A High Water Mark For American Lawyers
Some great news for the American public was revealed recently: there is now one lawyer for every 257 Americans. I sure hope my 257 Americans can afford my hourly rate. As Edward Tan at Findlaw’s Greedy Associates Blog opines, “If you’re looking to hire an attorney, it’s definitely a buyer’s market.”
Why so many shysters attorneys, you ask? Tan has a likely answer: Big Law (not to be confused with Big Love). “A combination of ‘inept management and the weakness of the partnership model’ were crucial factors in inflating the legal market, Bloomberg News reports.”
Starting in the 1960s, big law firms grew bigger and along with the growth in numbers came a growth in hourly rates.
[F]rom 1985 to 2010, hourly rates began to skyrocket, especially in the top 50 law firms. Normal combined revenue for these firms based on the rate of inflation at the time should’ve been $6.9 billion. Instead they earned $48.4 billion.
Big law firms became big pyramid schemes, with a small number of partners at the top leveraging a larger number of (relatively) low paid associates. Of course, a starting salary of up to $160,000 per year plus a bonus and benefits may not seem like a pauper’s wage to most Americans. Thus, law school admissions soared, and young people with the intellectual firepower to do a number of useful things for society instead decided to grab for the brass ring via treading the law firm gerbil wheel. Law schools became money-makers for many universities, and they were only too happy to keep up the charade that the good times in the private practice of law would roll on, in the same way that for many of us, residential real estate values would never head in any direction than straight up.
Unfortunately (for Big Law), big law firms have big fixed overhead costs, including those large associate salaries. When the economy took a tumble in recent years, that fixed overhead (and the inability to adjust quickly enough due to size and the conservative nature of many lawyers, among other factors) became an millstone around the neck of many big law firms. In addition, partners who are imbued with an “I-got-mine” mentality are not receptive to taking one for the team, so quickly imposing a shared sacrifice survival plan on a group of self-centered large egos is a hard task to accomplish. Tan mentions a half-dozen failed Mastodons, and more are on the way.
Over the long haul, “creative destruction” is good for any “business” or “profession.” At least, that’s what free market theorists tell us. In the interim, the lawyers (and would-be lawyers) being “creatively destroyed” are in for a lot of pain.
My wife always tells me it’s better to be lucky than smart (although being both is occupying the sweet spot). In that case, I’m lucky that almost exactly twenty years ago, I decided that the big firm business model made no sense to me and I went in a different direction. While–believe or not–I feel sorry for many of the people strapped to the outside of this crushing wheel as it rolls forward (especially the young people), I also feel something else entirely for more mature folks who are bright enough to have seen something like this coming and, because they were too busy milking a cash cow, chose to do nothing.
We may never return to the ratio of 1:709 we had in 1950, but 1:257 seems to me to be the “high water mark,” and there’s nowhere to go from here but down.
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