Disrespecting and intimidating students should be a right for law professors, not a privilege. If you roll into class unprepared, or even just looking stupid, law professors should be able to able to throw a hissy fit at you. That’s practice-ready training. Students should learn that in the real world, partners and judges will intimidate them and make them feel small and stupid for any reason, or no reason at all.
One law professor is having that right taken away from him. He’s been barred from campus. The professor claims he’s suffering from depression and Asperger’s Syndrome, and that the school violated the Americans With Disabilities Act by not accommodating his disability.
Disability? In my day, the moody professor who couldn’t keep his mouth shut or read social cues was the grindstone against which brilliant gunners sharpened their unique skills…
It was just last week that Jesse Strauss and David Anziska announced that in addition to their class action suits against Cooley Law and New York School of Law, they intended to sue 15 more law schools over their allegedly deceptive post-graduate employment statistics. In the days that followed, everyone wanted to know when these lawsuits would actually be filed, what role the ABA might play in the suits, and whether the law schools targeted would preemptively change their ways.
We don’t yet have more information about the lawsuits to be filed. And we certainly don’t have so much as a statement from the ABA. (Come on, why would the ABA deign it necessary to comment on an important issue like this?)
But we do have some reactions from a few of the law schools on the Strauss/Anziska naughty list….
The evolution of relationships between the genders continues. Currently, in law firms, there is an interesting conundrum; balancing the desire for a gender-blind workplace where “the best lawyer gets the work and advances” and the reality of navigating the complicated maze created by the fact that, in general, men and women do possess differences in their work styles. These variations impact who they work with, how they work, how they build professional connections and how organizations ultimately leverage, reward and recognize the talents of all.
Henry Ford sat on his workbench and sighed. A year earlier, he had personally built 13,000 Model Ts with his own hands. Fashioning lugnuts and tie rods by hand, Ford was loath to ask for help. Sure, there were things about the car that he didn’t quite understand. This explains the lack of reliable navigation systems in the Model T. But Ford persevered because he knew that unless he did everything, he could not reliably call these cars his own.
“Unless my own personal toil is responsible for it, it may as well be called a Hyundai,” Ford remarked at the time.
The preceding may sound unfamiliar because it is categorically untrue. And also monumentally stupid. Henry Ford didn’t build all those cars by hand. He had help and plenty of it. Almost exactly one hundred years ago, Henry Ford opened up the most technologically advanced assembly line the world had ever seen. Built on the premise that work can be chopped up into digestible pieces and completed by many men better than one, the line ushered in an age of unparalleled productivity.
Today, an attorney refers business because he can’t do everything the client asks of him.
There are three reasons why this is way dumber than a made-up Henry Ford story…
Ed. note: The Asia Chronicles column is authored by Kinney Recruiting. Kinney has made more placements of U.S. associates, counsels and partners in Asia than any other recruiting firm in each of the past six years. You can reach them by email: [email protected].
Since late last year, things have been booming in Hong Kong / China in cap markets, especially Hong Kong IPOs. M&A deal flow has recently been getting a bit stronger as well. Although one can’t predict such things with any certainty, all signs are pointing to a banner entire 2014 for the top end US corporate and cap markets practices in Hong Kong / China. This is not really new news, as its been the feeling most in the market have had for a few months now and things continue to look good.
The head of our Asia practice, Evan Jowers, has been in Hong Kong for about 10 days a month (with trips every other month to both Shanghai and Bejing) for the past 7 months, and spending most of his time there meeting with senior US hiring partners at just about all the major US and UK firms there, as well as prospective candidates at all associate levels and partner levels, and when in the US, Evan works Asia hours and is regularly on the phone with such persons, as our the other members of our Asia team. Our Yuliya Vinokurova is in Hong Kong every other month and Robert is there about 5 times a year as well. While we have a solid Asia team of recruiters, Evan Jowers will spend at least some time with all of our candidates for Asia position. We have had long standing relationships, and good friendships in some cases, with hiring partners and other senior US partners in Asia for 8 years now.