Danielle L. Rosetti chief talent officer with Buchanan Ingersoll and Rooney. Courtesy Photo

Lawyer ≠ Leader

Law school is a great experience filled with academic challenges and a maturation of judgement and perspective. It does not, however, adequately prepare its students for the realities of being a lawyer, and it definitely does not prepare its students for what it is like to be a lawyer leading other lawyers. Law students are taught how to think differently, and while critical analytical skills are certainly important to a being an effective leader, the new way of thinking is focused on identifying legal issues and solving problems. We can criticize law schools for this deficit, but law firms have not historically done much better in training its lawyers on how to lead. Those who were selected for management responsibilities in the past often viewed the role as a blessing and a curse—a possible platform for business development but an administrative burden. However, we are entering a new era and leadership training at law firms is moving from a soft skill to a necessity. Firms, like any business, government or organization, need strong leaders to navigate their people through growing challenges and the immense stress of the legal profession. And they do not have the luxury of waiting for leaders to organically develop into who they need them to be. Without intentionality, it takes years for someone to get their feet under them and become truly effective in a leadership role.