Michael K. Hurst, partner, Lynn Pinker Cox & Hurst

Michael K. Hurst is an experienced trial lawyer with a focus on complex commercial, intellectual property, and employment litigation. Hurst is also the current President of the Dallas Bar Association. Hurst is Board Certified in Civil Trial Law by the Texas Board of Legal Specialization.

Who was one of your most important mentors, and what the relationship like?

I was proactive in being mentored—not so much by someone sitting down and talking to me—but more by tagging along and watching. I was mentored in trying lawsuits and business development by Don Godwin. He was tough on me, but he made sure I was quick on my feet and did not panic under pressure. He constantly reinforced work ethic and the importance of being visible, being punctual and always dressing like a professional. I picked up his mentoring by watching him in court, on business trips, at client and business development meals, and in partner meetings. His way of teaching was not to coddle, but to watch, learn, and hang on to the saddle.

But my broader mentoring, including leadership in the bar and community, came from having lunch or drinks with, presenting and listening to Jim Coleman and others, including Harriet Miers, Barry Sorrels, Mark Sales, Lisa Blue, Doug Lang, Kim Askew and many more. Jim and I would present CLE panels on mentoring, professionalism and even trial skills. One of my most memorable times was when we flew to Austin with Blackie Holmes and recorded the an line CLE on Civility for the State Bar around 10 years ago. The CLE is still available through the State Bar. Jim and I would go to lunch a couple of times a year, and I would always prepare a list of questions ranging from the history of Dallas lawyers, how cases were tried, the history of Carrington Coleman, his military service to why he never ran for Dallas Bar president.

My business mentoring has come from advice and stories from my father-in-law, Irwin R. Rose, and Ray Hunt. They have shown me over and over that you treat people fairly and with respect, especially your employees who are part of your “extended family,” and the importance of building a culture where people have pride and sense of ownership.

What is the biggest challenge to maintaining a mentor-mentee relationship?

Time. Coordinating calendars between busy young and more seasoned lawyers can be challenging. Then, follow through. More often than not, both the young and seasoned lawyers do not follow up after developing a relationship and having a couple of productive meetings. Lawyers move on or forget the foundation they created through the mentoring relationship. The longer the relationship lasts, the more impact it is likely to have. Sadly, depression and anxiety can play a role in isolating from one's mentors. The best practice of a true mentor is to notice warning signs of depression and anxiety through isolation.