How many times have we heard managing partners attempting to explain away stagnant revenue, declines in profit, the departure of rainmaking stars or the sudden closure of an office as nothing of serious consequence?
The law firm leader must be an ardent advocate of the firm, of course. But leadership requires the integrity, skills and self-confidence to admit, correct and learn from mistakes. Paul Schoemaker, in his Harvard Business Review article “The Wisdom of Deliberate Mistakes,” even argues that if business leaders are not making a certain number of mistakes, “they’re playing it too safe.”
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