Everything is down because three-quarters of law schools are uncertain about their enrollment and therefore they are less likely to invest in professors. Schools are spending huge amounts more on financial aid to get the student body they want. That’s money that can’t be spent to hire permanent faculty.
* … While John Mara, owner of the WORLD CHAMPION New York Giants, simply revises history. [Forbes]
* Alan Dershowitz received a “D” on his first legal writing assignment. Apparently, his Yale Law School professor, the great Guido Calebresi, told him, “You write like you’re having a conversation with your friends in Brooklyn,” and then helped him work on his technique. Little did Calebresi or Dershowitz know that writing like you’re having a conversation with friends could lead to a successful life as a legal blogger. Boy, did they miss out! [Yale Alumni Magazine]
* Kenny Heitz, an Irell & Manella partner and former UCLA basketball champion, passed away. [Daily News]
Harvard Law School professor Laurence Tribe foresaw the Obamacare Tax Holding, and we’ve got video evidence to prove it….
We know that tuition keeps going up at American law schools. And, for the most part, we know where the money goes. Law schools use tuition money and alumni donations to fund capital projects and law professor salaries. And, at some schools, the law school kicks back some money to the larger university. Law schools are cash cows, and everybody likes money.
Who is to blame for this? It’s hard to say. I tend to blame the American Bar Association, since the ABA is one of the few entities with regulatory authority over legal education (some law students are trying to get the Department of Education involved).
If the ABA will not act, it’s only natural for people to make as much money as possible, with reckless disregard to who gets trampled along the way. But one can find other culprits if you look hard enough. You could blame law school administrators, who are more concerned with money than education. You could blame the students themselves, for willingly forking over all of this cash. You could blame the federal government, for seemingly giving away money without making sure the taxpayers are getting a return on their investment.
But you know who you shouldn’t blame? Law school faculty. That’s right — they might get fancy new buildings and make six-figure salaries, but it’s not really their fault that the cost of a legal education has outstripped its value.
Who among us would not take more money and more perks for doing our same job?
As David Lat said earlier this week, “Here at Above the Law, we’re trying to help you.” Honestly, think of Above the Law as the MPRE, but for situations people in the legal community are actually likely to face. Don’t conduct sensitive firm business on a crowded train. Don’t offer hand-jobs in school-wide emails.
And here’s a good one: don’t reuse exam questions just because you are teaching at a different law school. It’s called “the internet,” professors. Your students have access to it and can find your old questions. If you put in just a little bit of work, you can come up with entirely new exam questions.
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@example.com.
We currently have a very exciting and rare type of in-house opening in China at one of the world’s leading internet and social media companies. Our client is looking for an IP Transactional / TMT / Licensing attorney with 2 to 6 years experience. The new hire will be based in Shenzhen or Shanghai. Mandarin is not required (deal documentation will be in English) but is preferred. A solid reason to be in China and a commitment to that market is required of course. This new hire will likely be US qualified (but could also be qualified in UK or other jurisdictions) and with experience and training at a top law firm’s IP transactional / TMT practice and could be currently at a law firm or in-house. Qualified candidates currently Asia based, Europe based or US based will be considered. The new hire’s supervisors in this technology transactions in-house team are very well regarded US trained IP transactional lawyers, with substantial experience at Silicon Valley firms. The culture and atmosphere in this in-house group and the company in general is entrepreneurial, team oriented, and the work is cutting edge, even for a cutting edge industry. The upside of being in an important strategic in-house position in this fast growing and world leading internet company is of the “sky is the limit” variety. Its a very exciting place to be in China for a rising IP transactional lawyer in our opinion, for many reasons beyond the basic info we can share here in this ad / post. This is a special A+ opportunity.
If your firm is in ‘go’ mode when it comes to recruiting lateral partners with loyal clients, then take this quiz to see how well you measure up. Keep track of your ‘yes’ and ‘no’ responses.
1. Does your firm have a clearly defined strategy of practice groups that are priorities of growth for your office? Nothing gets done by random chance, but with a clear vision for the future. Identify the top practice areas for which you wish to add lateral partners. Seek input from practice group leaders and get specifics on needs, outcomes, and ideal target profiles.
2. In addition to clarifying your firm’s growth strategy, are you still open to the hire of a partner outside of your plan? I’ve made several placements that fit this category. The partner’s practice was not within the strategic growth plan of my client, but once the two parties started talking with each other, we all saw how it could indeed be a seamless fit. Be open to “Opportunistic Hires.” You never know where your next producing partner might come from, so you have to be open to it. I will be the first to admit that there is a quirky element of randomness in recruiting.
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