When it comes to identifying and developing top leadership talent, law firms are way behind the curve. In a survey of large law firms conducted with the research arm of The American Lawyer‘s parent company, only 20 percent of respondents said they have formal leadership development programs. That’s a dismal result, given the prevalence of such programs in other professions.
Changing times create a demand for more sophisticated leadership styles and skills. Law has become a big, high-stakes business, dominated by firms that increasingly resemble large corporations. Today it is common for a firm to have as many as 20 far-flung offices, up to 40 practice groups and scores of industry teams. The leadership challenges of such an enterprise are far different from the informal, consensus-based management style of the past. Today’s top firms have complex organizational charts and operational systems, topped by C-level executives who are judged more on their ability to boost the productivity of others than on personal performance as big producers. Up-and-coming practice group leaders and business developers will have to show that they can build high-performing teams — a role for which few were trained in law school.
This content has been archived. It is available through our partners, LexisNexis® and Bloomberg Law.
To view this content, please continue to their sites.
Not a Lexis Subscriber?
Subscribe Now
Not a Bloomberg Law Subscriber?
Subscribe Now
LexisNexis® and Bloomberg Law are third party online distributors of the broad collection of current and archived versions of ALM's legal news publications. LexisNexis® and Bloomberg Law customers are able to access and use ALM's content, including content from the National Law Journal, The American Lawyer, Legaltech News, The New York Law Journal, and Corporate Counsel, as well as other sources of legal information.
For questions call 1-877-256-2472 or contact us at [email protected]
