The first month of the new year turned out to be a great one for lawyers, but as usual, we don’t exactly mean that in the nicest of ways. January brought us new legal controversies of all varieties, from all kinds of places.
With terroristic threats allegedly made by an associate at one Biglaw firm, and scandalous sexual allegations raised by a partner from another one, we knew that we’d have a crop of crass and sex-crazed behavior for this round of our Lawyer of the Month competition.
That being said, let’s check out our nominees for the month of January….
In Machiavelli’s masterpiece, The Prince, chapter 19 — “That One Should Avoid Being Despised And Hated” — contains Machaivelli’s only suggested restrictions on the Prince’s absolute power. Machiavelli essentially argues that the Prince must not take the people’s sheep (“sheep” being a metaphor for the ability of peasants to have enough food) or their women (“women” being a metaphor for women). He writes: “It makes him hated above all things, as I have said, to be rapacious, and to be a violator of the property and women of his subjects, from both of which he must abstain. And when neither their property nor honour is touched, the majority of men live content, and he has only to contend with the ambition of a few, whom he can curb with ease in many ways.”
These are good restrictions for all who find themselves in positions of inscrutable power. Most men will suffer any other form of servitude so long as they have enough to eat and are allowed exclusive access to their own wives. The 1% will be just fine, so long as they don’t institute some kind of system of polygamy that allows the wealthy to marry-up all of the available women.
Machaivelli’s advice applies just as easily to a totalitarian ruler of a country as it does to a managing partner of a law firm. Managing partners, ignore Machiavelli at your peril. You could end up with a full-scale revolt on your hands — or, at the very least, an embarrassing lawsuit from a former, allegedly cuckolded partner….
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.
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…