Law firm leaders are asked to shape strategy, retain talent, drive growth, build collaboration and deliver financial performance. Yet many arrive in those roles the same way leaders have for generations: someone influential taps them on the shoulder and assumes they will figure it out.
What Do Law Firms Get Wrong About Leadership Development?
Law firms do not have a training-hours problem. They have an operating-model problem. They select leaders without defining the job, ask them to own outcomes without giving them authority or time, and measure the financial result without tracking the behaviors that produced it. Training can strengthen a leader, but it cannot repair those contradictions.
By
Phil Flora and Marcie Borgal Shunk
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