When I accepted the honor of serving as president of the American Inns of Court, I did so with deep gratitude for what this organization has accomplished—and an equally strong conviction about the work ahead. Even as we prepare to celebrate the nation’s 250th, we stand at an inflection point for the legal profession—one in which our core values of professionalism, civility, and devotion to the rule of law must guide us through accelerating change and unprecedented challenges. Those challenges include the proliferation of remote work in the wake of COVID, the profound impact of AI on how we practice law, and rising threats to the independence of judges and lawyers. The American Inns of Court is uniquely poised to meet them.
From its founding, the American Inns of Court has stood for something simple and profound: that excellence in the legal profession is not merely a matter of technical skill, but of character, mentorship, and shared tradition. At a time when the practice of law can feel increasingly transactional, the Inns have remained a place where lawyers, judges, academics, and law students gather not just to improve their craft, but to reflect on what it means to belong to a profession grounded in service and dedicated to the rule of law. Our nearly 360 Inns have created vibrant communities that bridge generations and practice areas, preserving a culture of collegiality and civility that elevates the profession as a whole.
Looking forward, our challenge is not only to preserve what is best in our tradition, but to lead in shaping the future of the profession. I aspire for us to take a leadership role on four fronts.
First, as we grapple with the new norm of remote and hybrid workplaces, the Inns are a place where the apprenticeship model continues to thrive. There, in-person engagement is the norm, and it is in that space that mentoring relationships take root and friendships flourish. We owe it to our next generation to extend that ethic into the broader legal community-using our voices, nationally and locally, to advocate for “IRL” interaction between judges and lawyers, partners and associates, and professors and their students. The tools of our work may change, but the mentorship required to do it well does not.
Second, we can take a lead in reimagining what it means to be a lawyer in the age of artificial intelligence. The question before us is not simply how to use these new tools, but how they reshape legal education and training—and how we ensure that young lawyers develop the advocacy skills and judgment to harness AI rather than be shackled by it. The Inns can help answer those questions by convening regional and national forums and ensuring that technology supports, but never supplants, the distinctly human qualities of wisdom, judgment, and ethical discernment that define our calling.
Third, we can instill in the next generation a strong sense of principle and professional identity by teaching the history and traditions of service in the law. Ours is among the oldest and most consequential callings in our society—the British Inns of Court date to the mid-1300s, and our American rendition was founded by Chief Justice Warren E. Burger in 1980. The profession carries a rich heritage of advocacy, courage, and service. That story should not be a passing elective; it should be a core part of law school curricula and a throughline in the American Inns of Court’s messaging, helping lawyers at every stage see themselves as part of a long, honorable continuum.
Finally, we can educate the public about the essential role of the legal profession in sustaining the rule of law. A functioning democracy depends on public trust in our Constitution and the people who guard it. Despite the common trope, those guardians are not just, or even predominantly, judges; they are also the lawyers who champion civil rights, defend academic freedom, ensure corporate compliance, protect capital markets, and provide essential—but too often unrecognized—government services. As critical as judicial independence is, so too is the independence of legal professionals who must be free to speak, challenge the government, and take on unpopular clients without fear of retribution. That principle is also engrained in our history—from Alexander Hamilton’s defense of Loyalists’ property rights in Rutgers v. Waddington to John Adams’s representation of British soldiers tried for the Boston Massacre. The Founders understood, as Hamilton put it, that if one man can be disenfranchised, then “no man can be safe, nor know when he may be the innocent victim of a prevailing faction.” That truth must be understood by the public today, and the Inns can use social media and other outreach to promote that understanding.
The American Inns of Court has always been more than an organization. It is a movement—one rooted in the belief that the strength of our legal system depends on the character, wisdom, and judgment of those who serve it. Let us build on the remarkable foundation laid before us while taking responsibility to lead our profession through this period of transformation. If we succeed, we will help ensure that, in a changing world, the rule of law remains a defining and enduring feature of our nation. I am honored to undertake this work with all of you.