In my last two articles, I introduced the RECLAIM model as a cultural operating system for law firms, and then explored the first element of the model: Respect.

This month, I turn to the next two elements: Equity and Clarity.

To begin, let me introduce you to Sam.

Sam runs a busy practice. She has a legal assistant whose performance has been inconsistent for years. There are regular typos, misspelled client names, and a lack of attention to detail that means Sam must review everything herself. The opportunities for Sam to delegate are limited, even for simple tasks.

The . . . [more]

For years I’ve been buying the same turkey bites from the grocery store (Canadian made, of course). They’re a high protein, grab-and-go snack. And, for years, I’ve paid about $7.00 for them. During my last visit to the grocery store, those same turkey bites were a whopping $12.99. Reading the sticker price led to an audible gasp while strangers around me nodded in agreement, because without having to say anything, we were all thinking the exact same thing – yes, an 85% price increase is astronomical, but this is our new reality.[1] Just after my shopping experience, I came . . . [more]

A few recent data points about AI and the law, along with one bracing conclusion.

1. At the end of February, American lawyer Zack Shapiro published an article on Linked titled “The Claude-Native Law Firm.” It described how his two-person firm is powered by customized “skills” that capture and encode his legal frameworks and judgment into Anthropic’s Claude AI, enabling Claude to deliver legal outputs rapidly and transferably across the firm. This interview with LawDroid’s Tom Martin relates what Shapiro is doing and why it’s potentially momentous: It suggests that properly and thoroughly instructed general-purpose Gen AI might prove

A few years ago, I was asked to review a law firm’s student recruitment program. The firm had a respected brand, an engaged student committee, and a long history of bringing in summer and articling students.

The assignment seemed straightforward: review the process and suggest ways to strengthen the program.

So, I began by following the time.

There were student committee meetings. Planning sessions with marketing and talent professionals. Law school outreach events and receptions. Resume reviews. Interview preparation. Full days of interviews involving partners, associates, and administrators. Post-interview debriefs. Offer discussions. Candidate follow ups.

By the time the exercise . . . [more]

Tom is the founder of a litigation law firm in Ontario who is now enjoying life beyond the start-up phase of his practice. His firm is running smoothly, powered by a collaborative team of lawyers and support staff and supported by well-integrated technology. It did not start that way. The early years required persistence and experimentation: hiring, training, and retaining the right people, and implementing technology and workflows for efficiencies. Now, he is beginning to enjoy the benefits of those investments.

What explains Tom’s success? How did he get from those early struggles to a firm that runs smoothly and . . . [more]

The coolest thing about being a lawyer is the ability to walk into privileged space. It’s why every immigrant parent wants their child to be a lawyer, why TV shows perennially propagate legal dramas, why politicians hate lawyers and are lawyers, why in the Godfather the biggest flex is having a lawyer-consigliere, and why there are, for lawyers, only two kinds of people: lawyers and non-lawyers.

Most tangibly, a lawyer enters a courthouse by skipping security, a place guarded by metal detectors, police, jails, and judges. Then, upon entering a courtroom, only the lawyer has the presumptive right to pass . . . [more]

Disappearing acts pertaining to people, skills and talents have always happened every few years in the global legal services market as the sector continually refreshes itself. But disappearing has never been more prevalent than it has been of late and will become even more common in months and years to come. Act now.

As mentioned in my previous column, I am well aware that my opinions and perspectives especially over the last few years and more so lately are becoming more fearless and urgent as factors impacting the global legal services market surge with a magnitude of force that demands . . . [more]

What many of us in law, legal education, and other fields still want to know at this point is: what is AI really good for? What does it do reliably well and better than we could do on our own? And when we use it for those purposes, what risks do we take on?

In the early days of ChatGPT, those risks were clear. AI hallucinated authorities and generated biased output grounded in its training data. But as models have improved and we’ve learned to guard against these problems, those concerns have become more manageable.

A different and more subtle . . . [more]

Have you ever felt so done with everything that if there was one more thing on your plate you could just explode?

I remember watching cartoons as a kid where the characters would get red in the face, the head would get bigger and bigger and then “boom” they would explode in a cloud of smoke. This is the best way to depict how many of us feel when we are at the end of our ropes. That strange sensation in the body that is telling you to walk away from your desk, go out in nature, calm down… do . . . [more]

For most of my career, I have worked on the inside of law firms — advising partners, managing change, fixing things that quietly but persistently get in the way of good work. Strategy. Marketing. Associate retention. Recruitment. Training. Culture. All the unglamorous but consequential pieces that impacts whether a firm thrives or stalls.

Along the way, I noticed something that never really changed.

Every year, bright, capable law students arrive at firms deeply motivated to do well — and surprisingly underprepared for what the job actually requires. Not because they lack intelligence or work ethic, but because no one ever . . . [more]

“[Productivity] gains only come when companies use AI to redesign processes and ultimately rethink whole business domains. That’s where the step-change in efficiency and growth will come from. To get there, the foundations must be right — clean, well-governed data; secure and interoperable systems; and people who understand how to work alongside AI.”

This observation from Jonathan Keane, Strategy and Consulting Lead at Accenture for UK, Ireland and Africa, was a highlight of the recent Financial Times Special Report on AI. It was meant to apply to a range of businesses, but I think it lands most . . . [more]

AI came up with this blog title – pretty great, right? It’s descriptive with just a hint of my cheeky writing-style. I tweaked it so it sounded more like my ‘voice’, but I like the blog title. I used a SMART prompt to come up with it – while it is highly probable that my AI prompt took longer to draft than simply coming up with my own title, we’ll just ignore that possibility for now. I use AI in my practice, and it is likely that most of you do as well.

I use AI to assist with social . . . [more]