Elycia Solimene, managing director, Gibson & Behman, Connecticut | Her focus broke a barrier

By your quick success, other young women lawyers probably want to know. How did you advance so quickly in your legal career? Six years ago you were graduated from law school and now (at 31) you’re directing the Connecticut office of a growing law firm.

I was raised to believe that hard work is its own reward. I worked long hours, sought and heeded the advice of colleagues and supervisors who mentored me, developed close relationships with clients, and helped grow the business through these positive relationships. It’s important to listen closely to clients, to thoroughly understand their needs and expectations, and then to be able to execute a plan that meets these needs. I am a very proactive person; I know that success is about more than simply waiting for something good to happen. I work each day to make something good happen for the firm, and I work in an environment that encourages this type of thinking.

Prior to your ascension, according to the CT Law Tribune, there were only three women managing Connecticut’s top 25 law firms. Nationwide, only 8 percent of the top revenue producing firms are headed by women. Why is the law a difficult profession for women to rise to the top?

Perhaps there are so few females in management positions because the legal industry has long been a male-dominated profession. Some view it as an “old boy” network, and some may erroneously believe that a female attorney may not be as “tough” as a male counterpart. These attitudes are changing, though, as are the perceptions from my childhood that the only really “good jobs” for women were as a teacher or a nurse. Any business woman’s success should begin with an earnest desire to succeed, and the drive and plan to achieve that success. And, in seeking employment in the legal profession, a woman should find out what her prospective employer’s views are about the advancement of females in the firm.

Let’s look beyond the fact that you’re a woman. How did you rise so quickly to become managing partner of Gibson & Behman’s Connecticut law office in Middletown? What steps did you take as a young professional to achieve this success?

From day one, I sought to exceed expectations. I also work in an environment where entrepreneurism and hard work are rewarded. From my point of view, the issue of rising to the position of managing partner is less about “glass ceiling” issues than about work ethic and performance. I take pride in the image I present to other attorneys and judges and work diligently to earn the respect of my peers.

I first learned the valuable lesson of “always take pride in your work and what you produce” at the age of 9 when I worked in my father’s print shop. Although I didn’t understand it immediately, I came to learn that something seemingly unimportant like a crooked staple in a booklet or folder does not represent a quality work product, and that lesson carried forth with me – do your best, exceed expectations, take pride in the work that you do. Hard work, pride in what you do, and determination will help anyone succeed.

How does a young professional balance a personal life with professional advancement? What advice would you give?

It’s really important to maintain balance, but it requires a lot of effort and hard work. I am fortunate in that I have a great position and career. I also have an understanding husband, a two-year old and a six-month old. So, my “free time” is virtually nonexistent. Despite this, I wouldn’t trade my life. I am fortunate in that I have a very understanding employer; there are no questions asked if I need to go home early to spend time with my children. My firm knows that if I do that, my work will get done, even if it means working through the late hours in the evening. I wanted to be an attorney and I wanted a family, and luckily I have both.

Is your success more a matter of geography? Do similar opportunities exist for young professionals working for Hartford and New Haven firms? It seems as if the women heading firms in those cities needed 20 years with their firms to become managing partners.

I don’t believe geography has anything to do with it. I have been with Gibson & Behman since graduating from law school, so I cannot really comment on the practices of other firms. However, our firm has had offices in both Hartford and New Haven in the past; we moved to Middletown recently for convenience and proximity to the majority of courthouses, because we cover the whole state of Connecticut.

What comes next in your goals as an attorney?

To continue to grow our Connecticut office, build on existing relationships, and help the young associates in our firm advance professionally and learn the same valuable tools that I did as an associate starting out. Personally, I will always work to further develop my skills as an attorney and earn the respect of my peers. I want to be respected because of the work I do, not because I am a woman or because I am a manager.