Tips on Pacing Yourself in Your Partnership: Advice from Harvard Law Grad David W. Quinto

Summary

David W. Quinto has been an influential figure in the world of law for the past thirty-five years. He has attended Harvard Law School, held important positions in law firms, and been the general counsel at Universal Pictures. He is currently the Partner and Chief Operating Officer at Quinn Emanuel.

In this article, David W. Quinto reflects on his experience and gives advice to those looking to enter the legal profession. He explains that it is important to pace oneself and that it is not necessary to become a partner or make executive decisions right away. He believes that educating oneself and taking the time to learn the foundations of the profession is the most important thing.

Quinto also stresses the importance of staying informed in the changing legal field, noting that technology has revolutionized the way one practices law. He also recommends finding a mentor and being willing to learn from them in order to gain insight into the profession. Quinto comments that Harvard Law School was a great experience for him, providing him with the necessary tools to become a successful lawyer.

In sum, David W. Quinto provides valuable advice to those considering entering the legal field. He emphasizes the need to stay informed and educated and to take time to learn the basics. He also highlights the value of having a mentor and the importance of attending a good law school. Lastly, he emphasizes the importance of pacing oneself and taking the time to understand the profession before diving into a partnership or executive role. Keywords: David W. Quinto, Harvard Law School, legal profession, law firms, executive decision-making, mentor, staying informed, technology, pacing yourself, foundations of law.
 

David W. Quinto On Partnership, Pacing Yourself, and Harvard Law

David W. Quinto, retired partner of Quinn Emanuel Urquhart & Sullivan, LLP, recently joined the firm of Proskauer Rose LLP in New York. A graduate of Harvard Law School, Quinto has had a successful career of over thirty years in private practice, serving as the General Counsel for the Academy of Motion Picture Arts & Sciences and as the Chief Legal Officer for the Screen Actors Guild.

As one of the leading lawyers in the entertainment industry, Quinto has a unique perspective on the legal profession and the role of a partner. He offered his advice on how to succeed as a partner and the importance of pacing yourself to ensure success.

Quinto began his legal career after graduating from Harvard Law School in 1978. He soon joined Quinn Emanuel Urquhart & Sullivan, LLP as a litigator in the entertainment industry, working with clients such as George Lucas, Steven Spielberg, and Paramount Pictures.
 

Quinto's Career Advise for Partners

Quinto advises partners to understand what the firm wants out of them and to balance the demands of the work with the demands of their lives outside of the office. He also cautions partners against taking on too many cases at once, which can lead to burnout and ultimately be counter-productive to their success. In terms of finding that balance, Quinto recommends that partners set realistic goals and benchmarks for themselves.
 

Developing a Network in the Legal Profession

Quinto stresses that networking is a key factor to succeeding in the legal profession. He suggests that partners build relationships with colleagues and other professionals in the field, to help open doors for career-advancing opportunities. In addition, Quinto emphasizes the importance of maintaining a positive attitude, as these relationships can become long-term collaborations. Finally, Quinto recommends that partners continue to stay up-to-date on the latest developments in the field and that they continuously expand their knowledge base.

A graduate of Harvard Law School, Mr. Quinto has been at Quinn Emanuel, the largest business litigation firm in the country, since it was founded in 1986.
 

Q: How do you define partnership quality?

A: We have a litigation firm; therefore, we look at people only from a litigation perspective. Among the qualities we look for when considering somebody for partner is the ability to think on one's feet, persuasiveness when conducting oral arguments, whether this person has trial experience, seems capable of running a complex case. Quality of work counts very highly. Hours billed is a factor, but it's not an important factor. Our firm is organized differently than most firms. We don't have teams. Partners don't have clients; we consider every client a firm client. Therefore, associates are not really judged on business-generation potential.

Q: What advice would you give an associate who is feeling overwhelmed?

A: Just say no. Partners always want the best associates to do their work. As a consequence, any associate who's really good is likely to be overworked and overwhelmed. It's very important for the associate to know his or her limits and to say no to new assignments. Partners will always remember work that's done well, and they will always remember work that's done poorly. If you take on too much, the quality of your work starts to slip, and, unfortunately, partners will remember that.

Q: Are associates sometimes reluctant to say no because they're afraid they won't seem dedicated?

A: I made a different mistake as a young associate. I thought I would impress the partners by showing everybody how quickly I could do things. I wanted to leap on every assignment and get it done in warp speed. Don't turn your work in to a partner until it's as good as it can be. Take the time you need and do the best job you can.

Q: What's something they don't teach in law school?

A: Keep the partners you're working for informed. Partners oversee a great number of cases and spend relatively little time on each case. If they don't hear from you, they will worry. If you send the partner a note saying, ''Just wanted to let you know I'm going to have draft responses to all the interrogatories in two days; as you know, they're due in another two weeks,'' the partner thinks, ''The associate's on top of this. I don't have to worry.'' As a litigation partner, you're always in fear that something's going to slip through the cracks. To know there's an associate keeping track of everything, that's just invaluable.

Q: What distinguishes a junior associate from a senior?

A: I expect a junior associate will do as I ask and do it well—in other words, will carry out orders. Obviously, you expect everybody to think, and I certainly welcome suggestions from junior associates. I expect a senior associate will show me that they're ready to become partners. They will demonstrate that they're ready to run a case. They will show me they can think not just tactically but strategically. A senior associate will be trying to assume more responsibility.

Q: You went to Harvard Law School. Did ''The Paper Chase'' get it right?

A: ''The Paper Chase'' very accurately described the Harvard Law School that existed before World War II. However, it was set in the '70s. Several things changed. Prior to World War II, the dean would address the incoming first year class and say, ''Look to your left, look to your right. One of you won't be here next year.'' Back then, the admissions standards were relatively lax. What changed? Several things. First, many students deferred law school to fight in World War II. When they came back from World War II, they were older than students had been before—and they had been shot at. They weren't about to take the kind of abuse from professors that their pre-war brethren might have taken. Secondly, the admissions standards became tighter, so it became less necessary for the school to flunk out students. Third, the 1960s arrived at Harvard Law School during the 1970s. People who had gone through school in the '60s started becoming professors in the 1970s, and they brought with them a new ethic, a new sympathy for students.