Osteopathic Medicine Continues to Grow in Popularity

Osteopathic medicine is one of the fastest growing segments in healthcare, according to the American Osteopathic Association’s (AOA) Osteopathic Medical Profession Report. The number of osteopathic medical students has grown by 77 percent in the last ten years, which has led to an 81 percent increase in the total number of DOs (including practicing physicians, residents, and medical students). Today, there are an estimated 122,236 in the physician workforce, just over one in four medical students are currently pursuing a Doctor of Osteopathic Medicine (DO) degree, and an estimated 36,500 medical students are expected to matriculate into a DO program this school year (up 2,700 from last year). 

Demographic highlights:

  • Practicing DOs predominantly fall within a younger cohort. Just over two-thirds of practicing physicians are under 45 (35 percent are under 35, and 32 percent are between 35 and 44). 

  • In 2022, 43 percent of the practicing DOs were female, an upward trend that has continued over time (40 percent in 2015, and 32 percent in 2010). Almost half of practicing physicians (47 percent) are female and under 45. 

  • Most DOs tend to practice near where they completed their education, and DO programs are typically located in medically underserved regions. The states with the largest number of DOs include: California (8.3 percent), Pennsylvania (8.1 percent), Florida (7.9 percent), Michigan (6.6 percent), New York (6.4 percent), and Texas (6.1 percent).

  • Since 2020, the Accreditation Council on Graduate Medical Education (ACGME) has overseen the accreditation of all graduate medical education (allopathic and osteopathic). DO graduates also participate in the National Resident Matching Program (NRMP). The report notes that 2022 brought a new record level of placement for participating DOs, with 7,049 graduates placing into residency programs in 41 specialties. This is up 7 percent from the previous year. 

  • DOs predominantly work in primary care specialties. The top fields include family medicine, internal medicine, and pediatrics. Among the remaining 43 percent who opt into other specialties, the top fields include: Emergency medicine, Anesthesiology, Obstetrics and Gynecology, General surgery, and psychiatry. 

Related: Alternatives to Allopathic Medical Programs in the United States

Law School Applicant Volume Dropped Significantly from the Historic Spike in 2021

The number of law school applicants dropped significantly in 2022, -11.7 percent, from the historic spike seen in 2021. The decline may seem striking, but taking a longer-term view shows that this year’s applicant pool may just be a return to the mean after a dramatic surge in 2021 rather than a concerning decline. When this year’s applicant numbers are compared to 2020, there is just a -0.5 percent decline, and the number of applications actually increased by 13 percent, demonstrating a continuing trend of prospective law students applying to more schools. 

The largest decline in 2022 occurred among applicants who identify as White/Caucasian (-13.9 percent). There were also significant declines in applicant groups who are historically underrepresented in law, and which the legal community is actively working to attract. There was a 10.1 percent drop in Black or African-American applicants, as well as declines from applicants identifying as Puerto Rican (-8.0 percent) and Hispanic/Latino (-5.7 percent). Other groups including Canadian Aboriginal/Indigenous (-13.7 percent), Native Hawaiian/Pacific Islander (-13.1 percent), American Indian or Alaska Native (-11.0 percent) also had large declines, although the smaller applicant numbers in these groups create more variability in the change. Asian applicants also saw a decline (-4.8 percent).

This year’s data also shows that the largest applicant decline stemmed predominantly from the top end of the LSAT score distribution. The largest decline came from applicants scoring between 170 and 174 (-14.4 percent), followed by those scoring between 160 and 164 (-14.3 percent) and then those scoring in the highest range between 175 and 180 (-14.0 percent). 

LSAT scores are down overall from 2021, but it is worthy of note that applicants’ score distribution for this year compares favorably to applicants in previous years (2018, 2019, and 2020). The number of applicants scoring in the top three brackets, 165-169, 170-174, and 175-180 are all higher, while the number of applicants submitting lower LSAT scores (below 149) has declined. 

The Medical School Interview: Preparing for the Multiple Mini Interview (MMI)

More medical schools, including those at Duke, NYU, University of Massachusetts, and Rutgers, are using the Multiple Mini Interview (MMI) to evaluate applicants. This is because it is an effective way to evaluate an applicant’s ability to process a complex scenario or issue under pressure and use critical thinking, teamwork, and communication skills to provide a response. It also reduces interviewer bias by allowing prospective students the opportunity for numerous interactions, which decreases the relative importance of any one interviewer’s opinion. 

Multiple Mini Interviews typically consist of between six and ten interview stations, with some schools including rest stations in between. Interviewees are provided with a question prompt or scenario and are given a short period of time to think, before they are asked to engage with the interviewer for a five- to eight-minute response. The questions may ask the applicant to collaborate with other interviewees, act out a scenario, respond to an ethical dilemma, write an essay, or elaborate on a past clinical experience. Whatever the format, interviewers are looking for applicants to showcase a strong sense of ethics and the ability to see multiple viewpoints. 

To prepare for an MMI, you should review dozens of practice prompts. While there is no way to predict the exact questions you will be asked, if you practice, you will gain comfort processing a prompt, assessing a situation quickly, applying one of our many frameworks in your response, and you will come into your MMI interview day feeling confident and prepared.  

We also recommend that you...

Stay informed. Read newspapers and health journals every single day to ensure that you’re up to date on key topics in medical ethics and healthcare policy. Write down the topic areas that you encounter frequently and take an informed position. Practice speaking on your position(s), out loud, with an eight-minute time limit.

Participate in Mock Interviews. Mock MMI interviews will give you a realistic interview experience after which you can gather candid feedback. Record these meetings and critique your responses, focusing on how well you verbalized your thought process and supported your viewpoint. You should also take note of how adequately you made use of the available time. 

And on Interview Day…

  • Use your time carefully. Do not rush. During the two minutes of preparatory time, outline your response and the general timing you’d like to abide by to make each of your key points. 

  • If the question allows you to make a counter-argument, do so, and share why you opted for the conclusion you did. If it is an ethical or values-based question, be sure to point out areas of nuance.

  • Start fresh. Regardless of how well or poorly you did at the last station, leave it behind and focus entirely on current prompt. 

Related:

The Medical School Interview: Preparing for the Traditional One-on-One Interview

Begin preparing for your interview by thinking through your most meaningful experiences that will help demonstrate your skills and abilities in the areas of critical and creative thinking, problem solving, leadership, teamwork, and empathy, as well as those that reinforced your commitment to the study of medicine. As with your personal statement and secondary essays, you’ll want to show the reader your strengths and potential through specific examples, rather than limiting your content to claims.  

Below, we’ve compiled a list of common interview questions, by type, to help you with your preparation. 

Know yourself. This interview is about giving the admissions committee a view into who you are. They will be looking for you to demonstrate confidence and fortitude, but also authenticity, humility, and the ability to overcome adversity.

  • Tell me about yourself. You’ll want to prepare an elevator pitch (three minutes) that provides an overview of your background and interest in medical school. What were the three most meaningful experiences that reinforced your commitment to the study of medicine?  Why? Are there specific experiences that prompted an evolution in your perspective so notable you want to include them here too? What led you to make certain academic and professional decisions? 

  • Why Medicine? Your response to this question should demonstrate your understanding of and interest in a career as a physician (rather than as a nurse or physician’s assistant, for example). In other words, it should be more specific than wanting to help people, or having an interest in patient care. You’ll want to highlight key experiences in the areas of critical thinking, problem solving, research, or leadership in a clinical environment. Prepare also for related questions such as: Is there anything that makes you hesitate about going into medicine? What challenges do you expect to face in medical school and later in practice? 

  • What has been your most meaningful research experience to date? Why? Prepare to speak confidently on any of the experiences you have listed in your application materials, particularly those in the clinical or research category. What did the experience teach you about yourself? How did it challenge you? How did the experience reinforce your interest in pursuing medical school? How did it change or reinforce your views of patient care?

  • Would you change anything about your undergraduate education? Why? 

    • If there is a red flag pertaining to your undergraduate education (for example, a semester with a low GPA or a transfer between schools), this may present a good opportunity to address it.  Without making excuses, emphasize what you learned from the experience and/or point to other areas of your academic record that are much more indicative of your ability to compete in a rigorous academic environment. 

    • If you do not have a red flag to address, you may want to talk about that missed opportunity to study abroad or take a class in medical ethics. Did an early disappointment ultimately inspire you to take part in a clinical role abroad after you graduated? Be sure to link your chosen topic to qualities related to your medical school candidacy. 

Understand your fit with the school. You must prove to your interviewer that you know about their program and are confident you would be a great fit. 

  • Why [specific school]? Look at the mission of the school, student organizations, courses, faculty, key areas of research, and come to the interview prepared to explain how you would engage with their offerings. Beyond this, keep in mind that medical schools are integrated in their local communities, so consider your fit here too. Do you have experience, for example, working in a rural (or urban) hospital? Did it impact your decision to apply to this program? Why?

Share stories. Use stories from your life to show your interviewer who you are, how you’ve grown, and what you will bring to the incoming class. Spend some time brainstorming and reviewing anecdotes that can be tailored to different behavioral questions and demonstrate the qualities medical school admissions committees are looking for. 

  • Tell me about a time when you challenged the group consensus? For a situation-based question, use the SAR (Situation, Action, Response) model. Spend about 20 percent of your response on the situation, and the remaining 80 percent on the actions you took and what resulted/what you learned. The SAR model applies to a question like: What is your greatest weakness?  You will want to spend 20 percent of your response on the weakness, and 80 percent discussing the actions you took/are taking to improve and what the results have been/what you’ve learned since beginning your improvement plan.

  • What is your greatest strength? How would you sum up your leadership style?  For questions where a simple claim would seem to suffice for a response, always take it a step further. Make a claim, THEN back it up with a specific example to illustrate that claim in action—in a group project, clinical experience, or research role.

Related:

The Medical School Interview

Your medical school interview will be the most influential component of your application. It is your chance to showcase your personality, drive, and commitment to a medical career as well as those characteristics that will benefit your medical school class and future patients.

Scheduling the Interview

Most medical schools have rolling admissions so we recommend scheduling your interview as early as possible in the interview season, which runs from the fall to the spring. Before solidifying your travel plans, you should also contact nearby schools to which you’ve applied and let them know you have an interview in the area in case they have availability. This serves the dual purpose of letting the other school know that you are “in demand,” while also showcasing your strong interest in their program.

What are the Interviewers Looking for?

Most medical schools will offer prospective students one or two 30-minute interviews with faculty members or students. The interviewers are looking to assess your interpersonal traits, commitment to and aptitude for medicine, potential contributions to the school/community, and to discuss and resolve any red flags in your academic and/or professional record. They will also want to ensure that your interview is consistent with your application.

Interview Types

The Multiple Mini Interview (MMI) 

The MMI is growing in popularity within the United States and consists of multiple “stations” through which each applicant rotates. At each station, you are given a scenario, asked to role-play, or asked to do a team exercise. You are provided a couple of minutes to read each exercise and prepare, then you must have a discussion with the interviewers and/or perform the team task. 

The scenarios are designed to evaluate your ability to critically assess a situation under pressure by presenting a dilemma to which you must respond. Be sure to carefully consider the various sides of the issue and address them all. Role playing exercises specifically evaluate your communication skills, while team tasks assess your leadership and collaboration potential. Some stations may be clinically based while others are not. 

The Traditional One-on-One Interview 

This interview type is the most common and focuses on behavioral-style interview questions such as: 

  • Tell me about yourself.

  • Why School X?

  • Talk to me about a time that you challenged the group consensus. 

  • What has been your most meaningful clinical experience to date?  Why? 

  • What are your greatest strengths and weaknesses?

  • Tell me about your biggest failure.

In an “Open File” interview, the interviewer will have access to your submission materials, but don’t assume that your interviewer knows anything about you as he/she may not have had time to review your file. In a “Closed File” interview, the interviewer will have limited access to your application. 

The Group Interview 

This situation involves several interviewers and interviewees. The objective is to see how you interact with and respond to others. Be sure to listen attentively to everyone’s answers and showcase your ability to be a team player. 

The Panel Interview 

Typically, the panel includes multiple interviewers with just one interviewee. Their questions will likely be a mix of MMI-style and behavioral-style.

Apply Point’s Tips for Success

  • Outline the key points and experiences you would like to discuss within the behavioral interview and take responsibility for bringing up these points. It is most helpful to review all of your application materials again, and highlight those stories that will showcase your abilities and strengths in the areas of leadership, problem solving, teamwork, and empathy, as well as those experiences that reinforced your commitment to the study of medicine. 

  • Nearly every response to a behavioral interview question should have a story, even those that don’t ask you to recall a specific situation—Questions such as: What is your greatest strength?  Or what is your leadership style? Give one or two strengths, and then tell a story that will SHOW the interviewer that strength in action on a group project. A good story woven into every response will make your interview more compelling and memorable to the interviewer. 

  • Speak about any recent accomplishments or events not included in your application. Continue to improve your candidacy even after you’ve submitted your application.

  • Be proactive about bringing up red flags or weaknesses in your application. Address these head-on during the interview because they will inevitably come up within the admissions committee’s discussions. Rather than make excuses, talk about what you’ve learned and how you will continue to improve moving forward.

  • Practice delivering your responses to interview questions aloud, and be sure to limit most responses (to behavioral interview questions) to between two and three minutes. Ask us for a list of MMI and behavioral interview questions so you can practice and prepare for both types. 

  • At the end of the interview, thank your interviewer, reiterate to them if their program is your first choice, and send a hand-written thank you note.

Related:

  

New Report Examines Changing Costs of an MBA

The cost of obtaining an MBA from a global top 20 program has increased 6.3 percent in 2022, according to the recently published Business Because Cost of MBA Report 2022. The estimated average cost now totals $189,000, including tuition, fees, living costs, healthcare, and materials. This continues the steady upward trend of the last few years; costs averaged $176,000 last year and $168,000 in 2020. 

The report’s 2022 analysis includes only the FT top 20 schools, while last year the analysis included the FT top 20 plus six other top-ranked U.S.-based schools (who had opted out of the 2021 rankings due to the covid-19 pandemic). 

Some of the key findings include:

  • NYU Stern is the most expensive MBA program within the top 20 with a total cost of $246,506. It is followed by MIT Sloan ($239,990) and Wharton ($237,160). On the other end of the scale, CEIBS comes in as the least expensive in the top 20 at $84,500, followed closely by SDA Bocconi ($85,525). These are the only two schools on the list with totals falling under $100K. 

  • Within the top 20, tuition for the U.S. programs average $225,605, significantly higher than the averages for Europe ($121,583) and Asia ($104,881). 

  • Differences in cost between the U.S., Europe, and Asia are magnified by both the strong dollar (making it more cost effective for Americans to study abroad and increasing the expense for international students to study domestically), and differences in average program lengths. MBA programs in the U.S. typically last two years. Those in Europe and Asia run for 12 to 18 months. 

  • Between 2021 and 2022, expenses increased the most at Cornell Johnson (+11.4 percent) and Berkeley Haas (+8.6 percent). The most significant decreases, which are enhanced by fluctuations in the currency markets, were reported by the London Business School (-21.1), CEIBS (-15.1), and HEC Paris (-10.5). 

  • Tuition expenses, which make up the greatest proportion of costs, are the highest at Wharton ($165,748), NYU Stern ($164,652), Columbia ($160,944), and MIT Sloan ($160,800). They are the lowest at CEIBS ($68,300) and SDA Bocconi ($64,800). 

  • Living costs vary considerably based on the school’s location. Within the U.S. schools, the estimated cost of living was highest for Stanford ($72,396), followed by NYU Stern ($67,792), and Harvard ($62,780). Cost of living was the lowest at Duke ($40,608). 

  • Healthcare costs are considerably higher in the U.S. than in Europe or Asia. Domestically, the Yale School of Management offers the least expensive healthcare coverage at $5,512. It is important to note that some schools bundle healthcare costs with other personal student costs, making it difficult to compare schools directly. 

While the price of an MBA is significant and prospective students should carefully consider each of the underlying cost components, data shows that the degree positions students well to pay off loans. This is especially true for graduates of elite programs. Prospective students should also keep in mind that all applicants are considered for merit-based scholarships (through Round 2), which are more likely with a competitive application package.  

Employment Market “Strongest Ever” for 2021 Law School Graduates

The National Association for Law Placement’s (NALP) latest data release confirms that the employment market for 2021 law school graduates was “one of the strongest ever.” 

The report’s findings include:

  • The overall employment rate for the 2021 graduating class, 91.9 percent, increased 3.5 percentage points from 2020, and matched the record employment rate set by 2007 graduates. Conversely, the unemployment rate (measured 10 months post-graduation) fell three percentage points in 2020 to 6.3 percent, and those unemployed and seeking employment fell from 8.1 percent to 5.2 percent. 

  • Full-time, long-term, and bar passage required jobs, the gold standard among law school graduates, increased 4.3 percentage points from the previous year, to 76.7 percent—a record high.

  • The percentage of those taking private practice jobs came in at its highest level (57 percent) since 2003. 

  • An increasing proportion of graduates also entered into public interest employment. Employment in public interest has gradually increased over the past five years and this year matched the previous year’s record high of 8.7 percent. 

  • Other employment sectors held steady. The number of 2021 graduates taking judicial clerkships came in at 3,402; it has been between 3,100 and 3,500 since 2008. Similarly, 11.1 percent of 2021 graduates chose government employment (non-judicial clerkship), which is on par with the 11 to 13 percent who have entered this sector post-graduation for more than 20 years. 

  • The Class of 2021 graduates also garnered record salaries. The class’s mean salary increased 6.4 percent (from 2020) to $109,469. And the median starting salary increased to $80,000, up $5,000 from the previous year. Law firm hires received a mean salary increase of 6.6 percent to $137,844; the median salary increased from $130,000 to $131,500. Among the largest law firms, starting salaries jumped from $190,000 to $205,000 (and in some cases, $215,000). 

James G. Leipold, Executive Director of the NALP, summarized the findings in the report, “This is as strong a set of employment and salary outcomes as I have seen in my more than 18 years here at the NALP. Certainly, they confirm that the slight downturns in many markers measured last year were not the beginning of a larger downturn in the job market but instead were one-time downturns that reflected the market interruptions and many complicating factors brought on by the onset of the COVID-19 pandemic. Notwithstanding those interruptions, the legal employment market for new law school graduates has remained strong, and as we have seen in the past, remarkably resilient despite economic challenges.”

Temple’s Katz School of Medicine Incorporates Local Community Into Medical School Admissions

For the selection of the Class of 2026 at Temple University’s Lewis Katz School of Medicine, the admissions team included members of the surrounding community. This made Katz one of the first medical schools to incorporate the opinions of local residents in admissions decisions. Among the five community members, all of whom live and/or work in the neighborhoods surrounding the medical school and hospital, one served as a voting member of the admissions committee (alongside medical school faculty and physicians) and the others interviewed and evaluated prospective students. 

The community members, who mostly hailed from social service backgrounds, received interview training prior to spending about four hours per week facilitating 30-minute interviews and writing evaluations for hundreds of candidates. The community member interviews, which included two to three prospective students at a time, engaged interviewees on topics such as: Why Temple? What does community mean to you? How would you engage with marginalized groups and groups that suffer disparate access to care? How would you handle a sensitive clinical conversation?

While the idea of incorporating local community members into the admissions team had been discussed previously, according to Jacob Ufberg, Associate Dean of Admissions, it was the medical school’s Student Diversity Council—a group of 60 students—who was responsible for implementing the plan. Randolph Lyde, MD, PhD, and Student Diversity Council Chair (at the time of implementation) described the Council’s work, “We feel it makes our admissions process better. It makes our school community better, and it makes us a better steward and partner in our community,” he said. “And hopefully, it will allow us to bring more culturally sensitive and culturally aware students into our medical school.”

Prospective students also found their interview experience meaningful. In a post-interview survey, 90 percent of the interviewees said that the community members had added value to their experience and given them a better understanding of the community and of the medical school’s values. 

Your MBA Application. Acing the Video Essay

The video essay is an excellent opportunity for the admissions committee to put a face and personality with your application. And it is important to prepare so you can make a compelling first impression. We have some tips to help you ace the video essays for Northwestern’s Kellogg School of Management, the Yale School of Management, and MIT Sloan. 

  • Minimize background distractions. Select a place with a strong internet connection and a plain, uncluttered background. Allow the admissions committee to focus on what you’re saying by minimizing any distractions in the background—this includes pets, roommates, or loud noises. 

  • Set the lights. You’ll want to place a light in front of you so that your face is clearly visible on the screen (backlighting will result in shadows). Take a test run with a friend or family member to confirm that they are able to see you clearly.

  • Dress professionally. Put your best foot forward by dressing professionally, similar to how you would dress for an in-person interview. 

  • Prepare, but don’t script yourself. You’ll want the admissions committee see the real you. Think strategically about the points you want to highlight in each video, but don’t memorize a script. 

  • Note your pace. When nerves hit, people tend to speak more quickly. Practice delivering interview responses out loud and time them. You will have up to one minute for each response at Kellogg, and between 60-90 seconds for Yale.

Kellogg School of Management

Kellogg asks applicants to respond to several short video essay questions, in order to exhibit their personality and what they can bring to the MBA community. The question responses are optional, and the three question topics are available in advance. Video responses are due within 96 hours of submitting your application. 

Video essay 1: Please introduce yourself to the admissions committee. Consider this your opportunity to share what you would want your future Kellogg classmates and our admissions committee to know about you. What makes you, you?

Video essay 2: What path are you interested in pursuing, how will you get there, and why is this program right for you? This is an intentionally broad question so you can answer honestly and meaningfully. We want to know why you’re pursuing an MBA and why you’re choosing a particular Kellogg Full-Time Program.

Video essay 3: This question will be based on a challenge you've faced and what you've learned from it.

Kellogg states that the video essay questions are “designed to bring to life the person we have learned about on paper.” Student culture is a key focus in Kellogg’s admissions efforts, and they want to get to know applicants as fully as possible to ensure they construct a close-knit and collaborative class. This is an opportunity for you to demonstrate your values, interests, creative thinking ability, and goals, rather than worrying too much about the “correct” or expected response.  

Your Strategy: Prior to participating in the video essay, review your application (your goals, especially, must be consistent with what you’ve already submitted) and think through the video essay topics. How will Kellogg help you achieve your goals? Think about specific professors, classes, and experiential learning opportunities. How will you highlight your personality and background to the admissions committee? What characteristics and qualities will you bring to the class? What unique experiences can you offer? How can you expand upon your application materials? Bullet out key points that you’d like to make for each question topic, and practice your responses, keeping a close eye on your time. Kellogg provides practice questions that will help you to get comfortable with the format and technology, and we recommend taking advantage of this. 

From the Admissions Office: Full-Time MBA Application Series: the Video Essays

Yale School of Management

Yale asks applicants to respond to several short video essay questions, in order to exhibit their personality, grasp of the English language, and ability to think under pressure. The questions are provided after the application is submitted, and each applicant receives a set of randomized interview questions. 

Yale is looking to gauge your communication skills and your ability to think on your feet. 

Your Strategy: Prior to participating in the video essay, review your submitted application and prepare yourself to speak on how your personal goals and interests align with Yale’s MBA program. You should also review standard interview questions, and think through anecdotes from your academic and professional experiences that can be used to respond to different question types. Yale provides practice questions that will help you get comfortable with the format and technology, and we recommend taking advantage of this. Take note of the time restrictions. 

From the Admissions Office: Video Questions: Designed to set you up for success

MIT Sloan

Sloan requests applicants provide a 60-second video statement introducing themselves to their future classmates. They want to further understand your presence, passions, and interests. It is important to note that the video will only be used during the admissions process and will not actually be shown to your future classmates.

Your Strategy: Familiarize yourself with the Sloan values and culture (see bullets listed below), and take the time to clearly link your own values, passions, and goals with those of the greater Sloan community. 

  • Leadership and an ability to inspire others 

  • A collaborative spirit and focus on community

  • Intellectual curiosity and analytical strength 

  • Creativity to generate new solutions to existing challenges 

  • Growth in both professional and personal endeavors 

  • Drive, determination, and authenticity

You will also want to showcase your personality and the qualities that make you unique. The Admissions Committee should gain a clear understanding of why you want to attend the school and what you will bring to your class. 

Create an outline of ideas and practice delivering the content aloud. Consider also how you can best incorporate personality into your submission. This video type is the exception to our advice on using a plain, uncluttered background. If you have a location or background that will help you tell your story, go for it. Finally, take advantage of the fact that you can record the video as many times as you want.

From the Admissions Office: The 60-second video

Law Student Wellbeing Study Showed Increase in Mental Health Struggles

A new study on law student wellbeing shows that, despite efforts to improve student well-being, even more students are struggling with mental health. The study, It is Okay to Not be Okay: The 2021 Survey of Law Student Well-being, recently published in the University of Louisville Law Review, provides an analysis of law student mental health for comparison with a similar effort from 2014. 

The survey, administered in the Spring of 2021, garnered 5,400 student responses. 

  • Over two-thirds of respondents, 69 percent, reported needing help for emotional or mental health problems in the past year. This was an increase from 42 percent from the 2014 study. Of the 69 percent, 56 percent received counseling or help from a mental health professional. Females were more likely to report that they sought help than males. 

  • A larger percentage of students, 11 percent, reported experiencing suicidal thoughts in the past year. This is an uptick of five percentage points from 2014. About 5 percent of students reported that they had thought seriously about suicide in the last 30 days. 

  • A larger subset of the law student population reported that they started law school with a previously diagnosed mental health issue. Nearly one-third of respondents reported that they had been diagnosed with depression (18 percent of this group was diagnosed after starting law school), compared to 18 percent in 2014. Nearly 40 percent of respondents reported they had received an anxiety diagnosis at some point in their life (22.5 percent of whom received the diagnosis after starting law school), a dramatic increase from 21 percent in 2014.

  • A slightly larger percentage of respondents reported using (with a prescription) sedative/anxiety medications in 2021 (15 percent) compared with 2014 (12 percent), while the percentage using antidepressant medication (again, with a prescription) almost doubled jumping from 12 percent in 2014 to 23 percent in 2021. Fewer students reported using prescription drugs without a prescription in 2021 (less than 12 percent) compared to 2014 (14 percent). 

  • A bright spot amidst the alarming findings came in decreased binge drinking. The number of students who reported that they drank enough to get drunk in the past 30 days fell from 53 percent in 2014 to 44 percent in 2021. Similarly, the number who reported binge drinking at least once in the past two weeks fell from 43 percent to 33 percent. The researchers did note that the timing—spring of 2021—may have contributed to this decrease, as there were possibly fewer opportunities for “social drinking” during the pandemic. 

David Jaffe, Associate Dean of Student Affairs at American University’s Washington College of Law and study co-author in 2014 and 2021, spoke to the findings in an interview with Reuters. "It's disappointing that we didn't make more headway as law schools generally," he said. "We still have our work cut out for us."

New Study Casts Light on Higher Attrition Rates for Underrepresented Groups in Medical School

A recent JAMA Network Open study found that medical students from underrepresented groups have an attrition rate that is over three times higher than other students. The study analyzed allopathic medical student cohorts in years 2014-2015 and 2015-2016, and divided students into groupings for analysis based on personal (race and ethnicity, family income) and structural (youth neighborhood resources) metrics. 

The study showed:

  • Attrition was highest among students with all three “marginalized identities”—low income, under-resourced neighborhood, and identifying as a historically underrepresented race and ethnicity. The total attrition for this group was almost four times (3.7) higher than for students who did not report any of the three marginalized identities.

  • By race and ethnicity, students who identified as American Indian, Alaska Native, Native Hawaiian, and Pacific Islander had the highest attrition rate (11 percent), followed by Black students (5.7 percent), and Hispanic students (5.2 percent).

  • Students from under-resourced neighborhoods had almost double the attrition rate (4.6 percent) of those who were not from under-resourced neighborhoods (2.4 percent). Similarly, those with low family income had an attrition rate of 4.2 percent compared to 2.3 percent for those who did not.

The researchers noted a need for targeted, structural reforms in medical schools to improve retention rates among high-risk groups. “Given the higher attrition rate among marginalized student groups, medical schools should consider reforms that dismantle structural inequities in medical culture and training that equate privilege with merit and physicians as an elite class of citizens,” they wrote. “These reforms may begin with tuition and debt reform and purposeful partnership and support of local and national under-resourced communities.”

MBA Application Submission: Is There an Optimal Deadline?

When determining the best time to submit your MBA application, keep in mind the following: your school preferences, financial need, and the amount of time you’ll be able to spend polishing your application materials.

Rolling Admissions

Only a few top-tier MBA programs, including Columbia University and UCLA, offer rolling admissions. This means admissions committees provide decisions to students as they review the application, rather than sending out a batch of decisions on a predetermined date.

Apply Point Recommendation: Generally, applicants interested in a school with rolling admissions should submit their application as early as possible. Seats in the incoming class are continuously being filled. It is critical to ensure, however, that you have taken the time to develop high quality content. Rushing could result in sloppy work, which will negate the benefits of an earlier submission.

Early Action / Decision

While some programs offer non-binding early action application rounds (UVA Darden allows applicants to select between binding or non-binding upon submission), other schools (such as Columbia and Duke) offer only a binding early application round. Read the program’s admissions webpage carefully to be sure you understand the commitment required. For example, a binding application will almost always ask an accepted student to withdraw any outstanding applications, and submit a commitment letter and deposit to the school.

Apply Point Recommendation: If an applicant is fully committed to attending a particular MBA program, regardless of outside opportunities, financial or otherwise, we recommend that they apply in the early decision round. Admissions likelihood is higher because schools look favorably on commitments to their program and they ultimately want to bolster their yield (number of those accepted students who commit). But it’s important to note that merit-based scholarships are not typically given to applicants who apply in a binding early decision round.

First Round / Second Round

Both the first and second rounds are sound when it comes to admissions likelihood and the possibility for a merit-based scholarship.

Apply Point Recommendation: We encourage our applicants to submit in one of these two rounds. If you are ready to submit your best application prior to the first-round deadline, do it. But if not, don’t worry. Take additional time if you need it, to submit your strongest application in the second round.

Third Round

This is usually the last round prior to the close of the admissions period, and is the most competitive because there are fewer seats available. Consideration for merit-based aid at this stage is also unlikely.

Apply Point Recommendation: There are very few cases where we would recommend applying in Round Three. It puts applicants at a disadvantage. However, if you are unable to submit in rounds one or two, and you have a strong application and no need for financial support, you may still be successful.

Social Media Makes its Way into the Law School Curriculum

Social media has become an integral part of most people’s daily interactions and difficult questions continue to arise about its usage and governance. As a result, social media law is growing in importance, and correspondingly among law school offerings. A number of elite law schools now include social media law courses in the curriculum, and interdisciplinary research opportunities (often led by law schools) on the topic are growing in popularity. A small sampling of available courses and centers for research are highlighted below: 

  • Harvard Law offers a course titled, Social Media and the Law, which considers a wide range of questions including: What values and principles ought to inform platforms as they evaluate what expression to regulate and how? What institutions should shape regulatory processes? How do plural global actors (of varied legal systems and values) influence content governance? 

  • Pace Law offers a course titled, Internet Law-Regulation of Social Media, which explores the legality of social media within the contexts of legal disputes and the practice of law, including jury selection, employment, defamation, and e-discovery. 

  • Columbia Law offers a seminar titled, Law and Regulation of Social Media, which aims to provide students with an understanding of the legal issues associated with social media use by companies, employees, students, and the government, and to shift students’ mindsets from those of social media end-user to lawyer. It also explores ethical and professional issues stemming from social media in the judicial process and in legal practice. 

  • Harvard also hosts the Berkman Klein Center for Internet and Society, which was initially founded as a part of the Harvard Law School and then elevated to an Interfaculty Initiative. The Center hosts the Institute for Rebooting Social Media, which is a targeted research initiative focused on issues related to social media including: misinformation, privacy breaches, harassment, and content governance.

  • The Yale Law Justice Collaboratory is a science-based research group hosted by Yale Law School, which facilitates interdisciplinary research on improving the criminal justice system. The group works closely with the Social Media Governance Initiative, which considers what social media governance could and should look like, with an end goal of a social media network that promotes healthy online interactions and the betterment of society. 

  • Purdue University’s Global Concord School of Law is unveiling a free online course on social media law. The course, which is geared towards lay people, law students, and lawyers, consists of four self-paced modules: Introduction to Social Media Law, Intellectual Property, Free Speech and Its Limitations, and Social Media Policy and Ethics. Martin Pritikin, Dean of Concord Law School, describes the reasoning behind the course. “Social media is such a pervasive part of our lives, but most people aren’t aware of the numerous legal issues that may be raised, both as individuals and as employees, any time they post, share or comment,” he said. “Concord is pleased to be able to offer a free micro-credential in social media law that can provide useful background for lay people and legal professionals alike.”

Tips for a Successful Virtual Interview

According to the AAMC, medical students should still expect some virtual interviews this year. There are obvious pros to this format—reduced travel costs, scheduling flexibility, and the comforts of home—but in order to connect most meaningfully through a computer and make a lasting impression, you will likely need some additional preparation. 

HBR published a piece last year on succeeding in the virtual interview, which was written by Ben Laker, Will Godley, Selin Kudret, and Rita Trehan. They spent hours watching remote job interviews and reviewing the data to determine what drives success in a virtual interview. We’ve summarized their findings below. 

Ensure that the technology enables connection, not distraction. 

  • Background: Opt for a clean, uncluttered space or select an unobtrusive virtual background. The HBR authors found that unconscious bias was less likely to appear when interviewees used a plain virtual background (forget the beach, mountains, or the Golden Gate bridge). 

  • Lighting: Place a light in front of you so that your face is clearly visible on the screen (backlighting will result in shadows). Take a test run with a friend or family member around the same time of day as your interview to confirm that they are able to see you clearly (this will ensure any natural light in the room isn’t casting shadows).

  • Bandwidth/connection: If possible, ask others in your home to log out of any high-bandwidth activities during the time of your interview, or consider hardwiring your computer into the internet. You may also want to perform an internet speed test (you can find via google).

Prepare yourself for glitches. 

  • Understand the platform that you’ll be using; if it’s new to you, download the platform and practice with a friend or family member to gain some comfort prior to your interview. 

  • Make your notes available, but don’t depend on them. Interviews—virtual or face-to-face—are dependent on connection, which gets lost if you’re buried in your notes. Ensure that your notes provide only key words (in large font) that are well organized (e.g., Why XXX Medical School, research experiences, clinical experiences, etc.). Don’t allow yourself to rifle through papers at the expense of eye contact, responsiveness, and active listening. 

  • Stay calm. If there’s a glitch, or a question that you need to think about, ask for a few seconds to think or take a sip of water. Collect yourself and present your answer when you’re ready, rather than feeling the need to launch into a response prior to gathering your thoughts.

Practice both your interview responses and presentation.

  • Note your pace. When nerves hit, people tend to speak more quickly. Practice providing your responses out loud in a steady cadence. While you don’t want to overcorrect and speak too slowly, you will want to ensure that you’re not rushing through the response and leaving your interviewer scrambling to understand what you’re saying. 

  • Use hand gestures (and don’t cross your arms). The HBR article notes that hand gestures can make you appear more trustworthy and the authors’ study found that 89 percent of successful interviewees used hand gestures to emphasize big points. 

  • Promote connection through eye contact. Look into the camera instead of at your own reflection. You may want to turn off the video mirroring capability (only after you’ve done a practice run so that you’ve confirmed that your lighting and position work well).

Finally, remember that an interview is about making a connection with another person. The interviewer wants to know you, to understand the person and personality behind your application. While you want to present yourself in the best light, a successful interview is not about coming across as flawless. Rather it is about allowing the interviewer visibility into your personality and character, and demonstrating the qualities that will make you a successful student and medical provider. The more you can focus on the interview as a point of connection, instead of a test to pass, the better your odds of success.

Related:

Harvard is Back on Top in The Economist’s 2022 Full-Time MBA Rankings

US-based programs dominated The Economist’s recently released 2022 full-time MBA program rankings. Harvard, UPenn Wharton, Northwestern Kellogg, Columbia, and MIT Sloan made the top five and just two of the top 15 ranked programs are located outside of the U.S. (HEC Paris and SDA Bocconi). 

With many programs opting not to participate last year due to the covid-19 pandemic, this year’s rankings showed significant movement. 

  • HEC Paris moved down five spots to the seventh rank

  • Michigan Ross dropped seven spots to the 10th rank

  • SDA Bocconi School of Management dropped seven spots to the 13th rank

  • NYU Stern dropped 11 spots to the 15th rank

2022 The Economist Full-Time MBA Rankings

1 Harvard

2 University of Pennsylvania (Wharton)

3 Northwestern University (Kellogg)

4 Columbia

5 MIT (Sloan)

6 Duke (Fuqua)

7 HEC Paris

8 Stanford

9 University of Chicago (Booth)

10 University of Michigan (Ross) 

11 Dartmouth College (Tuck)

12 University of California at Berkeley (Haas)

13 SDA Bocconi - School of Management

14 University of Virginia (Darden)

15 New York University (Stern)

In addition to the overall ranking of MBA programs, The Economist also provides visibility into their sub-rankings. Review them to hone in on the metrics that matter most to you: diversity, recruiting and career search support, overall employment, salary, educational experience, alumni experience, and others.

2022 GMAC Corporate Recruiter’s Survey: Strong Job Market Expected to Continue for Business School Talent

The Graduate Management Admissions Council (GMAC) has released the results for the 2022 Corporate Recruiters Survey. The nearly 1,000 global respondents, which included both staffing firms and corporate recruiters, described a highly favorable hiring outlook for business school graduates. 

Below we’ve highlighted key findings. You can find the full results summary here. 

Hiring Outlook Is Strongly Favorable 

  • Most respondents said they expect to hire MBAs this year—92 percent of corporate recruiters and 95 percent of staffing firms. In comparison with past surveys, this represents a highly favorable environment for graduates. 

  • 63 percent of respondents expect international demand for business school graduates to increase over the next five years, with just about two percent expecting a decrease in demand. In the U.S. the outlook was slightly less optimistic, but still positive with 46 percent of corporate recruiters expecting demand to increase in the next five years. Just over half, 51 percent, expect demand to remain stable, while about three percent expect a decrease. 

Rebound in International Mobility

  • A larger number of recruiters are open to making international hires this year. 56 percent of respondents said they are planning to or willing to make an international hire, compared to just 48 percent in 2021. Just under one-third, 35 percent, said that they currently have plans to make an international hire, compared with 24 percent last year. 

Recruiters Believe Business School Prepares Hires for Success

  • Just under 90 percent of respondents reported confidence that business schools prepare students for success within their organization. When asked about the reasoning behind their confidence, most noted that graduates have: strong communication skills (73 percent), versatile skill sets (68 percent), and strategic thinking skills (66 percent). 

  • U.S. recruiters ranked as the most confident in business school graduates globally with 50 percent noting highly confident and 42 percent noting confident.

  • Recruiters from large, public companies reported higher confidence in business school graduates than those from smaller organizations. Among the Global Fortune 100 companies, 47 percent reported high confidence, compared with 24 percent from recruiters located within smaller organizations (<100 employees). 

  • Industry recruiters in consulting and technology were the most likely to report high confidence in business school graduates, whereas nonprofit and government recruiters were the least likely to report high confidence. 

Salaries Remain Steady for MBAs and Increase Amongst Specialized Business Degrees

  • While median starting salaries for MBAs are higher than for other new hires, the median planned offers remained consistent between 2021 and 2022. 

  • Within the US, recruiters said that they plan to offer higher median starting salaries this year when compared to last year for some business masters degrees: Master of Accounting (median increased 25K compared to 2021), Master of Finance (increased 15K), Master of Data Analytics (increased 10K). Median salaries for Master of Management and Master of Business Analytics remained consistent with 2021. 

  • Recruiters also noted that their companies are updating benefits packages to appeal to younger employees; 32 percent of recruiters said that they offer loan repayment assistance, and 40 percent called out the addition of corporate volunteering to their benefits package. 

U.S. Remains Least Likely World Region to View Online and In-Person Degrees Equally

  • Globally, respondents in 2022 were more likely to view graduates of online business programs as equivalent to graduates of in-person programs (60 percent) when compared to last year. In 2021 just 34 percent agreed that they view graduates equally. 

  • The U.S. lags in this assessment with just 29 percent of respondents agreeing that they view graduates equally (a decrease from 33 percent in 2021). 

  • Those who viewed online programs as equal to in-person were slightly more likely to emphasize the importance of specific knowledge/skill areas. Those who did not view the programs equally were more likely to emphasize the importance of interpersonal/soft skills. 

Early Career Lawyers Shifting Preferences Towards In-Person Work

Among early career lawyers, preferences may be shifting towards in-person work options and away from fully remote schedules. A recent survey of 2018 law school graduates found that satisfaction levels were lowest among those employed in full-time remote positions, as compared to those in hybrid or in-person roles. The National Association for Law Placement’s (NALP) Class of 2018 Study of Law School Employment & Satisfaction is the latest annual effort designed to gauge the experiences of early career legal professionals. It includes responses from nearly 1500 alumni from 30 law schools working in law firms (51 percent of respondents), businesses and corporations (14 percent), and government agencies (13 percent). 

Likely due to the longevity of the pandemic and the accessibility of vaccines, the responses from the class of 2018 demonstrate a shift in attitude away from remote work and towards in-person options, relative to 2017 respondents. 

  • The Class of 2018 reported lower satisfaction with fully remote working options than those in 2017. Among those working remotely, 79 percent of 2018 graduates reported satisfaction compared to 83 percent of 2017 graduates. 

  • Both the class of 2017 and the class of 2018 reported the highest satisfaction with a hybrid schedule, although the class of 2018’s satisfaction ticked down compared to the previous class. Among 2018 graduates working hybrid schedules, 83 percent reported satisfaction while 88 percent of 2017 graduates reported satisfaction. 

  • Among lawyers working fully in the office, satisfaction ticked up one percentage point for 2018 graduates (82 percent) compared to 2017 (81 percent). 

While many firms expect to continue a hybrid approach with time split between the office and remote, some have returned to fully in-person schedules. And a few have recently announced their intention to allow lawyers to continue to work remotely on a full-time basis. 

Implicit Bias Training Could Be a Starting Point for Improving Health Equity

In 2020 Maryland’s state legislature passed a law requiring all health care providers in perinatal units to receive implicit bias training once every two years. Delegate Joseline Peña-Melnyk, the law’s sponsor, cited the striking disparity in maternal mortality rates (four times as high for black women than white women in Maryland) as the initial reasoning. However, in 2021, after seeing the pandemic’s devastation concentrated in minority zip codes, she introduced and the legislature passed an expanded bill. Implicit bias training was mandated as a licensing requirement for all healthcare professionals. 

Implicit bias training is predicated on the belief that most people hold unconscious biases related to race, gender, socioeconomic status, or weight. For many, the hidden biases directly contradict their conscious or stated views. And these latent stereotypes can take hold in times of multi-tasking, stress, or fatigue, which, in a healthcare environment, can impact care. “Health care providers, like everyone else … have an active way of processing information that is very conscious, but then we have these unconscious or implicit ways of processing information,” said Dr. Lisa Cooper, a researcher on racial health disparities at Johns Hopkins University. “There are things we’ve been exposed to throughout our lives that lead us to think and behave in certain ways. We think certain things but aren’t aware that we are thinking them.” The training seeks to bring awareness and acknowledgement of those hidden stereotypes so that a provider can notice when they’re occurring and proactively work against biases. 

Since 2019, five states—including Maryland—have adopted policies requiring implicit bias training for at least some segment of health care workers. And, more recently, eight additional states have had lawmakers introduce bills. It doesn’t stop there. Medical schools, including leading programs like Harvard, Icahn School of Medicine at Mt. Sinai, and Ohio State, have incorporated the training into their curriculum.

Research substantiates that implicit bias plays a role in provider care and patient interactions, and research will likely continue. Michelle van Ryn, a researcher on implicit bias in health care and owner of a company providing diversity and inclusion consulting services, wants to know more about how implicit biases impact health disparities and the efficacy of training. “Lots of people are doing interventions,” she said, “but there’s not a huge body of evidence of what works.” 

Re-Applicants are Highly Valued by MBA Admissions Committees

The last application cycle did not work out in the way you’d hoped. Perhaps you didn’t receive a seat at your dream school or within your desired geographic area. Whatever your experience, you now find yourself thinking about re-applying to business school. While the disappointment may still sting, the good news is that business schools will highly value you, as a re-applicant, for your persistence and tenacity.

Before you begin the re-applicant process, assess your initial application effort. Did you receive any acceptances, or waitlist offers? What components of your application were weak?

  • Consider your school selection. Did you apply only to elite or reach programs? 

  • Did your GMAT/GRE score and undergraduate GPA fall within the average ranges for admitted applicants at your preferred schools?

  • Did your application materials present your strongest case? Were your written materials clear, grammatically correct, and polished? Did your resume accurately reflect your academic and professional qualifications? Did your essay responses adequately demonstrate your commitment to an MBA, as well as show the reader your abilities in innovation (critical/creative thinking and problem solving) and/or leadership and/or teamwork?

  • When in the cycle did you apply? Applying later (after the January deadlines) can negatively impact an otherwise qualified candidate. 

Once you identify your last submission’s weaknesses, consider some of these strategies to improve your likelihood of success as a re-applicant. 

  • Apply in Round 1 or Round 2 of the admissions cycle. 

  • Consider if there are other, more accessible, programs that could prepare you for your desired career. 

  • If you have a low/marginal undergraduate GPA, consider taking additional courses to bolster it. And be sure to address any red flags, such as a low GPA, in optional essays.  In doing so, you don’t want to make excuses for your low GPA.  Rather, you want to guide the reader to those areas of your life, such as professional projects or leadership roles, that you believe are more indicative of your ability to thrive in a rigorous environment.

  • Think about how your test scores compare to those of admitted students. Are you willing to get a tutor or take a course to improve your score? Remember MBA admissions committees will only ever consider your highest score, no matter how many times you’ve taken the exam.

  • Try to gain more professional and/ or volunteer experience(s) that will provide leadership and teamwork opportunities, as well as demonstrate your interest in and commitment to your future goals.  

When you update your application materials, keep in mind that schools may review your updated submission alongside your initial application. You will want to ensure that your updated materials provide new insight to the Admissions Committee on who you are and how you will fit into their program. 

  • Check program policy regarding recommendation letters. Many programs request that you provide new reference letters, although you may opt to use the same recommenders. If possible, include at least one new reference who is in a current managerial role and can speak to your recent professional accomplishments. 

  • Update your resume to include results you’ve achieved and impacts you’ve had since your last application. Also, consider what activities may round out your resume. Look for professional or volunteer involvements that may set you apart from other applicants. 

  • Submit new essay responses. Show commitment and don’t be afraid to expose some vulnerability. Some MBA programs will provide a re-applicant question, while others (including Stanford and Harvard) do not. If the application does not provide you explicit space, use your personal statement to show the reader your leadership or innovation potential through a recent endeavor. You will also want to explain the reasons behind your re-application. Ensure that your writing is clear, cohesive, and polished. 

  • See below some sample re-applicant essay questions. (While some programs deem the question optional, we encourage you to take advantage of this additional space to demonstrate exactly why your candidacy is more compelling than in your previous application.)

Chicago Booth: Upon reflection, how has your perspective regarding your future, Chicago Booth, and/or getting an MBA changed since the time of your last application? (300 words)

UPenn Wharton: Please use this space to share with the Admissions Committee how you have reflected and grown since your previous application and discuss any relevant updates to your candidacy (e.g., changes in your professional life, additional coursework, and extracurricular/volunteer engagements). (250 words)

Northwestern Kellogg: Since your previous application, what steps have you taken to strengthen your candidacy? (250 words)

MIT Sloan: (Optional) Tell us what has changed for you both personally and professionally since you last applied. (short answer) 

Columbia: How have you enhanced your candidacy since your previous application? Please detail your progress since you last applied and reiterate how you plan to achieve your immediate and long term post-MBA professional goals. (500 words)

NYU Stern: If you wish to highlight any changes from your last application, you may do so in the optional essay 3: Please provide any additional information that you would like to bring to the attention of the Admissions Committee. (250 words) 

Report from Thomson Reuters Institute Finds Law Firm Leaders Most Concerned about Recruiting and Retaining Talent

According to a newly published Thomson Reuters Institute report, law firm leaders see talent as their biggest concern. The report summarized interview findings from several dozen global law firm leaders, and explored the most pressuring current issues, which also included the challenge of creating a compelling firm culture. 

Leaders expressed concern about the upward wage pressures resulting from the current competitive environment for firm associates. And almost all leaders—regardless of firm size— spoke of feeling financial pressure. Those who feel unable to keep up with the salary increases said that they are unsure of how to recruit and retain associates in this market. Leaders at some of the large firms mentioned that they have expanded their geographic recruiting base. While this has increased the talent pool for those large firms, it also means that smaller and mid-size firms who did not previously compete for talent with large firms, are now feeling the impact.

In addition to recruiting, leaders are thinking more meaningfully about ways to increase retention. They note that, given the recent reliance on remote work, culture-building efforts should be a priority within firms. This means addressing burnout and wellbeing concerns among employees, as well as finding ways to increase “cohesion and camaraderie” among teams that no longer work together physically on a daily basis. Leaders shared that many associates continue to request flexibility.

Leaders also noted an increasing emphasis on creating ESG (environmental, social, and governance) policies and initiatives, which they see as a part of defining firm culture. ESG, they report, impacts both talent recruitment and retention and client relations. With employees working remotely, it becomes more important to ensure that the firms’ values and priorities, and related ESG initiatives are in alignment, and are coming across consistently in both written and spoken communications. 

Finally, leaders said that they are worried about client management. With their many internal firm concerns related to talent, culture, and the changing ways of working—including technology—they fear that client relationships will not receive the time and attention they need.  

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