Leading a Law Firm Means Thinking Like a CEO — Not Just a Lawyer
Effectively managing a law firm takes more than just strong legal skills — it requires a shift in mindset. A successful managing partner must adopt the strategic thinking and leadership style of a CEO, even when that conflicts with their instincts as a lawyer. And sometimes, it means setting aside personal legal work for the good of the entire firm. This tough balancing act is what many call the managing partner’s dilemma.
Understanding the Managing Partner’s Challenge
Great attorneys don’t always make great firm leaders. The qualities that make someone a top-notch lawyer — such as risk aversion, deep focus, and relentless client advocacy — can actually hinder effective leadership. These same lawyers are often overwhelmed by deadlines and demands, leaving little energy to manage a team, guide firm strategy, or focus on long-term vision.
Leadership in a law firm demands different skills: clear communication, strategic planning, conflict resolution, and the ability to build consensus — all while managing your own caseload. This is why many lawyers avoid leadership roles and why those who accept them often feel isolated or overwhelmed.
Eight Practical Strategies for Managing Partners
If you’re navigating this challenging role, these eight strategies can help:
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Pursue Leadership Development
Most lawyers haven’t been trained in leadership. Seek out formal training to build the skills you need to lead confidently and competently. -
Shift Into a CEO Mindset
Running a firm is a business endeavor. Invest in coaching or mentorship to help make the mental transition from legal technician to strategic leader. -
Guard Your Time
Be intentional about how you spend your day. Without clear boundaries, the push and pull of leadership and legal work can leave you burned out. -
Master the Art of Delegation
You can’t do it all. Learning to delegate — and trust others with key tasks — is essential for managing effectively. -
Unify and Lead Your Partners
Rather than “herding cats,” focus on building trust, improving internal communication, and fostering a culture of accountability. -
Reduce Your Rainmaking Responsibilities
If you’re also the firm’s top business generator, it can be difficult to lead well. Consider gradually offloading some of your business development duties. -
Connect With Fellow Leaders
Don’t go it alone. Talk to other managing partners or business leaders who understand your pressures. Peer support can offer insight and relief. -
Embrace Continuous Learning
Great leaders stay curious. Even though lawyers are trained to “know,” leadership requires the humility to keep growing and evolving.
Final Thoughts: Running a Firm Is Running a Business
At the end of the day, a law firm is a business — and needs to be run like one. Managing partners owe it to their teams to step into that executive role with clarity and intention. Leadership isn’t automatic; it’s a skill that must be nurtured and practiced over time.
