I had packed up my things and was about to turn off the light. That’s when the phone rang here at the CircumcisionLawDesk. The shrill tone of the ring sounded more urgent than usual. I put down my box of Pulitzers and picked up the receiver.
“Hell-” “You’ve gotta write quick, Mister! Gawker ran a story on circumcision and it’s crazy!” I replied that I was too old for this game. Tracking down every circumcision tip had left me a hollow shell of a man. But the kid was insistent. “What about the babies???” Now you listen here, you sniveling punk, I said. I was never in it for the babies. Heck, I never could figure out just what I thought about circumcision. Mutilation, health, hygiene, aesthetics. The whole racket made my head spin. And that’s when the young punk said something that set me on my present course.
“There might be a lawsuit. Some Jews are crazy-mad about a new regulation passed by the City of New York and they’re threatening all kinds of holy hell over it. It’s not that New York is outlawing circumcision. It’s not about that. It’s that… well, it’s that some of these Jewish folks do something.” Out with it! “I can’t… I don’t wanna say… It’s that these Jewish fellas, some of them… Well…”
You may remember that back in the summer of 2010, an attractive and curvaceous woman named Debrahlee Lorenzana sued Citibank for wrongful termination. Apparently Lorenzana was “too hot” — so hot, in fact, that she allegedly distracted other bankers from doing their jobs, resulting in her firing.
Just two years later, another woman claims that she was fired for similar reasons — her employers at a lingerie business allegedly told her she was “too hot” and that her breasts were “too large.” Now, we know what you must be thinking: how can one be “too hot,” or have breasts “too large” to work for a lingerie company?
Everything’s possible in New York, but we know that TTIWWOP — “This Thread Is Worthless Without Pictures.” We’ve got a few, plus a video….
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…