The union is great, don't get me wrong, but one side effect of having it is that there are massive, sometimes arbitrary and annoyingly vague, lines around what I can and cannot do in my role. This wouldn't necessarily be a problem, if most of the time the things I'm not allowed to do are required to be done by managers. Managers who are overworked, undertrained, and underpaid, and so don't have the time or brain space to address things I bring to them.
One of the first points is uncomfortable but practical: sometimes the fastest way into a new lane is a short, intentional stint working for free. Ranft frames it as an access trade when the door is locked, not a lifestyle, and he's blunt about using discretion so you don't get exploited. The emphasis is on choosing situations where the learning is real, the stakes are real, and the experience creates proof you can show later.
After relocating back to my home in the Midlands, I find clients are reluctant to look further afield than their back gardens. As a working-class creative, I understand that regional pride is something to be celebrated, but navel-gazing only contributes to the brain drain down the M1. When working with cultural clients, if I make reference to things from London or abroad, it's met with defensive disdain.
"Akerman failed to advise [plaintiff] Turner of the most basic and appropriate remedies available to landlords under Florida law in the event of a breach by a tenant."
Sales is about solving problems rather than pushing products. Start with discovery by asking open-ended questions to uncover client pain points, listening more than talking.
The good folks win occasionally, and recently, some Biglaw firms have pushed back against unconstitutional executive orders, signaling resilience and commitment to their clients.
