Published: Aug 12, 2009
As more law firms join the Morgan Lewis bandwagon, canceling their summer associate programs (a development Legal OnRamp’s Paul Lippe likened to Armageddon), it’s no doubt satisfying to some students to see one law school strike back, albeit with a blow that is more gesture than jab. As Above the Law reports today, Fordham Law School has banned Reed Smith from its campus for five years because of the firm’s “lack of professionalism” in belatedly pulling out of the on-campus recruiting process this year (the firm is still hosting a summer program; it just decided not to interview at Fordham to staff it).
In related news, Lippe offers more ideas on how law schools might better prepare lawyers for the future. While he makes a number of good points, his premise strikes me as unduly narrow, focused as it is on corporate clients—that’s OK if you look at law as exclusively a service industry, but I agree with the comments by Ray Campbell (visiting professor at Penn State) suggesting that the study of law is in fact—and should be—more:
“Is being a lawyer just about serving paying clients? Not to diminish the importance of providing awesome service to clients, but I think a lawyer's duties are a bit more nuanced than that. You can be a great, client oriented lawyer and keep an eye on the bigger game, but you diminish the profession and short sell what law schools need to do if you take too narrow a view of a lawyer's role in society.”
- posted by vera
In this final post of our emotional intelligence series, good news abounds. We’ve spent the last two posts driving home the importance of emotional intelligence and exploring all the various reasons why the legal industry doesn’t have enough of it, but today we bring a message of hope.
As a law student, you are well-versed in the law from many hours of academic study, hypothetical case scenarios and legal principles. But what else might you encounter when working in the legal industry that goes beyond your classroom teachings?
In BigLaw, with annual salaries for first-year associates at most firms over the $200,000 mark, with senior associates making more than $400,000 a year,[i] and with equity partners raking in millions of dollars annually,[ii] it’s no wonder that most people see a legal career as being lucrative—and why many harbor ill will toward attorneys for the money they make. But before the point can be made that lawyers are greedy scoundrels and that attorney fees are exorbitant, one must consider:
We’re under no illusions that this post is the first to address the question of what makes a “good” junior associate (given that a quick Google search will reveal numerous identical-sounding pieces). What makes this post different is the simplicity of our suggestions that can help you from Day One.
Greetings to all the aspiring entrepreneurs out there. Very recently we spoke about some common habits of the most successful entrepreneurs, and as promised, this time we’re going to tackle some of the biggest challenges new entrepreneurs face, along with effective strategies to overcome them.