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How I Made Partner: 'You Can't Become an Effective Partner If You Haven't Spent Time in the Trenches,' Says Daniel S. Jo of Silver Golub & Teitell

"[A] common mistake is when attorneys prioritize their career advancement over hard work. This leads to seeking out only plum assignments and tasks while avoiding more tedious (yet critically important) work, such as many aspects of discovery in litigation."
8 minute read

Law.com

How I Made Practice Group Chair: 'Having Emotional Intelligence Is Critical' Says Carl Kennedy of Katten

Carl Kennedy, Partner and Co-Chair of the Financial Markets and Regulation practice at Katten Muchin Rosenman Year Graduated From Law School: 2000,…
8 minute read

Law.com

How I Made It To Law Firm Leadership: 'Establish Connections With Mentors Who Care About You,' Says Sonya Rosenberg of Neal Gerber Eisenberg

"If your goal is to become a firm leader, be smart and strategic in your work certainly, but don't take yourself too seriously and forget what makes you who you are and what's important to you, as a human being."
7 minute read

Law.com

How I Made Office Managing Partner: Don't Sacrifice Professional Growth Opportunities for Billable Hours, Says Jeremy Glenn of Cozen O'Connor

"The work is very important, of course, but so is meaningful participation in networking and social events, working on firm or bar association committees, and participating in pro bono workshops and opportunities. All these things have added joy to my career and, in my view, are valuable tools for career planning and navigating inside a law firm."
8 minute read

Law.com

How I Made Office Managing Partner: 'Great Leaders Focus On the Success of Their Teams,' Says Ryan Davis of Bryan Cave Leighton Paisner

"In the context of a law firm, success, in my view, is dependent on consistently excellent service to clients and maintaining a culture of collegiality in which the entire team is committed to the success of their clients and one another."
7 minute read

Law.com

How I Made It To Law Firm Leadership: Learn Your People and Delegate, Says David Bulitt of Joseph, Greenwald & Laake

"[Earlier in my leadership tenure,] I took on many responsibilities, some of which I could have delegated had I spent the time to work with others in the firm whom I may have been able to 'deputize,' so to speak, to handle certain tasks."
5 minute read

Law.com

How I Made Partner: 'Invest Time and Energy Connecting With People,' Says Demetrius A. Warrick of Skadden, Arps, Slate, Meagher & Flom

"When your time comes, you will need people to advocate for you and act on your behalf."
12 minute read

Law.com

How I Made It to Law Firm Leadership: 'Act as an Entrepreneur,' Says Cynthia Krus of Eversheds Sutherland

"Even though you may be part of a partnership, you're similar to an independent contractor. You've got to build your own book of business in an environment that will support you."
11 minute read

Law.com

How I Made Office Managing Partner: 'A True Leader Wants to Empower Others,' Says Wendy E. Cohen of Katten

"If you are fortunate enough to be entrusted with a position of leadership, be kind, build on the personal connections you have made, and make people—from facilities to assistants to associates to partners—feel heard, respected and valued."
9 minute read

Law.com

How We Made Practice Group Chairs: Succession Planning Is Crucial, Say Michael Glaser and Murray Indick of Morrison Foerster

"When you spot leadership potential in a member of your team, you should begin nurturing it as early as possible," says Michael Glaser.
9 minute read

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