As a coach, I am intensely interested in how we – professionals in the legal sector – can help retain young lawyers in the profession.

The young lawyers I speak with have a healthy perspective. They have the types of strengths and interests that align well with a career in law. They are interested in building meaningful and rewarding careers that also leave room for a life outside of law. I believe they are vital to helping transform the practice of law for the better.

And we need to retain them in the profession.

Too many young lawyers are leaving . . . [more]

Jane wants to ask the partner she works with about raising her salary, but she is afraid to initiate the conversation.

John works with a disorganized partner who is a last-minute delegator. John has ideas about how he can better support the partner but doesn’t know how to raise the subject.

Why is it that speaking up and making requests can be so hard to do? Why does self-advocacy raise so many fears?

The difficulty in speaking up is often about the tension between exercising personal power and tending to our relationships.

It can seem like communicating about what’s important . . . [more]

Spring is here, so allow me to introduce you to Joshua Palacios, a young outfielder for the Toronto Blue Jays who has something to teach us about the development of new lawyers.

Josh, who is 25, made great strides last summer at an “alternate training site” that the Blue Jays created for their young players when the pandemic forced the cancellation of the minor-league season. And during spring training in March, he tore the cover off the ball and made spectacular defensive plays in the outfield. Combined with strong character and leadership skills, his new productivity made him a . . . [more]

One way to look at whether your salary is fair is to understand how a law firm calculates your value. We’re going to look at the numbers behind such a calculation with a concrete example and assume you’re a lawyer making $100,000 a year. This is intended only as a primer – adjust the numbers and add/subtract factors according to your own facts.

What is your value to a firm? Profit, of course

There are two bottom-line numbers to calculate your value to a firm in terms of profit: how much money you make for the firm, and how much . . . [more]

Cognitive bias is:

1. Making decisions or judgments not supported by objective reality;
2. The subject of Nobel Prize winner Daniel Kahneman’s book Thinking, Fast and Slow;
3. A barrier to effective Legal Project Management;
4. All of the above.

As a lawyer, you probably have some familiarity with cognitive biases. (If you do defense work, your clients are likely very familiar… from experience.) However, I want to focus on some ways cognitive biases can screw up projects.

(I’m deferring my promised column on project charter disasters to next time.)

Anchoring, or “First Liar”

We can’t help it. Someone tells us about a . . . [more]

I wish I had more confidence.
How can I become more confident?

In coaching conversations with junior lawyers, concerns about lack of confidence and questions about how to build it up come up a lot. This is such a common challenge it is addressed directly in the opening session of AMP (Associate Mentorship Plus) Club in the context of career navigation and what to expect in the early years of practice.

Wouldn’t it be easier if I was confident?

Yes, probably.

Lack of confidence can feel like a unique challenge. Looking around is can seem like other lawyers appear confident. . . . [more]

Have you got one of these at your firm?

• A lawyer who likes to work out his stress by getting angry and yelling verbal abuse at junior lawyers and staff members.
• A lawyer who yells vulgarities at opposing counsel at high volume so that everyone on the floor can hear.
• A lawyer who takes credit for other people’s ideas or work product.
• A lawyer who expects everyone else to follow the rules but takes pleasure in breaking them because he’s got seniority.
• A lawyer who regularly has the legal team working nights and weekends because they are disorganized and only

Over the years, I’ve had the honour of being invited into many law firms to examine and make recommendations on their strategy, structure, practice areas, compensation, management, leadership, and marketing.

My initial advice is always the same: start with a strategic plan so you understand your long-term goals before you attempt any short-term implementation. But aside from this, my advice tends to move quickly to ensuring the right people are doing the right things. This might require some process or structural re-organization within the firm but the end of the day it all boils down to one thing: establish and . . . [more]

It’s been a year of discovery for many of us. Some introspection is called for, so here goes.

1. Silence is best enjoyed in the midst of noise

For years, I have identified myself as an introvert, insofar as personalities can be classified, anyway. I dreamed of owning a cabin in the country, sitting quietly in front of a fireplace, reading a book or surfing the interwebs, looking out into a pristine lake, nothing but nature and me. I gave hundreds of talks to crowds, sure, but returned home exhausted. I hobnobbed, sure, but enjoyed more the company of one . . . [more]

The New Year is here, and with it comes the promise of new beginnings and possibilities. It is a time for setting resolutions and crafting ambitious plans for the year ahead.

And what do we all know? Making plans and setting resolutions is swiftly followed by the challenge of implementation when the deluge of day-to-day work resurges.

As one lawyer asked me recently: “How do I find the time?

An excellent question. How do we find the time when we are in a scramble of managing a myriad of emails, client needs, and administrative tasks piling up around us?

The . . . [more]

Continuing with our theme of learning from failures – ours or others’ – let’s look at how you can make your project fail in ways related to client (mis)-management.

This column is #2 in a series, following up on October’s failures of project leadership. Again, these points of failure are based on excerpts of a book I’m working on, Pass the Blame! And 99 Other Ways to Screw Up Your Projects.

4. Misunderstand the Business Problem

Unless your specialty is criminal law, your clients come to you because they have business problems.

Sure, those problems (usually) have a . . . [more]

On December 3, my new report titled Whistleblowers Not Protected: How the Law Abandons Those Who Speak Up in the Public Interest in Alberta was published by the Parkland Institute. The report looks at whistleblowing in a broad sense, meaning anyone who either publicly or anonymously discloses information that is in the public interest.

The report considers not only the gross deficiencies of Alberta’s whistleblower protection legislation but also looks at the need for both anti-SLAPP legislation, and a journalist shield law to protect confidential news sources.

The week before the report, a major controversy erupted in Alberta politics over . . . [more]