Why I Stayed: Ten Years at a Firm That Works
By Missy M. Cornejo
In the legal profession, we talk constantly about outcomes. Wins and losses. Billable hours. Reputation. What we talk about far less is the environment in which those outcomes are produced, and how much that environment shapes the quality of our work, our judgment, and whether a career in law is actually sustainable.
Today marks my ten year anniversary of working at Rossi, Hamerslough, Reischl & Chuck. I am now a partner at the firm. Over that time, I have learned that firm culture is not defined by a mission statement or recruiting language. It is defined by everyday decisions: who is trusted, who is supported, and how people treat one another when the pressure is on.
This firm has a solid foundation. There is trust and shared purpose here, and a clear understanding that people do their best work when they are treated like whole professionals, not just billable units. That distinction matters.
The practice of law is demanding by design, requiring precision, stamina, and sound judgment. Too often, though, the profession operates on the assumption that the best lawyers are the ones who sacrifice the most, that exhaustion proves commitment, and that personal life is something to be tolerated at best.
After ten years here, I know that assumption is wrong.
At this firm, the idea that we are on the same team is genuine. It shows up in collaboration instead of competition, in mentorship instead of gatekeeping, and in a genuine willingness to support one another through difficult work. It also shows up in how the firm treats life outside the office.
I am a working mother of two young children. Throughout my time here, that has never been treated as a liability. I am encouraged to attend the swim lessons, the soccer practices, and the school events. Those moments are not viewed as distractions from my role as an attorney. They are understood as part of a full life that allows me to show up more focused, more grounded, and more effective for our clients.
People sometimes ask me how I “do it all.” My answer is simple and honest: I don’t. I am able to do this work, and do it well, because I have support. I have a supportive spouse who is an equal partner at home, and a firm that does not expect me to pretend that I operate in isolation. None of this is about superhuman capacity. It is about shared responsibility, realistic expectations, and recognizing that no one succeeds alone.
Over a decade at RHRC, I have seen firsthand that supported attorneys make better decisions. They listen more carefully, and are more patient and more strategic. They are better equipped to handle the stress and uncertainty clients bring to us during some of the most difficult moments of their lives. Clients are not best served by burned-out lawyers, but by grounded ones.
This perspective matters in a profession, and a practice area, still largely dominated by men. Many women in law, especially mothers, are subtly taught that flexibility signals weakness or reduced ambition. In my time at this firm, I have never been made to feel that way. I have been treated by my partners as exactly what I am: an attorney, a partner, and a professional whose effectiveness is strengthened, not diminished, by a supported life.
There is real power in working at a place where people look out for one another and where life is acknowledged instead of penalized. Over time, that kind of culture compounds. It produces better lawyers, stronger teams, and better outcomes for clients. This does not mean the work is easy. It means the work is sustainable and that excellence is supported.
After ten years here, I am convinced that how a firm takes care of its own people directly affects how well it takes care of its clients. When lawyers and their staff are valued, clients benefit. Here’s to the next ten years of doing this work the right way.
