Yale has a different decision set than other law schools.


Yale Law School’s $1.2 billion share of the Yale University endowment provides approximately $63 million in operating funds, which translates into $106,000 per student, though this amount appears to be headed up due to the 40.2% increase in Yale’s endowment in 2021. See “Yale endowment earns 40.2% investment return in fiscal 2021,” Yale News, Oct 14, 2021; Evan Gorelick, “Yale’s endowment, explained,” Yale Daily News, Oct 22, 2022 (discussing Yale endowment’s 5.25% target payout and policy of smoothing returns over multiple years).

To be clear, these are the funds available before Yale Law collects its first dollar of tuition.  Nonetheless, as the top-ranked law school in the US News rankings for more than 30 years, Yale has a superabundance of highly credentialed students who would be willing to pay or borrow the current cost of attendance. For the 2021-22 admission cycle, Yale admitted only 5.6% of applicants; of those admitted, 81% enrolled, making Yale the most selective and elite law school in the nation. See YLS, “Statistical Profile of the Class of 2025.”
Continue Reading The dollars and math behind Yale Law’s withdrawn from USN rankings (340)


Pretty much everything was a counterintuitive curveball.


In April of 2006, more than 15 years ago, I wrote a memo to file that would go on to exert a disproportionately large impact on my thinking and career, albeit many of the lessons took years to come into focus and were far from what I expected.

The topic was Moneyball as applied to law firm associates—in essence, sketching out the data and methodology necessary to identify under and overvalued attributes of law firm associates, akin to the selection methods used by Oakland Athletics in the famous book by Michael Lewis.
Continue Reading Moneyball for law firm associates: a 15-year retrospective (257)


“One of the biggest myths in legal education is that there is more than enough well-paying work for anyone who has a law license.”


About ten years ago, through a connection made by Bill Henderson, I was invited to a gathering of law-school professors in Northern California.  I was still a manager of a global law firm at the time, and Bill thought that it would be useful to add a practitioner to the group, which otherwise comprised solely academics from around the US.  I remembered this conference recently as I read about the focused efforts of the Debevoise & Plimpton law firm starting in 2012 to bolster demand for its services after years of no growth or decline. See Dylan Jackson, “Debevoise Faced a Demand Crisis. Its Solution Required Change From the Ground Up,” Law.com, July 1, 2021.

The reason for the flashback was my laughed-at suggestion that law schools should add a course in sales and marketing to their curricula. 
Continue Reading Would sales & marketing in law school cross a red line? (251)

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The legal profession’s commitment to diversity has a credibility problem.


Since the early 2000s, law departments and law firms have advanced ambitious public initiatives to diversify the legal profession. In law firm power centers, however, the disconnect between public proclamations and empirical reality is staggering.
Continue Reading Credible commitments to legal diversity (114)