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What lawyers get wrong about leadership
Historically, Simon Tupman muses, the legal profession has associated strong performance as a practitioner with leadership capabilities. In an ever-changing professional services marketplace, he says, leadership in law must have a more all-encompassing approach — because good lawyers don’t necessarily make good leaders.
Robyn Tongol
On this episode of The Lawyers Weekly Show, host Jerome Doraisamy speaks with Simon Tupman — a consultant, speaker and mentor to law firms — about what he believes law firms and legal teams are getting wrong when it comes to identifying leaders and why, whether poor leadership can cancel out any financial benefits that arise from promoting successful practitioners, and whether a revamp of business models in law will be required to better elevate certain leaders.
Mr Tupman also reflects on how flexible and adaptable leaders in law have been since the onset of the global pandemic and what they are getting right in the new normal, the need for leaders in law to be more holistic in their approaches, and the key principles he has identified that will constitute effective leadership in the legal profession moving forward.
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