Bruce A. Green, the Louis Stein Professor at Fordham Law School, writes: Making students ready for practice is not just a task for the formal curriculum. Law students spend much of their time in law-related pursuits outside the classroom including in extracurricular activities and part-time and summer employment. Law schools strive to help students make the most of these opportunities.
Jeremy Paul, dean of Northeastern University School of Law, writes that the over-emphasis on the divide between theory and practice lurking within today’s calls for law school reform obscures a far more basic reality. Grounding in “theory” is what makes successful lawyering possible in the first place.
Richard A. Rosenbaum, the chief executive officer of Greenberg Traurig in Manhattan, writes: Law schools, firms and seasoned attorneys must continue to work together to creatively ensure that we keep open the doors of opportunity to emerging legal talent.
Alison Nina Bernard, the director of corporate practice at Fried, Frank, Harris, Shriver & Jacobson, and Niki Kopsidas who oversees firm-wide lateral partner hiring and integration at Blank Rome, write: In today’s highly competitive legal market, an attorney needs a high level of Collaborative Intelligence to help clients meet their strategic business goals, and law firms and other legal organizations need to foster a culture where knowledge and expertise are shared openly and effectively.
Jill Backer, associate director for employer relations at Brooklyn Law School, writes: Because plans and people change, as do industries and the employment market, your goals must be able to change as well. If your goals are resilient then you can be too.