with others also helps clear the mind and put things into perspective. There is much evidence on how rest, taking time away, or having fun doing something enjoyable makes us more productive when we return to work. Ariel Group emphasizes leadership presence and authentic communication — how do those skills show up in the legal profession? Attorneys are well-spoken and clear writers. Word choice is very intentional, and they excel here. My experience has been that leadership presence shows up their communication through nuancing it to better understand, build rapport and contribute as a thought leader. At times, they learn to adopt a more informal tone when the situation calls for it. You coach everyone from new managers to the C-suite. How does your approach shift depending on where someone is in their legal career? Newer managers tend to focus on building their teams, developing peer relationships for leadership crossfunctionally, delegating, and working through their teams. They are learning to put more emphasis on strategic thinking and influencing through others. More senior level partners/General Counsel positions are more focused on the business’s overall success and leveraging an enterprise mindset. They have developed relationships with peers, understanding the ways in which the business works together and where legal fits into a successful pathway forward. They also have a clear vision for their department, ensuring their team is working as a high-performing team. They attend to their direct reports’ development, and succession planning. They are constantly thinking strategically and using their connections to get things done. Do you find certain leadership skills are more critical at the partner level? My experience has been relationship building is key at the partnership or C-Suite level, as is the ability to think strategically and knowing how to lead through others. There can also be an emphasis on leadership in their community to build business relationships with those stakeholders and other sectors. best when they are aware of the whole enterprise. This means acknowledging other perspectives and building those relationships to do good work together. Where do lawyers and firm leaders often struggle or thrive in this area? My experience has seen lawyers struggle when other perspectives cannot be acknowledged and they seem stuck in a position, unwilling to budge. Or when genuine relationships are not built crossfunctionally. Attorneys tend to thrive using their good communication skills. Very skilled attorney leaders leverage Coaching attorneys means understanding how they think, communicate, and lead. 20 LAWYER MONTHLY JUNE 2025
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