This blog post was originally published at the Legal Executive Institute website, a ThomsonReuters site, on December 19, 2016  (http://tinyurl.com/futurelawyer):

We in the legal profession — especially those of us in Big Law — have always been very clear about our criteria for what kind of lawyer we’d like to hire. Indeed, there’s nearly universal agreement that we want someone who’s smart; and then we look for the indicia of a strong analytical ability, a bristling intelligence, a powerful intellect — all demonstrated by top grades, high LSAT scores, membership in a Law Review, Order of the Coif, graduate of a top law school, etc.


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These two podcasts were originally published at the Legal Executive Institute website, a ThomsonReuters site. Podcast #1 discusses why change is hard for lawyers, and Podcast #2 discusses what you can do about it.

I was recently interviewed by Gregg Wirth, the Content Manager for the LEI blog site. On July 18th, 2016, he interviewed me about the psychological consequences of incessant change on lawyers and their performance. Here is the introductory blurb from the LEI website for this interview:

“Change is never easy, especially the type of systemic and dramatic change the legal industry is experience in the current market. And lawyers — not known for being open to change to begin with — are sometimes having a very difficult time with how their profession is evolving and how to envision what the lawyer and law firm of the future may look like.


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This blog post was originally published at the Legal Executive Institute website, a ThomsonReuters site, on September 20, 2016:

Law firms are struggling these days to do a better job of retaining their Millennial lawyers. Millennials famously have less loyalty and a shorter time frame before jumping ship than any previous generation. Is this a baked-in problem, or can something be done about it?

According to research by the Gallup Organization and others, there are definitely steps you can take to increase the commitment, engagement and tenure of your Millennials. The key is to develop what Gallup calls “great managers” to supervise the Millennial workforce.

Before we talk about “great” managers, let’s take a moment to recall that managers are not the same as leaders. Managers are focused internally, while leaders are focused externally. The role of “manager” evolved to oversee internal complexity, while the “leader” role evolved to cope with external change and uncertainty.


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