Janet is preparing for the review she’s having in the afternoon. She knows she’s going to get some positive feedback, but she’s also going to hear about some things that did not go so well, and some of it may surprise her.

To get ready for this meeting, she says to herself, “I’m going to use this as an opportunity to learn about where I can focus on getting better in my legal practice.”

Maryann is stuck on a tough assignment. The partner she reports to is busy and trusts Maryann to take a run at drafting something quite complex . . . [more]

Why We Wrote This Article

The President of Sensei Enterprises, co-author Sharon Nelson, is a woman. She is involved with multiple groups and associations of women lawyers. For two years, she has been hearing that women suffered more than men during the pandemic and that they have “lost ground” professionally. So . . . along with her co-authors, who are accustomed to a woman leader, we set out together to learn and report on what has happened to women lawyers in the last couple of years and what they now want for their professional lives.

Life Pre-Pandemic was No Bed

These days, I’m being asked to do a lot of presentations and training on law firm leadership. People with a marketing background tend to gravitate toward this area because so much of what we do focusses on helping to improve the leadership skills of the lawyers we work with – be if for practice groups, client teams, or simply to improve management of their own practice.

I’ve been focussed on this for years, but it’s taken a while for law firms to get here…to understand how critical strong leadership is. Back in my days in a national firm, I created . . . [more]

How to Be a Good Litigation Junior is the title of a CLEBC full-day conference every two years.

This year as I prepared for my presentation, I couldn’t help but think about what I might say if I was invited to a similar conference aimed at senior lawyers: “How to be a Good Litigation Partner.”

Many well-meaning, kind and ethical litigation partners have some blind spots when it comes to their leadership.

Leadership is a learned skill that develops with attention and effort. There are so many books and courses on leadership because it isn’t easy. It is all about . . . [more]

Jane is sitting with her partner at the dinner table, but her thoughts are miles away. She is thinking about an offhand comment she made to a client and worrying about how this could become a significant problem. Maybe he will complain and ask the partner to take her off the file. Perhaps the partner will complain to others and drop her from other files. Could she get fired?

Jane is so anxious she can’t get to sleep. She returns to work the next day expecting the worst, but nothing happens. There are no complaints. Later in the week, the . . . [more]

Very few lawyers in modern law firms devote much attention to whether their firm will still be around a generation from now. They’re far more focused on the next hour to be billed, the next call from the client, and the next round of draws and bonuses. They’re immersed in today, and as far as they’re concerned, tomorrow — and the law firm — can take care of itself.

But if you’re taking the time to read this column, then you’re different. You’re one of the few people giving serious thought to whether the firm will still be around in . . . [more]

Law firms are in the midst of one of the most difficult “talent” markets they’ve ever faced. Every law firm I’ve worked with over the past two years has been desperately seeking qualified (or, you know, breathing) Associates and staff members to deal with business expansion, partner retirements or in particular, gaps left by those who left one firm for another.

Those Associates are being lured away by sometimes weekly calls from recruiters in search of a new commission. They’ve somehow convinced law firms to pay salaries well over industry standard, and to create signing bonuses more in line with . . . [more]

Happy New Year! Welcome, 2022. Whether you are starting the New Year in a positive situation or find yourself facing many challenges, it can be helpful to remember there is always much within your ability to control and influence.

To help kickstart some reflection and to not overburden and overwhelm, what 2 questions would you ask yourself about what you want to give focus and attention to this year? To help you along, I have enlisted the help of my colleagues and fellow coaches at AMP (Associate Mentoring Plus).

Kathryn McNaughton, AMP Director of Education and Coach

1. How

Fear of not having enough files, status, or money underpins many recurring woes that arise in legal practice.

Is either of these scarcity mindset challenges showing up for you or a partner at your law firm?

You are constantly buried in too much work. Clients are clamoring for attention. You feel like you are on a hamster wheel of deadlines and stress.

You cycle through associates who burn out dealing with your last-minute emergencies and leave your firm.

Still, you worry: “I can’t turn away work; what if I don’t get another file?”

Having too many clients and work and . . . [more]

As part of a holiday party gift-exchange mixup, you have been accidentally given a time machine. Since the Rules of Professional Conduct don’t specifically say you can’t tamper with history, you may now use it to travel throughout all of the past and future. You decide to visit great legal moments along the timeline, because you’re weird.

Respond to the following scenarios with the choice that seems the most appropriate.

1. You are present as the Code of Hammurabi is finalized in 1750 BC. Impressed by your Fitbit, Hammurabi invites you to add a line to the Code. What do . . . [more]

Based on a SLAW post I wrote in 2017, I was recently asked to speak at a conference for women lawyers on leadership. The article focussed on how to effectively lead practice groups and client teams. The date of the original article serves as evidence that I’ve been encouraging leadership skills development in lawyers for a long time, but it really began in the early 2000’s when I developed my initial processes for practice group management. Back then, I quickly realized that most of my training and support would need to be with the practice group leaders. They set the . . . [more]

Samantha has a presentation coming up and wishes she felt more confident. She worries about getting asked questions and not knowing the answers. She is all too aware of how little she knows about the topic.

Tom is heading into a meeting with senior counsel, who has asked him to report on his progress and feels nervous and self-doubting.

In law, it can seem as though confidence is a professional requirement. There is an expectation that you will have the answers. It can also seem like everyone around you feels confident, and you are the odd one out.

Here’s what . . . [more]