Page 7 - November December CBA Report

Practical Steps:
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Reconnect with former professors,
classmates, and supervisors.
Reach out periodically. Even short,
friendly messages or LinkedIn
comments can keep relationships
warm.
Ask your mentor or a professional
development expert how to expand
your network.
Join bar associations, relevant trade
organizations, nonprofits, or commu-
nity organizations aligned with your
interests.
Volunteer strategically. Shared service
often leads to deeper, more authentic
connections.
Be open and approachable. Most
people are also looking to build their
networks.
If you are targeting a specific connec-
tion, use mutual contacts to make a warm
introduction instead of sending a cold
email.
Do the Right Thing—Always
Especially in the early years, your
ethical reputation is everything. Your legal
knowledge will grow, but your reputation
begins developing on day one and follows
you throughout your career.
You may not love every job you take in
your first decade of practice. It happens.
But every role is an opportunity to learn,
build credibility, show commitment, and
leave on good terms (i.e. with references
and work that makes you proud).
When I was a young prosecutor, I
defined my moral compass using three
core principles:
1. Honesty
2. Integrity
3. Respect
These are not just abstract values,
they are professional tools. Define your
own moral code early, and ensure your
actions consistently align with it. Doing
the right thing, even when inconvenient
or challenging is what distinguishes true
professionals from the rest.
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Developing and Managing
Your Personal Brand
Whether you’re aware of it or not, you
are building a personal brand. In law, your
reputation is often as important as your
résumé.
Start by crafting a professional elevator
pitch. Early on, it can be general. As your
experience grows, it should evolve to
reflect your experience, strengths, and
aspirations.
Ask Yourself:
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What do you want to be known for?
What makes your approach or skillset
unique?
How do others describe working with
you?
What strengths can you lean into and
develop further?
Be mindful that in this profession,
you are always “on.” Your online pres-
ence, behavior at events, even your body
language in meetings, all contribute to
how others perceive you.
If you were hiring an attorney, how
would you want them to behave? What
level of professionalism, discretion, and
empathy would you expect? Practice being
that person consistently.
Plan Ahead >>
YO U R 3 – 5 –10 Y E A R C A R E E R V I S I O N
While it’s impossible to predict the future, it’s crucial to set benchmarks and adjust them as you grow.
A long-term vision brings clarity and focus to your day-to-day efforts. Know where you want to go.
Keeping an “eye on the prize” can help get you through the tough days.
Year 5
Develop a clear area of expertise or
“point of difference” (POD).
Build and market your personal and
professional brand.
Mentor junior colleagues and expand
your upper management, share-
holder, or client-facing skills.
Year 3
Learn the basis, master your job, and
do excellent work.
Start building your network inter-
nally and externally.
Understand the dynamics and power
structures of your organization.
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Year 10
Build your own book of business
or lead an internal team in your
organization.
Deliver measurable value by either
bringing in revenue or creating
efficiency.
Position yourself as a mentor, leader,
or practice-area expert generating
business results.
Never stop learning. Attend continuing legal education (CLE) strategically and complete a leadership program
within your first few years if possible or another program that is relevant to your years of experience.
THE REPORT | November/December 2025 | CincyBar.org 7