Law Firm Leadership

Brooke Lively | If you scale one part of your growth system (like marketing) without scaling the rest (like hiring), you’re going to break something. Usually, it’s the client experience. Here's how to avoid that.

Who wants to lead? Untested assumptions and polite, well-meaning lies can lead to succession planning mistakes. Tracy Callahan identifies four partner patterns that corrode even the strongest partnerships. Can you spot them in your firm?

Wendy Merrill | It’s lonely at the top — an inconvenient reality most managing partners feel but don’t want to admit.

David and Karen Skinner | When you get your to-do list out of your head and into a visual system where everyone can see it, your practice will flourish.

Wendy Merrill | For firms committed to securing a sustainable future, it falls to their managing partners to set a tone of transparency.

For many women managing partners, the challenge isn't the work itself; it’s the invisible weight of carrying it alone. Being good at something and being sustained by it, are different things. Tracy Callahan and Ildiko Markus on how women leaders ...

Ida Abbott | Why don't more men sponsor women? As partners and leaders, men have accepted the responsibility to develop all the best talent — but they are losing the female half of that talent pool.

Brooke Lively | You are a professional. Not a commodity. Flat-fee pricing lets you lean into that identity, but only if you price for the real risk you’re carrying.

James Barclay: Most laterals don’t fail for lack of technical skill. They fail because the firm fails to build trust or awareness around what the new partner, and colleagues won’t introduce them to clients.

Don Blackwell makes the case for moving beyond mere "civility" and committing to compassionate professionalism among colleagues, clients and opponents.