Your orientation tour can be conducted by anyone who is knowledgeable about how the office functions and about the people who work there. Particularly in smaller offices, orientation tends to be a loosely structured affair. It need not include a formal, sit-down conference with anyone. It could be led by the attorney-supervisor who brought you into this office, your day-to-day paralegal-supervisor, an office manager, a legal administrator, a paralegal coworker, an associate, or an experienced secretary. Or, one coworker may turn you over to another for certain portions of your tour.
You might be introduced to a coworker who wants to take you aside and talk for a while. You may even want to suggest a personal chat yourself if introductory comments lead to a subject of common interest. One-on-one conversations can provide helpful insights about the office you are joining and the expectations of the people who work there. Allow extra time to take advantage of such opportunities, if they arise.
You must be an active participant in this introduction process. Have your list of new names (learned from orientation with your supervisor) handy as you now make the rounds. Begin mentally putting a face to each name. Ask questions and share information as you go. Use these conversations to create a bridge to future working relationships.
Here are a few rules to follow with everyone you meet:
- Repeat your name clearly to each person you meet as you smile and extend your hand for a firm handshake-just like you did in your interviews.
- Tell everyone that you look forward to working with them. They will be more likely to look forward to working with you, as well.
- When meeting someone you may come to for advice at some point, let them know that and ask if that is all right with them. (They will undoubtedly say "sure!")
As you gain your first, insider's view of the facilities and the people who work there, be prepared to raise certain questions. For example, share your learning objectives and career goals with some of the individuals you meet. See whether they may be able to give you assignments to develop the skills you need. When introduced to someone with computer expertise, ask whether you might spend some time observing some of this person's skills and techniques. Ask the secretary or receptionist about the office's preferences on handling incoming and outgoing calls. And finally, note how other professionals of your gender and status are dressed. Is your appearance already compatible with theirs? If not, what changes do you need to consider?
At the end of your office orientation, write down any new names you have learned. Add these names to the list you created during you; earlier meeting with your supervisor. Review all the names, clarifying the position held by each person: secretary, law partner, associate, paralegal, administrator, and so on. Also, jot down anything about each individual that could be helpful to you later.
Your list of names has double value to you. You will want this list to refer to every day, at least in the beginning. The value of these names goes beyond your internship, though.
These new acquaintances are also the beginning of a professional network that will multiply many times over in the months to come. More importantly, some of these individuals may be potential future employers or the colleagues of potential future employers. Learn to enjoy and respect your new acquaintances as people. Cultivate these working relationships with genuine care. And do not lose that piece of paper on which their names are written!
Developing Your Own Learning Contract
In addition, a written agreement on learning objectives clarifies an understanding of the internship's purposes, which can then be conveyed to others in the office as well. Once written, the learning contract also becomes everyone's reference point for evaluating your progress throughout the internship.
A personal learning contract can be drafted in any format that seems convenient as long as it contains the following elements:
- Dates on which the internship begins and ends
- A list of learning objectives and /or career goals that are acceptable to both you and your supervisor
- Planned assignments (or other learning experiences) that correspond to each goal or objective
- The name of the person who will direct each of these assignments if it is someone other than your principal supervisor
- The work schedule you and your supervisor agreed upon
- A description of how and when you will be evaluated, and by whom (especially if you are reporting to more than one person)
- An agreed schedule of meetings with your supervisor for answers to your questions and feedback on your work
- Other items that you or your supervisor want to add
- A signature line for you and your supervisor, with the date of signing
If your school does not prescribe a form, follow the nine elements listed above to create your own agreement. These elements can be modified in whatever way you and your internship supervisor are comfortable. If your school has a prescribed form for such agreements, know that it reflects careful thought and planning, consistent with your school's particular academic requirements. Do not modify your school's form without clear, prior permission from your program director.
With your learning contract in place, you have the closest thing possible to a "guarantee" that this internship will do for you all that you want it to do. Now you have real reason to celebrate!
Sufficient Supervision
Many of the ethical issues that paralegals can encounter-such as conflict of interest, breach of confidentiality, professional negligence, and the unauthorized practice of law-could be avoided if supervising attorneys lived up to their responsibility of proper delegation and supervision.
In addition, the Codes of Ethics and Professional Responsibility of the National Association of Legal Assistants and the National Federation of Paralegal Associations both indicate that the obligation to ensure adequate supervision is shared by the law office paralegal. Although you may only be an intern at this stage, you nevertheless need to be aware of this responsibility and learn to implement it.
When paralegals risk unethical conduct, it is often because of a supervising attorney's chronic unavailability, which leaves the paralegal to make decisions and handle matters that actually should be handled by a lawyer. Failure to review a paralegal's work before sending it out and unavailability for a paralegal's questions about how to proceed can be harmful to clients. It can also be harmful to a paralegal's career.
