In recent years, with the increase in the country's demand for legal talents, the passing rate of the judicial examination has increased significantly, resulting in a rapid increase in the number of lawyers, intensifying the involution of the industry. As intellectual workers, lawyers have relatively low fixed costs for their practice, which to a certain extent promotes the emergence of low-price competition. In the context of the gradual deterioration of the economic situation, the challenges faced by the legal profession are becoming more and more severe, and the phenomenon of vicious competition is becoming more and more obvious.
The short-sightedness and dilemma of the legal profession in nurturing new talents, and the tendency of law firms to recruit paralegals rather than trainee lawyers reflects the pursuit of immediate benefits over the long-term development of the profession, which not only inhibits the growth potential of young lawyers, but also damages the vitality and innovation ability of the industry.
The post-pandemic economic uncertainty has exacerbated the layoffs and recruitment strategy adjustments of the legal team, and while this short-term response to cost control is understandable, it may erode the core competitiveness of law firms in the long run. Tackling economic challenges at the expense of talent development and team stability is a palliative, not a cure.
Many lawyers have started other side hustles in their spare time, such as live streaming, which reflects the trend of career diversification and is also a direct response to the current state of the legal services market.
Since each lawyer is an individual, lawyers not only need to deal with the external challenges of the legal services market, such as changes in customer needs, the uncertainty of the economic environment and the competitive pressure in the industry, but also face the internal needs of personal career development, including the improvement of professional skills, the adherence to professional ethics and the building of personal branding.
In this highly competitive market, lawyers who want to win more cases must plan in advance and carefully shape their personal brand, in addition to constantly improving their professional skills and deepening their legal knowledge, but also carefully manage their own network. The author suggests that lawyers start to do this from the internship stage, make full use of social ** or other online platforms to promote their professional achievements in an all-round way, and use AI technology to support them if necessary, don't look at these basic work to occupy a lot of their own energy, but this publicity and promotion process should always run through their entire career, even if the lawyer changes offices or other positions in the legal industry, their early brand promotion will still accompany them for life, and others can't take them. If you stick to it for a long time, you will be able to gain a wider network of contacts or potential customers, so that you can gain a firm foothold in the workplace and build your professional reputation. With your own personal brand, no matter how the market changes, you will be better able to face challenges and seize those opportunities that belong to you.