How to Identify Leadership Talent in Law Firms

Is leadership in law firms still driven by the top biller or the loudest voice in the room?

In a recent #Platforum9 Session moderated by Patricia Gannon , I shared my insights on identifying and nurturing leadership talent in law firms. The discussion, which included contributions from other legal professionals attending, looked at the challenges and opportunities in developing the next generation of law firm leaders.

I am sharing a summary of the conversation, and more importantly, I encourage you to join and participate in Platforum9, building together the future generation of legal professionals.

October, 9th 2024

The Nature of Leadership in Law Firms

Mari Cruz Taboada addressed the age-old question of whether leaders are born or made, stating, “I think that they can be made and I definitely think that when there are processes in place, they open doors to people to be able to develop their skills.” She emphasised that there isn’t just one type of leader, and law firms should allow for authenticity and diverse leadership styles.

A key point Taboada made was that “leadership is not a word. It is actually the capacity to influence.” This insight underscores the importance of developing soft skills alongside technical legal expertise.

Evolving Leadership Styles

While acknowledging that the legal profession has traditionally been dominated by an “alpha male” management style, Taboada noted that this is changing. She observed, “I do see this is changing for sure. And I think that is so closely linked to the culture of the firm.” The discussion highlighted that different stages of a law firm’s development may require different leadership styles.

Identifying Leadership Potential Early

For young lawyers looking to develop leadership skills, Taboada advised, “You don’t have to start leading when you are at the top, you have to be leading all the time from the very beginning.” She emphasised the importance of developing team management skills and the ability to mentor juniors as crucial steps in demonstrating leadership potential.

Building Trust and Influence

One of the most striking insights from Taboada was the importance of building trust within the firm. She stated, “I think there is something about trust that in law firms and in partnerships, it’s so lost. I think that anyone with the capacity to build that trust among teams can grow to be a partner and enter the leadership group.”

Cultural Considerations

Taboada noted that while there are cultural differences in leadership styles across jurisdictions, the firm’s culture often has a more significant impact on defining which style works best for them. She observed, “The founding partners established the culture very strongly. If they’re still there in the law firms, then that goes down quite heavily.”

Women in Leadership

The discussion touched on the challenges and opportunities for women in law firm leadership. Taboada noted that while there’s been progress in increasing the number of female partners, there’s still work to be done in getting women into top decision-making roles. Interestingly, she mentioned that still a high number of female partners don’t actively seek out these roles, stating, “Many of them have not presented themselves as candidates to be Managing Partners, but they’ve (the partners) actually invited them in.”

Advice for Aspiring Leaders

Several key pieces of advice emerged for lawyers aspiring to leadership roles:

1. Develop a range of soft skills, including communication and emotional intelligence.
2. Start leading early in your career, even with small teams or projects.
3. Build trust among colleagues and demonstrate reliability.
4. Be open to different leadership styles and find one that’s authentic to you.
5. Consider the firm’s culture and how you can contribute to it.
6. Be prepared to make some personal sacrifices for leadership roles.

A participant in the discussion added an important point about being a “connector” within the firm. He noted that successful Managing Partners often act as “connective tissue” throughout the organisation, highlighting the importance of being social and well-connected within the firm.

Leadership Training

Taboada emphasised the importance of inclusive training that involves current senior associates, junior and senior partners. She stated, “At Lexington Consultants we provide leadership training for law firms, and we always encourage partners to participate. It’s not just about telling associates what it means to be a leader, but about 'walking the talk'—building the firm together.'"

Conclusion

The session provided a wealth of insights into identifying and nurturing leadership talent in law firms. The key takeaway is that leadership in law firms is not just about technical legal skills or being the loudest voice in the room. Instead, it’s about developing a range of soft skills, building trust, understanding the firm’s culture, and being willing to take on responsibilities at all levels of one’s career.

As the legal industry continues to change, firms that can effectively identify and develop diverse leadership talent will be better positioned to navigate the challenges of the future. The emphasis on building leadership skills early, fostering trust, and creating inclusive leadership development programs offers a roadmap for law firms looking to strengthen their leadership pipeline.