Leadership for All

It’s hard to believe, but this issue marks the end of my two-year run as editor of Law Practice––in some ways, it feels like my term just started. It has been a tremendous honor to serve in this role, and I am grateful to our entire Law Practice board, the wonderful ABA staff and the leadership of the Law Practice Division for entrusting me with this publication.

Speaking of leadership, this is our annual leadership issue, which is always one of my favorites. Everyone in a law firm can play a leadership role and needs leadership skills––whether on a case or project team, within a committee, as the managing partner or simply directing someone else in the firm to perform a task. Learning more about leadership can benefit lawyers at every stage of their career.

We begin with a roundtable moderated by John Mitchell: “Process and Paper Are the Secret to Law Firm Stability and Sustainability.” Mitchell assembled a diverse and knowledgeable group of lawyers who advise law firms on culture, ethics, succession and risk management. These experts emphasize the importance of law firm governance documents: not just formalities but crucial tools for forming a stable and sustainable law firm. The creation process requires critical conversations among partners. This article is a must for anyone managing a law firm, no matter the size.

Next, Susan Hackett takes on the leadership capacity of newer lawyers, in “Next-Gen Lawyers Leading Change.” Some seasoned lawyers have assumed the future will be a continuation of the past; but newer (and more savvy) lawyers understand the need for constant change and innovation. Lawyers of the future must develop leadership skills that go beyond traditional management roles, focusing on strategic change and client-centric service delivery. Building new skills, embracing technology and designing business models to align with client needs are crucial tasks.

Leadership opportunities abound for lawyers, but leadership skills are not always taught in law school. Donald Polden and Barry Posner take on this conundrum in “Leadership Development: Producing Better Lawyers.” Improving leadership skills of all attorneys in the firm benefits both firm employees and clients––especially during times of uncertainty and stress. The legal profession faces many challenges, and firms with solid leadership development programs perform better in navigating these issues, retaining young lawyers and building competencies of attorneys. 

The leadership of a law firm has many constituencies and goals. Deborah Farone addresses two important aspects of law firm leadership in “Fostering Innovation and Collegiality: A Shared Responsibility for Both Lawyers and the C-Suite.” As she explains, a culture of innovation and collegiality is crucial within a law firm, and creating such a culture is a shared responsibility of everyone in the firm, from senior and middle managers to individual team members.

In a similar vein, Andrew Elowitt takes on another important goal of good leadership in “Leadership: The Glue That Holds Firms Together.” Law firm leaders play many important roles, but one crucial responsibility is mediating internal disputes and maintaining firm cohesion. Let’s face it––the argumentative skills and independent nature of lawyers can make ordinary office disputes more challenging for a firm leader to resolve. A relationship-based approach can be a game changer––including understanding the emotional context of conflicts and facilitating conversations to align individual priorities with firm goals. Ultimately, the most effective firm leaders are the "glue" that holds the firm together, fostering trust, morale and resilience.

Finally, Amy Yeung addresses the role of leadership in adapting to change. In “Adapting Legal Services: Strategies for Sustainable Growth,” she discusses strategies for sustainable growth in legal services, emphasizing the importance of establishing and aligning everyone in the firm around core principles to guide innovation. Smaller initial changes can build momentum and provide feedback for further improvements. Understanding client relationships and pain points can be the impetus for firm expansion.

This is a great collection of articles, and I am grateful to our issue team of Marcia Wasserman, Carol Schiro Greenwald, and Shelly Solomon for putting together a terrific issue.

While this is my last issue as editor, I am thrilled to be taking on a new role in the coming year. I will serve as the inaugural content officer of the Law Practice Division, helping to coordinate between all of the entities that generate content to help you stay on the leading edge of issues in the world of law practice. I welcome your input and ideas!

Enjoy!