Hillbilly Elegy: A Memoir of a Family and Culture in Crisis(59)

Immediately thereafter, I looked down at the place setting and observed an absurd number of instruments. Nine utensils? Why, I wondered, did I need three spoons? Why were there multiple butter knives? Then I recalled a scene from a movie and realized there was some social convention surrounding the placement and size of the cutlery. I excused myself to the restroom and called my spirit guide: “What do I do with all these damned forks? I don’t want to make a fool of myself.” Armed with Usha’s reply—“Go from outside to inside, and don’t use the same utensil for separate dishes; oh, and use the fat spoon for soup”—I returned to dinner, ready to dazzle my future employers.

The rest of the evening was uneventful. I chatted politely and remembered Lindsay’s admonition to chew with my mouth closed. Those at our table talked about law and law school, firm culture, and even a little politics. The recruiters we ate with were very nice, and everyone at my table landed a job offer—even the guy who spit out his sparkling water.

It was at this meal, on the first of five grueling days of interviews, that I began to understand that I was seeing the inner workings of a system that lay hidden to most of my kind. Our career office had emphasized the importance of sounding natural and being someone the interviewers wouldn’t mind sitting with on an airplane. It made perfect sense—after all, who wants to work with an asshole?—but it seemed an odd emphasis for what felt like the most important moment of a young career. Our interviews weren’t so much about grades or résumés, we were told; thanks to a Yale Law pedigree, one foot was already in the door. The interviews were about passing a social test—a test of belonging, of holding your own in a corporate boardroom, of making connections with potential future clients.

The most difficult test was the one I wasn’t even required to take: getting an audience in the first place. All week I marveled at the ease of access to the most esteemed lawyers in the country. All of my friends had at least a dozen interviews, and most led to job offers. I had sixteen when the week began, though by the end I was so spoiled (and exhausted) by the process that I turned down a couple of interviews. Two years earlier, I had applied to dozens of places in the hope of landing a well-paying job after college but was rebuffed every time. Now, after only a year at Yale Law, my classmates and I were being handed six-figure salaries by men who had argued before the United States Supreme Court.

It was pretty clear that there was some mysterious force at work, and I had just tapped into it for the first time. I had always thought that when you need a job, you look online for job postings. And then you submit a dozen résumés. And then you hope that someone calls you back. If you’re lucky, maybe a friend puts your résumé at the top of the pile. If you’re qualified for a very high-demand profession, like accounting, maybe the job search comes a bit easier. But the rules are basically the same.

The problem is, virtually everyone who plays by those rules fails. That week of interviews showed me that successful people are playing an entirely different game. They don’t flood the job market with résumés, hoping that some employer will grace them with an interview. They network. They email a friend of a friend to make sure their name gets the look it deserves. They have their uncles call old college buddies. They have their school’s career service office set up interviews months in advance on their behalf. They have parents tell them how to dress, what to say, and whom to schmooze.

That doesn’t mean the strength of your résumé or interview performance is irrelevant. Those things certainly matter. But there is enormous value in what economists call social capital. It’s a professor’s term, but the concept is pretty simple: The networks of people and institutions around us have real economic value. They connect us to the right people, ensure that we have opportunities, and impart valuable information. Without them, we’re going it alone.

I learned this the hard way during one of my final interviews of the marathon FIP week. At that point, the interviews were like a broken record. People asked about my interests, my favorite classes, my expected legal specialty. Then they asked if I had any questions. After a dozen tries, my answers were polished, and my questions made me sound like a seasoned consumer of law firm information. The truth was that I had no idea what I wanted to do and no idea what field of law I expected to practice in. I wasn’t even sure what my questions about “firm culture” and “work-life balance” meant. The whole process was little more than a dog and pony show. But I didn’t seem like an asshole, so I was coasting.

Then I hit a wall. The last interviewer asked me a question I was unprepared to answer: Why did I want to work for a law firm? It was a softball, but I’d gotten so used to talking about my budding interest in antitrust litigation (an interest that was at least a little fabricated) that I was laughably unprepared. I should have said something about learning from the best or working on high-stakes litigation. I should have said anything other than what came from my mouth: “I don’t really know, but the pay isn’t bad! Ha ha!” The interviewer looked at me like I had three eyes, and the conversation never recovered.

I was certain I was toast. I had flubbed the interview in the worst way. But behind the scenes, one of my recommenders was already working the phones. She told the hiring partner that I was a smart, good kid and would make an excellent lawyer. “She raved about you,” I later heard. So when the recruiters called to schedule the next round of interviews, I made the cut. I eventually got the job, despite failing miserably at what I perceived was the most important part of the recruiting process. The old adage says that it’s better to be lucky than good. Apparently having the right network is better than both.