path of a paralegal, you know there are two primary routes to the role: obtaining a paralegal certificate through a two-year program, or the “New York Method,” where you learn on the job.
I took the latter route, diving straight into the job to see if law school and a career as an attorney were right for me. While I’m incredibly grateful that my law firm had confidence in my ability to learn on the job, there were some significant pros and cons to this approach:
There were no financial, time, or educational barriers to entering the legal field as a paralegal. I didn’t have to worry about tuition, buying textbooks, or relocating.
I wasn’t required to spend two years learning about various legal practices, conducting legal research, or navigating the paperwork and logistics of transactional law.
Conversely, I didn’t spend two years absorbing the knowledge needed to work with everyone from litigators to transactional attorneys. I walked in on day one unsure of what a corporate paralegal does beyond helping where needed.
While I can’t speak from experience about the pros and cons of attending a paralegal program, I imagine that those who take that route have two years of evidence that they’re working toward a career aligned with their values and goals. They may also avoid the experience of feeling completely clueless.
I remember the first time I had to ask a humbling question to an associate. Sitting in the guest chair in his office, furiously scribbling notes to remember everything he was instructing me to do, I realized I needed to ask him to rewind, define the acronyms he was using, and explain their meaning in context. Thankfully, this associate was kind and patient—but that was one of the first moments when my ignorance was painfully apparent.
Most, if not all, paralegals know the feeling: the panic that sets in when you have too much to do and too little time to do it. You can’t find the correct precedent document, your phone is ringing, someone’s knocking on your door asking if you have a minute to chat, the meeting you agreed to attend started 10 minutes ago, you’re missing a signature page, and the wire deadline is fast approaching.
In these moments, having a paralegal mentor is invaluable. They’ve been through the same challenges, can debrief the day with you, and most importantly, provide insights on how to manage the chaos better next time. A mentor is someone you can turn to with questions you might hesitate to bring to attorneys. Even if they don’t have an immediate answer, you can figure things out together.
In my experience, my mentor helped me get on my feet initially, but after a year or so, I found myself teaching her how to make her work more efficient by incorporating technology.
Despite the inherent power dynamic that places attorneys above paralegals, it’s not necessary for paralegals to feel inferior.
First, it’s important to remember that attorneys are just people. If you met them standing in line at the grocery store, you’d likely chat about the weather as you would with anyone else.
When working with an attorney, it’s crucial to understand their level of seniority. This knowledge will guide you in determining whether to ask them questions directly or seek answers through someone else. It also allows you to prepare and present your most polished work to those with the highest levels of seniority.
When collaborating with attorneys, especially those you haven’t worked with before, take the time to understand how and why they do things. Once you’ve grasped their current processes, it’s a great opportunity to add value by introducing efficiencies to their workflows. As you take ownership of your tasks and embrace proactivity, attorneys will trust you to manage your day and will defer to you when there’s ambiguity in some tasks.
In the end, excelling in a legal team, like any job, rests on the foundation of solid relationships. Don’t be afraid to put yourself out there, share your ideas, and find a mentor who will guide you through the intricacies of your tasks.