Maximizing Face Time

By Valerie Fontaine –

Technological advances constantly improve connectivity, increasing the expectation of lawyers’ availability to work 24/7, while decreasing their need to spend time in the office to do so. A 2010 American Bar Association survey found that 71 percent of the respondents sometimes work remotely from hotels, cafés, their homes, and libraries. In the last few years, that percentage most likely increased. A tiny percentage said they never show up at the office at all. Although attorneys can work just about anywhere and anytime, for career advancement, they shouldn’t downplay the importance of face time. These concerns apply to lawyers who periodically work remotely with others in distant offices of a firm, as well as those who sometimes telecommute with a single office.

In early 2013, Yahoo!’s President and CEO, Marissa Meyer, ignited a firestorm of controversy when she eliminated remote-working arrangements and ordered employees back to the office. Arguments pro and con flew, but the bottom line is that, regardless of the quality of a lawyer’s work product, face time at the office impacts superiors’ and colleagues’ perceptions and, therefore, career advancement.

Passive face time

According to research by K. D. Elsbach, D. M. Cable, and J. W. Sherman which was reported in the June 19, 2012 MIT Sloan Management Review, employees who work remotely receive lower performance evaluations, smaller raises, and fewer promotions than their colleagues in the office. The difference is passive face time – simply being seen at work – regardless of the quality or quantity of work. Even when in-office and remote employees are equally productive, their superiors tend to evaluate them differently solely because of variations in face time.

Elsbach and Cable describe two kinds of passive face time:

1. Expected face time – being seen at work during normal business hours; and
2. Extracurricular face time – being seen at work outside of normal business hours, such as arriving early, staying late, or coming in on weekends and holidays.

Just observing a lawyer in the office, without any information about what that lawyer actually is doing, gives people a better impression. Expected face time leads to inferences of responsibility and dependability. Extracurricular face time sends the further message that the attorney is committed and dedicated.

Unconscious impact

Some attorneys resent the push for face time, arguing that time spent at the office is strictly for show, without serving any real business purpose, when their billable hours and collections easily and objectively prove their value. That is logical, but not realistic. Lawyers ignore face time at their peril, since the research also showed that inferences based on passive face time often are unintentional and unconscious.

Superiors are less comfortable with employees they don’t actually see on a regular basis. In fact, they may become irritated with personnel they perceive aren’t available at all times, even if those workers indeed are available, albeit remotely. They want people in the office just in case they’re needed. In addition, colleagues tend to resent those who are absent, even if they’re working equally hard, or more so. This is especially true when the business is facing any kind of crisis.

An attorney’s presence reaffirms that he or she is part of the office community; while absence might mean falling out of the social loop and missing occasions to build relationships and network. Remote workers run the risk of being “out of sight, out of mind.” In tight economic times, lawyers who are perceived as tangential to the organization are prime targets for downsizing.

Advantages of face time

Those working outside of the office risk missing valuable opportunities and information such as hallway conversations, brainstorming, chances for collaboration, impromptu help from colleagues, or special projects that present themselves in informal settings or office meetings. Often, when a partner has a choice of associates to work on a matter, it goes to the first at hand. A heavyweight partner’s office is a locus for significant firm activity, and it behooves others to be nearby to garner career-enhancing assignments, as well as to watch, listen, and learn. A smart lawyer also is present to share the moment of glory when news of an important victory comes in, and to see how crises are handled. Attorneys gain critical insight just by being privy to complaints from staff or overhearing a partner grumble about management issues. These unplanned tidbits can make a big difference in career advancement.

Face time also facilitates more complete communication. This is especially important when receiving assignments or feedback. Sometimes voicemails, phone calls and—especially—emails are misleading. In-person communication provides additional information such as facial expression, gestures, body language, tone of voice, and the reactions of others who are present. The message is more complete and clear when all clues are available. Fuller and better information boosts job performance.

Perhaps more important for career development, presence in the office shows commitment to the organization and demonstrates that work is a top priority. It indicates a desire to get ahead. Organizations rarely promote to partnership or other leadership roles people who aren’t seen and measured consistently. In addition to objective criteria, performance appraisals usually include subjective criteria such as whether the lawyer is perceived as a team player and collaborator, or possesses leadership skills. Those impressions may be affected by unconscious perceptions of the lawyer’s dedication, depending upon the amount of time spent in the office. It’s difficult, if not impossible to lead if not present to set an example, supervise, and motivate others. Therefore, it’s wise to increase face time with lawyers in the home office and elsewhere, including those above, at peer-level, and lower in the pecking order. Lawyers need to interact personally to build up familiarity and trust.

Mitigation tactics

To get ahead, lawyers need to maintain a high profile, which is more difficult when not constantly face-to-face with the others on the team. Therefore, remote workers must communicate their value with every email and phone call. To mitigate absence from the office or when collaborating with far-flung colleagues in a global firm, they can utilize “virtual” face time tactics such as:

• Providing regular phone or e-mail status reports to coworkers on all projects and matters. This is especially effective if timed late in the evening and early in the morning, to emphasize that the attorney is working hard and billing long hours.

• Staying top of mind by making sure the powers who assign work and make advancement decisions at least read the remote worker’s name or hear his or her voice every day, even if they cannot see a face in the office.

• Being extra visible when in the office, making a point to meet with colleagues and partners. At minimum, saying hello and a adding few words about current matters.

• When working remotely, answering the phone and responding to emails, texts, and voice messages just as quickly as if physically in the office.

Lawyers wanting to advance their careers make the most of high-tech connectivity. They use conference calls, telechats, video conferences, and screen-sharing/multi-user online applications to interact with co-workers as much as possible. When attorneys make it a habit to use technology regularly, whether they are in or out of the office, no one will know if they’re just down the hall or halfway around the world on any given day. Their superiors and colleagues just think they’re working effectively.

Blog Author

Valerie Fontaine is a partner in Seltzer Fontaine Beckwith, a legal search firm based in Los Angeles (www.sfbsearch.com). She can be reached at vfontaine@sfbsearch.com or (310) 842-6985. The second edition of her book, “The Right Moves: Job Search and Career Development Strategies for Lawyers,” was published in 2013 by NALP.