By Abigail Harris | April 22, 2020
In the video interview below Radford discusses creating a culture of inclusion and a sense of belonging, practical strategies to improve diversity and inclusion, and the importance of leading with authenticity.
By Dan Clark | April 21, 2020
"A small act of recognition for an act of integrity is how I think you encourage people to do more," Chesnut said.
By Jack Newsham | April 20, 2020
The former acting managing partner at Pierce Bainbridge has formed a new boutique with three others, as their prior firm appears on increasingly shaky ground.
Global Leaders in Law | Expert Insights
By Abigail Harris | April 20, 2020
Caroline spoke candidly with Global Leaders in Law about the impact of COVID-19 and the key lessons learned, as well as sharing the strategies that she uses to enhance resilience for herself and the in-house team.
Global Leaders in Law | Expert Insights
By Abigail Harris | April 20, 2020
Wessels spoke with Global Leaders in Law about what it means to be a resilient leader, her key strategies for building personal resilience, and the steps she has taken to ensure the legal function fosters a resilient culture and mindset, specifically in response to COVID-19.
By Abigail Harris | April 20, 2020
In the video interview below Dr Boschi considers the neuroscience of resilience, and offers practical strategies that you can implement as an in-house leader.
Global Leaders in Law | Expert Insights
By Abigail Harris | April 16, 2020
Wessels spoke with Global Leaders in Law about the impact of COVID-19, the major legal challenges facing the organisation, and the key lessons learnt so far.
By Abigail Harris | April 16, 2020
In the video interview below Hayes considers resilience in leadership, strategies to improve diversity and inclusion, and the importance of creating an inclusive culture.
By Anna Zhang | April 15, 2020
Jonathan Zhou is leaving the firm, which he helped build from scratch and put on the map, after 25 years.
By David Gialanella | April 15, 2020
"I think that there is a fear in 'saying out loud' that past D&I efforts have not worked exactly the way the firm hoped they would," Lauren Fenton-Valdivia says. "There is power in admitting shortcomings in this area. The art of doing so means that a firm can set the stage for new, innovative ideas for moving the needle on D&I."
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