The Lawyer's Edge

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  Elise Holtzman | How to Get the Most ROI From Your Next Conference 15.09.2026 31dk

  Many lawyers dismiss conferences as a drain on time and money. And frankly, they're right—unless you know how to make the most of them. With the right approach, conferences can transform from missed opportunities into a cornerstone of your business development strategy. In this episode of The Lawyer's Edge podcast, Elise Holtzman shares actionable insights on how to unlock the full potential of industry conferences. She provides a clear, step-by-step roadmap for maximizing every phase of the event, ensuring your efforts yield measurable results. Discover how to turn conference attendance into a powerful tool for rainmaking and client attraction. WHAT'S COVERED IN THIS EPISODE ABOUT GETTING THE MOST ROI FROM CONFERENCES 2:29 - Two primary reasons why conferences are worth attending from a business development perspective 5:46 - Some of the potential downsides to attending industry conferences and why it's worth looking at this issue 7:53 - Intentional questions to ask yourself before going to your next conference so you can wring every bit of value possible out of attending 13:32 - How to create a timeline and take action before the conference (and how most approach this incorrectly) 18:28 - The importance of setting aside time to recharge (especially if you're an introvert) 20:38 - Timeline creation and actions to consider taking during your next conference (including how to exit uncomfortable conversations gracefully) 23:03 - How to handle the aftermath of a conference and why people lose a tremendous amount of opportunity at this stage 26:14 - A consideration once you determine a conference is a good fit for you and a brief word about raising your profile at conferences MENTIONED IN HOW TO GET THE MOST ROI FROM YOUR NEXT CONFERENCE 3 Essential Pillars of Business Development for Lawyers Managing Partner Forum John Remsen | Essential Characteristics of Effective Law Firm Leaders Legal Marketing Association Get connected with the coaching team: [email protected] The Lawyer's Edge SPONSOR FOR THIS EPISODE This episode is brought to you by the coaching team at The Lawyer's Edge, a training and coaching firm that has been focused exclusively on lawyers and law firms since 2008. Each member of the team is a trained, certified, and experienced professional coach—and either a former practicing attorney or a former law firm marketing and business development professional. Whatever your professional objectives, our coaches can help you achieve your goals more quickly, more easily, and with significantly less stress. To get connected with your coach, fill out our contact form.
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  Brenda Barnes | How Law Firm Compensation Shapes Retention and Succession 08.09.2026 39dk

  Brenda A. Barnes, CPA, MBA, is the founder of Brenda Barnes Consulting, where she works with law firm leaders on compensation design, succession planning, and financial strategy. She brings more than 35 years of experience in law firm financial management to her role, including serving as a law firm administrator in Austin, Texas. Brenda previously founded B2 Legal Management, an outsourced accounting and billing firm serving solo to midsize law firms across the U.S., which she built and sold in 2021. She is a former president of the Austin Chapter of the Association of Legal Administrators and co-author of RESPECT – An Insight to Attorney Compensation Plans, now in its second edition. WHAT'S COVERED IN THIS EPISODE ABOUT LAW FIRM COMPENSATION AND RETENTION Compensation touches almost every challenge law firms are facing right now, from recruiting and retention to leadership development and succession planning. Yet many firms are still relying on systems that evolved internally over time, with younger lawyers expected to understand how they advance, what the firm values, and what opportunities are available to them without anyone clearly defining it. The firms being more intentional about compensation are putting structure around those decisions. They are writing down the criteria, defining what advancement looks like, creating more flexible career paths, and looking beyond billable hours when deciding what contributions should be rewarded. They are also treating compensation plans as systems that need to change as the firm's priorities change, rather than something to put in place once and leave alone. In this episode of The Lawyer's Edge podcast, Elise Holtzman talks with Brenda Barnes of Brenda Barnes Consulting about why compensation has become such a critical issue for law firms, what younger lawyers are looking for when they ask for transparency, how associate and partner compensation systems are changing, and how compensation decisions shape retention and succession planning. 3:10 - Compensation as a strategic issue for law firms 5:30 - What transparency actually means to younger lawyers 7:40 - Clarity as a retention strategy 12:57 - The connection between compensation and respect 14:27 - Different approaches to associate and partner compensation 16:03 - Current compensation trends in small and midsize firms 17:23 - Flexible career paths for lawyers who do not want equity 20:06 - The compensation problems that bring law firms looking for help 24:16 - How level-based associate compensation systems work 29:06 - Customizing compensation to reward the behaviors a firm values 30:17 - Looking beyond billable hours to law firm economics and collections 32:58 - How origination credit affects succession planning 38:09 - Why firms eventually become what their compensation systems reward Mentioned In How Law Firm Compensation Shapes Retention and Succession Brenda Barnes Consulting Brenda Barnes on LinkedIn RESPECT – An Insight to Attorney Compensation Plans Get connected with the coaching team: [email protected] The Lawyer's Edge SPONSOR FOR THIS EPISODE This episode is brought to you by the coaching team at The Lawyer's Edge, a training and coaching firm that has been focused exclusively on lawyers and law firms since 2008. Each member of the team is a trained, certified, and experienced professional coach—and either a former practicing attorney or a former law firm marketing and business development professional. Whatever your professional objectives, our coaches can help you achieve your goals more quickly, more easily, and with significantly less stress. To get connected with your coach, fill out our contact form.
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  Shannon Lombardo | The Gap Between Wanting to Do Business Development and Actually Doing It 01.09.2026 37dk

  Shannon Lombardo is the Director of Business Development at Saul Ewing LLP, a national law firm with more than 400 attorneys. She leads strategic growth initiatives focused on attorney business development coaching, client relationship development, and revenue generation. With extensive experience in legal marketing and business development, Shannon partners with attorneys and law firms to build stronger relationships, identify growth opportunities, and achieve their business objectives. WHAT'S COVERED IN THIS EPISODE ABOUT BUSINESS DEVELOPMENT FOLLOW-THROUGH Lawyers may understand that business development matters and genuinely intend to make it a priority, but that intention often gets pushed aside by client work, billable-hour demands, and the discomfort of doing something that does not feel as familiar as practicing law. Even lawyers who want to build business can struggle with where to start, how to stay consistent, and how to keep going when the results take time. That means firms have to look beyond simply teaching lawyers what to do. More training will not solve a problem rooted in discomfort, lack of confidence, competing priorities, or a lawyer who is not ready to engage. The real opportunity is understanding what is actually getting in the way, then creating the right level of support and accountability to help lawyers take action in a way that fits them. In this episode of The Lawyer's Edge podcast, Elise Holtzman talks with Shannon Lombardo of Saul Ewing LLP about why lawyers struggle to follow through on business development, what makes business development training more effective, how accountability supports consistency, and where responsibility lies between the firm and the individual lawyer. 2:12 - Why lawyers struggle to prioritize business development 5:34 - How unrealistic rainmaker examples can discourage lawyers 8:35 - How to assess whether a lawyer is ready for business development support 11:01 - Building a business development plan around the individual lawyer 14:58 - Why Saul Ewing moved away from one-off training programs 18:14 - Why one-time business development training rarely changes behavior 22:21 - Matching business development support to the individual lawyer 24:51 - The psychology behind business development resistance 27:28 - What internal business development teams can and cannot own 29:32 - Using accountability to help lawyers stay consistent 31:48 - Why small, consistent business development actions matter 32:56 - What disengagement from coaching may actually signal Mentioned In The Gap Between Wanting to Do Business Development and Actually Doing It Saul Ewing LLP | LinkedIn Shannon Lombardo on LinkedIn Get connected with the coaching team: [email protected] The Lawyer's Edge SPONSOR FOR THIS EPISODE This episode is brought to you by the coaching team at The Lawyer's Edge, a training and coaching firm that has been focused exclusively on lawyers and law firms since 2008. Each member of the team is a trained, certified, and experienced professional coach—and either a former practicing attorney or a former law firm marketing and business development professional. Whatever your professional objectives, our coaches can help you achieve your goals more quickly, more easily, and with significantly less stress. To get connected with your coach, fill out our contact form.
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  Michael Mellor | How Better Data Can Help Law Firms Win More Work 25.08.2026 28dk

  Michael Mellor is the President and Founder of 742 Advisors, a boutique consultancy focused on law firm revenue generation, pitch operations, and go-to-market strategy. He designs revenue operating models that help firms win more work with less friction, covering pitch infrastructure, business development operations, experience management systems, and governance frameworks. Before founding 742 Advisors, Mike served as Chief Marketing and Business Development Officer at Pryor Cashman, where he rebuilt the firm's marketing department and transformed the function from a cost center into a revenue-generating operation. He previously held senior roles at Paul Weiss and Katten and served on KPMG's "Big Deal" team, leading pursuit strategy for some of the firm's largest opportunities. Mike has been recognized by Lawdragon as a Top 100 Global Leader in Legal Strategy & Consulting and received the Legal Marketing Association New York Chapter's Member of the Year Award. WHAT'S COVERED IN THIS EPISODE ABOUT USING BETTER DATA FOR LAW FIRM BUSINESS DEVELOPMENT Law firms can have exactly the sort of experience a prospective client is looking for and still have trouble finding it or remembering it when they need it. The information may be sitting in an old pitch, missing from an attorney bio, coded incorrectly in a firm system, or known only to the lawyer who handled the work. That creates a very practical business development problem when it is time to show a prospect what the firm has actually done. Michael Mellor has spent his career inside law firms looking at why those gaps exist and how firms can close them. His approach starts with getting a clearer picture of the work lawyers have already done, then organizing that information in a way people can actually use. That can make business development easier without requiring another major technology investment and give firm leaders a more accurate view of where the firm has depth and where there may be room to grow. In this episode of The Lawyer's Edge Podcast, Elise Holtzman talks with Michael Mellor of 742 Advisors about the information gaps that make business development harder, how law firm culture and incentives affect whether systems actually get used, why better data matters beyond individual pitches, and practical ways firms can start organizing what they already know without making another major technology investment. 3:27 - What the scramble for law firm experience looks like during a pitch 5:28 - Why centralized information matters beyond individual pitches 6:44 - How poor data hygiene affects law firm strategy 8:44 - Auditing lawyers' work to uncover business development opportunities 12:09 - Why business development plans often become a box-checking exercise 14:46 - Why law firm CRMs fail to solve the information problem 18:51 - How origination credit and compensation affect information sharing 22:39 - Starting small with attorney bios and existing matter information 24:27 - Building a useful database before investing in more technology 26:46 - Why lawyers need to document the work they have already done MENTIONED IN HOW BETTER DATA CAN HELP LAW FIRMS WIN MORE WORK 742 Advisors | LinkedIn Michael Mellor on LinkedIn Get connected with the coaching team: [email protected] The Lawyer's Edge SPONSOR FOR THIS EPISODE This episode is brought to you by the coaching team at The Lawyer's Edge, a training and coaching firm that has been focused exclusively on lawyers and law firms since 2008. Each member of the team is a trained, certified, and experienced professional coach—and either a former practicing attorney or a former law firm marketing and business development professional. Whatever your professional objectives, our coaches can help you achieve your goals more quickly, more easily, and with significantly less stress. To get connected with your coach, fill out our contact form.
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  Michelle Citrin | Why Your Headshot Is a Business Strategy, Not a Vanity Project 18.08.2026 30dk

  Michelle Citrin is the owner of Michelle Citrin Studios, a personal branding and photography practice focused exclusively on women in law. She has more than 17 years of experience in photography and earned her degree from the Savannah College of Art and Design. Michelle also brings a background in fashion styling and design to her work, which she uses to help attorneys show up with the same authority they have earned in the courtroom or boardroom. She operates studios in Fort Lauderdale, Charlotte, and Asheville and works with clients around the world. Her work has been featured in Forbes, Ocean Drive Magazine, and NBC6, and she teaches continuing legal education programs across Florida on marketing, executive presence, and personal branding. WHAT'S COVERED IN THIS EPISODE ABOUT HEADSHOTS AS A BUSINESS STRATEGY For many lawyers, professional photography is something to check off the list when it is time to update a website bio or LinkedIn profile. That approach misses how much your imagery shapes the perception people form when they look you up. If your headshot no longer reflects your current level of experience, authority, and success, there can be a disconnect between the reputation you have earned and the way you are showing up online. This is why Michelle Citrin approaches professional photography as an important part of a lawyer's larger marketing and visibility strategy. Your face is often the most recognizable part of your brand, and the images you use can help you stay memorable and top of mind while giving you more control over the narrative people encounter online. As AI changes how professionals market themselves, being human, using real imagery, and showing up as yourself become even more important to building trust. In this episode of The Lawyer's Edge Podcast, Elise Holtzman talks with Michelle Citrin of Michelle Citrin Studios about using professional photography as a marketing strategy, matching your imagery to the authority you have earned, building visibility and trust online, and being human in a world of AI. 3:19 - What strong personal brands have in common 4:41 - Showing up consistently without being "loud" 6:31 - Treating professional photography as a marketing strategy 8:19 - Why your face is the most recognizable part of your brand 9:20 - Matching your imagery to your current level of authority 12:21 - Making your expertise more visible and staying top of mind 15:32 - Why accomplished lawyers can still feel uncomfortable in front of the camera 20:11 - Choosing a photographer who understands your audience and marketing goals 21:16 - Planning imagery around your target market and message 24:05 - Being human in a world of AI 26:36 - Building trust when clients are finding and vetting lawyers online 28:45 - Updating your photography regularly and continuing to show up Mentioned In Why Your Headshot Is a Business Strategy, Not a Vanity Project Michelle Citrin Studios Michelle Citrin on LinkedIn Get connected with the coaching team: [email protected] The Lawyer's Edge SPONSOR FOR THIS EPISODE This episode is brought to you by the coaching team at The Lawyer's Edge, a training and coaching firm that has been focused exclusively on lawyers and law firms since 2008. Each member of the team is a trained, certified, and experienced professional coach—and either a former practicing attorney or a former law firm marketing and business development professional. Whatever your professional objectives, our coaches can help you achieve your goals more quickly, more easily, and with significantly less stress. To get connected with your coach, fill out our contact form.
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  Michael Roch | How Partner Compensation Can Undermine Your Firm's Strategy 11.08.2026 41dk

  Michael Roch is the founder and principal advisor of MHPR Advisors, where he advises managing partners, boards, and remuneration committees on partner compensation and governance. For more than 25 years, he has worked with law firm leaders across Australia, Canada, the United Kingdom, Europe, and the United States, as well as with accounting, consulting, and other professional partnerships. Originally trained as both an accountant and a lawyer, Michael brings a cross-disciplinary perspective to questions involving compensation, governance, finance, and tax. He is the co-author of The Partner Remuneration Handbook and co-leads a long-running global survey tracking how partners are paid across markets. Based in Zurich, Michael serves clients worldwide. WHAT'S COVERED IN THIS EPISODE ABOUT PARTNER COMPENSATION AND LAW FIRM STRATEGY Law firm leaders often believe their compensation system reflects what they are trying to build. Yet the way partners are paid may still reward them for holding tightly to client relationships, prioritizing their own originations, and resisting the collaboration the partnership says it values. As the business grows across offices and practice areas, those old approaches can become increasingly disconnected from where the firm is going. Michael Roch explains that this often happens because partnerships fail to update compensation systems developed when they were much smaller. Changing the system requires leaders to be clear about what the business is trying to achieve and willing to let go of old paradigms that no longer support that direction. It also requires a closer look at what the partnership actually rewards, how partner contributions are evaluated, and whether the decision-making process reinforces the strategy or works against it. In this episode of The Lawyer's Edge Podcast, Elise Holtzman talks with Michael Roch of MHPR Advisors about why compensation systems fall behind as firms grow, how origination credit can create conflict around client relationships, what firms should consider when compensating managing partners and other leaders, and why money is only one of the tools law firm leaders can use to influence behavior and retain talent. 3:45 - The three elements that shape a partner compensation system 5:20 - Why compensation systems fall behind as firms grow 10:19 - What a firm's compensation system reveals about its real values 14:58 - Why annual compensation memos cannot replace ongoing performance dialogue 20:13 - Origination credit, collaboration, and control of client relationships 24:23 - Putting rules and governance around origination disputes 28:38 - How firms should compensate managing partners and practice group leaders 35:16 - Why paying more rarely solves a retention problem 38:21 - The leadership responsibility partners have to associates and counsel 40:08 - Why reward involves more than compensation Mentioned In How Partner Compensation Can Undermine Your Firm's Strategy MHPR Advisors | LinkedIn Michael Roch on LinkedIn The Partner Remuneration Handbook by Michael Roch and Ray D'Cruz SmarterReward™ Dr. Heidi Gardner | How Law Firms Can Increase Revenues, Grow Client Loyalty, and Improve Diversity Get connected with the coaching team: [email protected] The Lawyer's Edge SPONSOR FOR THIS EPISODE This episode is brought to you by the coaching team at The Lawyer's Edge, a training and coaching firm that has been focused exclusively on lawyers and law firms since 2008. Each member of the team is a trained, certified, and experienced professional coach—and either a former practicing attorney or a former law firm marketing and business development professional. Whatever your professional objectives, our coaches can help you achieve your goals more quickly, more easily, and with significantly less stress. To get connected with your coach, fill out our contact form.
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  Elise Holtzman | How to Cultivate a Business Development Mindset 04.08.2026 17dk

  What do you think is one of the most powerful obstacles to business development success for lawyers? Despite their busy schedules, it isn't a lack of time. It's not about the lack of money, either. It's not even that you don't know how to do it, although law school certainly didn't teach it. Simply put, it's your mindset. It's the stories you tell yourself that stop you from taking (or fully committing to) consistent, targeted action. And it's the biggest impediment I've come across again and again with lawyers I meet. In this episode of The Lawyer's Edge podcast, you'll learn 7 tips that will help you cultivate a successful business development mindset. I'll teach you a thought process that will inspire you to start taking action in the direction of your goals and stick with it consistently! WHAT'S COVERED IN THIS EPISODE ABOUT CULTIVATING A BUSINESS DEVELOPMENT MINDSET 2:57 - What business development success and that criminal law class you took in your first year have in common 5:27 - The first thing you can do to cultivate your business development mindset for success 8:14 - Two things you need to recognize about business development and one thing you shouldn't expect to see 11:26 - The people you shouldn't listen to and the responses you don't want to give to everyone else and yourself 14:12 - A change that'll make it more likely for you to focus on and engage with business development Mentioned In How to Cultivate a Business Development Mindset IGNITE Women's Business Development Accelerator  Get Connected with The Coaching Team at [email protected] The Lawyer's Edge SPONSOR FOR THIS EPISODE… Today's episode is brought to you by the coaching team at The Lawyer's Edge, a training and coaching firm which has been focused exclusively on lawyers and law firms since 2008.  Each member of The Lawyer's Edge coaching team is a trained, certified, and experienced professional coach AND either a former practicing attorney or a former law firm marketing and business development professional. Whatever your professional objectives, our coaches can help you achieve your goals more quickly, more easily, and with significantly less stress.  To get connected with YOUR coach, just email the team at [email protected].
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  Joshua Wurtzel | How to Get Started as a Rainmaker - And Succeed! 28.07.2026 39dk

  Joshua Wurtzel is a commercial and real estate litigation partner at Schlam Stone & Dolan LLP, a Manhattan boutique law firm that represents businesses, non-profits, and individuals in complex and corporate matters. He has successfully represented public and private companies and prominent individuals in both federal and state court. With his focus on aggressive litigation and his ability to develop creative and novel solutions to complex disputes, he brings a unique, out-of-the-box perspective to his clients' most pressing legal needs. Before joining Schlam Stone & Dolan, Josh was an associate at Weil, Gotshal & Manges LLP in its Securities Litigation and Corporate Governance group. He also previously worked as an intern for the Honorable Kiyo A. Matsumoto of the Eastern District of New York. He's a regular contributor to several legal publications (such as the New York Law Journal) and lectures on cutting-edge legal issues in the commercial real estate sector. WHAT'S COVERED IN THIS EPISODE ABOUT HOW TO GET STARTED AS A RAINMAKER - AND SUCCEED! Bringing new clients into a law firm not only drives a law firm's growth, but can also provide you with greater professional autonomy and an increased ability to call the shots in your own career. Despite the clear benefits to becoming a consistent business developer, many lawyers don't pursue business development success or struggle to achieve it. In this episode of The Lawyer's Edge podcast, Elise Holtzman sits down with Joshua Wurtzel, a commercial and real estate litigation partner at Schlam Stone & Dolan LLP, to discuss his experience with building a book of business. Josh shares the challenges he faced on his journey to becoming a rainmaker and explains how networking and coaching have been instrumental in refining his approach to business development, team-building, and client relationships. 2:50 - Why Josh decided to start building his book of business and the early challenges and successes he encountered 6:22 - The impact of developing his book of business on Josh's approach to client relationships 9:18 - How Josh landed his first clients and honed his networking skills 11:42 - The importance of building trust over time and different strategies for developing lasting relationships 15:22 - The business development challenges that Josh continues to focus on overcoming 18:23 - How Josh has adapted his business development strategies over time and why he prioritizes business development 25:02 - How Josh maintains the momentum of his business development efforts when immediate results don't materialize 28:07 - The importance of building a team to support business development and manage client relationships 33:59 - Advice for associates, counsel, and junior partners looking to start building their own book of business and advance in their careers 38:29 - The role of self-confidence and belief in your success as a lawyer and aspiring rainmaker MENTIONED IN HOW TO GET STARTED AS A RAINMAKER - AND SUCCEED! Schlam Stone & Dolan LLP | Joshua's Profile Joshua Wurtzel on LinkedIn Joshua Wurtzel on Instagram Business Networking International (BNI) USA 500 Clubs Get Connected with The Coaching Team at [email protected] The Lawyer's Edge SPONSOR FOR THIS EPISODE This episode is brought to you by the coaching team at The Lawyer's Edge, a training and coaching firm that has been focused exclusively on lawyers and law firms since 2008. Each member of the team is a trained, certified, and experienced professional coach—and either a former practicing attorney or a former law firm marketing and business development professional. Whatever your professional objectives, our coaches can help you achieve your goals more quickly, more easily, and with significantly less stress. To get connected with your coach, fill out our contact form.
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  Tara Stingley | How to Become a Visible Expert in Your Practice Area 21.07.2026 32dk

  Tara Stingley is a Partner of Cline Williams and the Chair of its Labor and Employment Law section. Cline Williams, established in 1857, is Nebraska's oldest existing law firm and is a full-service firm with approximately 60 lawyers working in 5 offices located in Nebraska and Colorado. Tara is the firm's primary representative to the Employment Law Alliance, the largest international network of labor and employment lawyers. Tara focuses her practice on employment law, advising businesses in various industries on compliance with federal, state, and local employment laws and regulations. WHAT'S COVERED IN THIS EPISODE ABOUT BEING A VISIBILITY EXPERT AS A PRACTICING ATTORNEY Those first travelers making their way West did so without a roadmap. But in taking the opportunity, they paved the way for the nation's expansion. That spirit of the West is very much rooted in Tara Stingley and the Nebraska law firm of which she is a partner. As the first woman to serve on Cline Williams' executive committee, she challenged other members to think about how they defined issues and the impact of their decisions. She also established her niche as an employment law expert within the legal community. Laying down that foundation has paid dividends in affording her opportunities, as it can for you, too. And unlike that first wave of westward travelers, you don't have to go forward blindly; Tara has tips to help you build your roadmap to greater visibility. In this episode of The Lawyer's Edge podcast, you'll hear about the payoff potential in raising your profile and building your brand as a subject-matter expert and how to start proactively doing it (even if you're still a young lawyer). Tara will also discuss the importance of representation, the need for professional women to stop underestimating their value, what plays into a client's decision to pick you over others, and so much more! 1:51 - How Tara became a lawyer and partner at Cline Williams and how the law firm differs from others 9:51 - The importance of Tara's role as the first woman on the firm's executive committee 13:22 - Why you should strive to increase your visibility as an expert in your field, even when you can't see an immediate payoff 20:58 - How lawyers can create branding opportunities for themselves rather than wait for them to appear 25:06 - The mindset you need for approaching opportunities to raise your profile and ultimately get clients you want to work with 29:40 - An essential piece of advice for professional women (especially those dealing with imposter syndrome) Mentioned In How to Become a Visible Expert in Your Practice Area Cline Williams Employment Law Alliance Tara Stingley on LinkedIn Get Connected with The Coaching Team at [email protected] The Lawyer's Edge SPONSOR FOR THIS EPISODE… This episode is brought to you by the coaching team at The Lawyer's Edge, a training and coaching firm that has been focused exclusively on lawyers and law firms since 2008. Each member of the team is a trained, certified, and experienced professional coach—and either a former practicing attorney or a former law firm marketing and business development professional. Whatever your professional objectives, our coaches can help you achieve your goals more quickly, more easily, and with significantly less stress. To get connected with your coach, fill out our contact form.
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  Leslie Davis | How Minority and Women-Owned Firms Are Winning Corporate Work 14.07.2026 36dk

  Leslie D. Davis is the Chief Executive Officer of the National Association of Minority and Women Owned Law Firms, Inc. (NAMWOLF), a nonprofit trade association that connects preeminent minority and women-owned law firms with corporations and public entities hiring outside counsel. Before taking the helm at NAMWOLF in 2021, Leslie spent 25 years as a trial lawyer and rainmaker, made partner at three firms, and served as lead counsel in complex jury trials, bench trials, and arbitrations. She is also a certified transformational leadership coach, sought-after speaker, mentor, and longtime advocate for equity in the legal profession. Leslie earned her J.D. from the University of Iowa College of Law and her M.A. and B.A. in Journalism and Mass Communication from the University of Iowa. WHAT'S COVERED IN THIS EPISODE ABOUT HOW MINORITY AND WOMEN-OWNED FIRMS WIN CORPORATE WORK Minority and women-owned law firms have been fighting for a seat at the corporate table for decades. The barrier has not been a lack of talent or capability. Outside counsel decisions have historically been shaped by connections, relationships, and familiarity, making it harder for firms outside those established networks to compete for corporate work. NAMWOLF works to change that by connecting carefully vetted minority and women-owned firms with corporations and public entities hiring outside counsel. Its member firms are selected based on their reputation, experience, responsiveness, reliability, and ability to handle sophisticated legal work. The organization also creates opportunities for firms and in-house counsel to build real relationships while encouraging member firms to refer work to one another rather than compete for every opportunity. In this episode of The Lawyer's Edge podcast, Elise Holtzman talks with Leslie Davis of NAMWOLF about how minority and women-owned firms win corporate work, why relationships remain central to outside counsel decisions, how NAMWOLF evaluates its member firms, and how the organization is responding to changing attitudes toward diversity. 2:51 - NAMWOLF's mission and the legal market it serves 4:30 - Why member firms collaborate instead of competing for every opportunity 6:50 - How NAMWOLF vets firms for sophisticated corporate legal work 9:06 - Creating relationships between member firms and corporate counsel 12:15 - Why Leslie left trial practice to lead NAMWOLF 14:21 - How litigation and rainmaking prepared Leslie for the CEO role  17:01 - Learning to lead professionals who are not lawyers 20:55 - Responding to the changing climate around DEI 25:04 - Staying focused when the conversation becomes a distraction 30:26 - Building real relationships that lead to business MENTIONED IN HOW MINORITY AND WOMEN-OWNED FIRMS ARE WINNING CORPORATE WORK NAMWOLF | LinkedIn Leslie Davis on LinkedIn Get connected with the coaching team: [email protected] The Lawyer's Edge SPONSOR FOR THIS EPISODE This episode is brought to you by the coaching team at The Lawyer's Edge, a training and coaching firm that has been focused exclusively on lawyers and law firms since 2008. Each member of the team is a trained, certified, and experienced professional coach—and either a former practicing attorney or a former law firm marketing and business development professional. Whatever your professional objectives, our coaches can help you achieve your goals more quickly, more easily, and with significantly less stress. To get connected with your coach, fill out our contact form.  
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  Emily Stedman | What Law Firm Leaders Need to Understand About Lawyer Well-Being 07.07.2026 35dk

  Emily Stedman is a commercial litigation partner at Husch Blackwell LLP in Milwaukee, where she handles complex business disputes from pre-suit negotiation through trial and appeal. With more than a decade of experience in practice, Emily brings both Big Law credibility and a practical understanding of what it takes to build a successful legal career without burning out. In addition to her litigation work, she is a nationally recognized advocate for lawyer well-being, known for her candid speaking, writing, and thought leadership on the mental health realities of modern legal practice. She has been recognized by Best Lawyers in America, Super Lawyers Rising Stars, and Corporate Counsel for her influence and leadership in the profession, including a Women, Influence, and Power in Law Award in the Mental Health and Well-Being Initiative category. She has also served on the Wisconsin Task Force on Lawyer Well-Being. WHAT'S COVERED IN THIS EPISODE ABOUT LAW FIRM LEADERSHIP AND LAWYER WELL-BEING Lawyer well-being is often treated as something individual attorneys have to manage on their own. Lawyers are told to set boundaries, manage stress, ask for help, and keep going. That advice may be useful, but it only goes so far when lawyers are also making assumptions about availability, visibility, and what it really takes to succeed inside a demanding law firm. Emily Stedman is not arguing that Big Law should stop being demanding or that lawyers can build ambitious careers without working hard. Her point is more practical. If law firms want talented lawyers to stay, leaders need to be more honest about how sustainable careers are actually built, including the different ways lawyers can meet expectations, exercise autonomy, and model a life inside the profession that others can realistically imagine for themselves. In this episode of The Lawyer's Edge podcast, Elise Holtzman talks with Emily Stedman of Husch Blackwell LLP about lawyer well-being as a leadership issue, the assumptions lawyers make about availability and visibility, the generational tensions around boundaries, and why leaders need to tell the truth about how they actually work. 3:22 - Why Emily started speaking openly about lawyer well-being 6:12 - Lateraling to Husch Blackwell and practicing more authentically 7:45 - What Emily changed about how she worked after joining a new firm 9:33 - Building a sustainable Big Law career while still meeting firm expectations 12:08 - The mindset shifts lawyers need before setting better boundaries 16:39 - What law firm leaders get right and wrong about well-being 19:43 - Why lawyer well-being does not mean avoiding hard work 21:23 - Why well-being requires better management conversations inside law firms 24:22 - The connection between everyday well-being, burnout, and mental health crises 29:07 - The one concrete thing law firm leaders can do to make a difference 34:14 - How leaders model autonomy, control, and sustainable careers for others MENTIONED IN  WHAT LAW FIRM LEADERS NEED TO UNDERSTAND ABOUT LAWYER WELL-BEING Husch Blackwell LLP | LinkedIn Emily Stedman | LinkedIn Get connected with the coaching team: [email protected] The Lawyer's Edge SPONSOR FOR THIS EPISODE This episode is brought to you by the coaching team at The Lawyer's Edge, a training and coaching firm that has been focused exclusively on lawyers and law firms since 2008. Each member of the team is a trained, certified, and experienced professional coach—and either a former practicing attorney or a former law firm marketing and business development professional. Whatever your professional objectives, our coaches can help you achieve your goals more quickly, more easily, and with significantly less stress. To get connected with your coach, fill out our contact form.
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  Travis Armstrong | What Happens When Lawyers Actually Listen to Their COO 30.06.2026 37dk

  Travis Armstrong is the Chief Operating Officer of English, Lucas, Priest & Owsley, also known as ELPO, the largest full-service law firm in South Central Kentucky. He has managed the operations of the firm for 21 years, after beginning his career in public accounting and later serving as a CFO in the insurance industry. Travis holds both a CPA and Certified Legal Manager designation and has overseen finance, operations, facilities, HR, and marketing as the firm has grown. He is also the immediate past president of the Association of Legal Administrators, the premier international professional association for legal management professionals, and has made mental health and well-being in the legal profession a personal priority. Outside of work, Travis is an avid outdoorsman who enjoys hiking, kayaking, and running, and has completed six marathons. WHAT'S COVERED IN THIS EPISODE ABOUT LAW FIRM LEADERSHIP AND OPERATIONS There is someone inside your firm who sees things that may never make it into the managing partner's inbox. They see the operational strain, the succession gaps, and the cultural undercurrents that affect how the firm actually runs. Yet in many law firms, the people managing the business side are still treated as support instead of strategic leadership. That gap creates real risk. Firms may have plans for transitioning client relationships, but far fewer have thought through what happens when the COO, firm administrator, or another long-tenured business professional leaves. There is also a cost to doing nothing, from attorney time spent figuring out administrative systems to culture problems that quietly affect productivity, retention, and mental health. In this episode of The Lawyer's Edge podcast, Elise Holtzman talks with Travis Armstrong of English, Lucas, Priest & Owsley about what law firm COOs see that leaders often miss, why operational succession planning matters, how mental health affects the whole firm, and what it means to look at and listen to your culture. 2:33 - How Travis moved from accounting and insurance into legal management 4:34 - Why law firms tend to adopt change more slowly than other industries 5:25 - What the Association of Legal Administrators does for law firm business professionals 10:05 - How managing partners can get more value from their COO or firm administrator 13:14 - How Travis's role evolved from firm administrator to COO as the firm grew 14:17 - Why operational succession planning is a blind spot for law firms 19:00 - The cost of doing nothing when an operational leader retires 21:23 - Why difficult succession conversations are worth having early 23:11 - What the ALA survey revealed about mental health resources in the legal profession 25:16 - Why legal administrative professionals often lack access to the same mental health resources as lawyers 27:45 - How ALA's mental health first aid training helps legal professionals spot warning signs 31:00 - Why law firm leaders need to look honestly at their culture 34:19 - The business case for supporting mental health in law firms 35:25 - Why attorneys need to listen to administrative staff and trust their judgment Mentioned In What Happens When Lawyers Actually Listen to Their COO  English, Lucas, Priest & Owsley, LLP | LinkedIn Travis Armstrong on LinkedIn Association of Legal Administrators ALA Mental Health First Aid Training Amanda Koplos | How Legal Administrators Help Unlock Your Law Firm's Potential Retirement by Design - Ida Abbott Consulting LLC Get connected with the coaching team: [email protected] The Lawyer's Edge SPONSOR FOR THIS EPISODE This episode is brought to you by the coaching team at The Lawyer's Edge, a training and coaching firm that has been focused exclusively on lawyers and law firms since 2008. Each member of the team is a trained, certified, and experienced professional coach—and either a former practicing attorney or a former law firm marketing and business development professional. Whatever your professional objectives, our coaches can help you achieve your goals more quickly, more easily, and with significantly less stress. To get connected with your coach, fill out our contact form.
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  Steve Barham | Leading with Integrity as the Legal Profession Changes 23.06.2026 34dk

  Steve Barham is the president and managing shareholder of Chambliss Bahner & Stophel, PC, a law firm based in Chattanooga, Tennessee. A graduate of the University of Virginia School of Law, Steve has practiced in Chattanooga since 1998 and joined Chambliss in 2004. His litigation practice focuses primarily on healthcare and commercial business matters, and he now splits his time between leading the firm and representing clients. Before becoming firm president in 2025, Steve served as the firm's general counsel, advising on ethics, risk management, and professional responsibility. He serves on the Board of Legal Aid of East Tennessee, was appointed by the Tennessee Supreme Court to serve as an interviewer for Tennessee Bar applicants, and helped build the Stophel Scholars Program, an endowment supporting exceptional students at the University of Tennessee at Chattanooga. WHAT'S COVERED IN THIS EPISODE ABOUT LEADING WITH INTEGRITY AS THE LEGAL PROFESSION CHANGES Law firm leadership is changing fast, and the pressure is not only coming from technology. New business models, client expectations, and generational shifts are forcing leaders to think carefully about what should change and what should be preserved. Steve Barham's answer is rooted in the values that made the profession worth entering in the first place, including integrity, service, and the lawyer's role as a trusted advisor. Those values have to show up in the actual work of leading a firm. They shape how leaders work through conflict, how they protect relationships, how they talk to younger lawyers about the future of practice, and how they keep learning instead of assuming they already have the answers. For Steve, leading well means staying open to change without losing sight of the profession's larger obligations to clients, communities, and the rule of law. In this episode of The Lawyer's Edge podcast, Elise Holtzman talks with Steve Barham of Chambliss Bahner & Stophel about what is worth preserving in the legal profession, how lawyers can remain trusted advisors as technology changes the work, why service matters to the rule of law, and what it means to lead with integrity when the pressure to compromise is real. 2:32 - Steve's path from firm general counsel to managing shareholder 4:31 - Why interpersonal relationships are the backbone of a law firm 7:46 - Consolidation, technology, and changing client expectations for midsize firms 8:11 - Looking for opportunity instead of reacting from fear 10:08 - Staying focused on client service and relationships 11:00 - Why AI will change the work but not the trusted advisor role 13:12 - Teaching younger lawyers that business development is relationship-based 16:21 - Servant leadership and helping lawyers build careers they are proud of 19:01 - The books shaping Steve's thinking on business development and meaning 21:43 - What it means to maintain law as an honorable profession 27:07 - Walking the talk as a law firm leader 29:33 - Finding meaning outside the law through service MENTIONED IN LEADING WITH INTEGRITY AS THE LEGAL PROFESSION CHANGES Chambliss Bahner & Stophel, PC. | LinkedIn Steve Barham on LinkedIn The Activator Advantage The Meaning of Your Life by Arthur Brooks Get connected with the coaching team: [email protected] The Lawyer's Edge SPONSOR FOR THIS EPISODE This episode is brought to you by the coaching team at The Lawyer's Edge, a training and coaching firm that has been focused exclusively on lawyers and law firms since 2008. Each member of the team is a trained, certified, and experienced professional coach—and either a former practicing attorney or a former law firm marketing and business development professional. Whatever your professional objectives, our coaches can help you achieve your goals more quickly, more easily, and with significantly less stress. To get connected with your coach, fill out our contact form.
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  Ryan Lockman | How One Managing Partner Is Rethinking Attorney Training From the Ground Up 16.06.2026 41dk

  Ryan Lockman is the managing partner of Horn Williamson & Collins, a mid-sized construction and commercial litigation law firm in Philadelphia and Delaware. A trial lawyer representing homeowners in residential construction defect and consumer protection disputes throughout Pennsylvania and New Jersey, Ryan has secured more than $20 million in verdicts and arbitration awards, including a $3.2 million jury verdict for homeowners in a construction defect trial. He earned his MBA from the Wharton School of the University of Pennsylvania, which informs his approach to law firm management, operational efficiency, and long-term strategic growth. Most recently, Ryan developed Construction Defect University, an AI-assisted internal training platform built using Claude Code to provide more structured onboarding and practice-specific training for attorneys and paralegals. WHAT'S COVERED IN THIS EPISODE ABOUT ATTORNEY TRAINING Law firms have long relied on observation-based training, with younger lawyers learning by sitting in meetings, listening to experienced attorneys talk through cases, and gradually figuring out how the work gets done. But as Ryan Lockman explains, that kind of ad hoc training only goes so far when new attorneys and paralegals need to understand the terminology, client communication expectations, and litigation process before the work starts to make sense. At Horn Williamson & Collins, Ryan started addressing that gap by creating more structure inside the firm, including team leaders, internal CLEs, and clearer benchmarks for how attorneys and paralegals should stay on top of cases and communicate with clients. From there, he built Construction Defect University, an AI-assisted internal training platform designed to give new attorneys and paralegals more practice-specific training. In this episode of The Lawyer's Edge, Elise Holtzman talks with Ryan Lockman about why the old expectation that lawyers should "just figure it out" is breaking down, how structured training supports client service and talent retention, what Construction Defect University actually includes, and how he built it using Claude Code in less than 30 hours. 3:16 - Ryan's path from civil rights law to construction defect litigation 7:00 - How business school changed Ryan's approach to running a law firm 11:15 - Recognizing when an ad hoc training approach no longer works 14:37 - Why "hit the ground running" was never a reasonable expectation 16:23 - The connection between attorney training and talent retention 20:28 - Using incentives to help lawyers understand expectations 23:20 - Training team leaders to manage, mentor, and communicate 27:17 - How Ryan built an AI-assisted internal training platform 29:27 - Internal response to the platform and involving associates in the process 30:46 - What Construction Defect University includes for attorneys and paralegals 36:24 - Using AI as a substitute for hands, not brains 39:21 - Why leaders forget what new lawyers do not know Mentioned In How One Managing Partner Is Rethinking Attorney Training From the Ground Up Horn Williamson & Collins | LinkedIn Ryan Lockman on LinkedIn Claude Code Microsoft Copilot Get connected with the coaching team: [email protected] The Lawyer's Edge SPONSOR FOR THIS EPISODE This episode is brought to you by the coaching team at The Lawyer's Edge, a training and coaching firm that has been focused exclusively on lawyers and law firms since 2008. Each member of the team is a trained, certified, and experienced professional coach—and either a former practicing attorney or a former law firm marketing and business development professional. Whatever your professional objectives, our coaches can help you achieve your goals more quickly, more easily, and with significantly less stress. To get connected with your coach, fill out our contact form.
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  Ivy Slater | Why Succession Planning Is a Growth Strategy, Not a Retirement Issue 09.06.2026 37dk

  Ivy Slater is the CEO of Slater Success, a boutique coaching and consulting firm working at the intersection of strategic growth and succession planning. Before becoming a coach and advisor, she built and sold a seven-figure business in New York City and has spent nearly two decades since working with leadership teams on the strategy, structure, and leadership development required for sustainable growth, with a particular focus on the legal sector. Ivy has guided companies through the leadership and cultural dynamics that shape whether growth, transition, or acquisition actually succeeds. Ivy is a TEDx speaker, host of the Her Success Story podcast, and author of The Best of the Best: Lead Boldly, Scale Rapidly, Create Your Legacy. WHAT'S COVERED IN THIS EPISODE ABOUT SUCCESSION PLANNING AND LAW FIRM GROWTH Law firm leaders who avoid succession planning rarely think of it as avoidance. The conversation feels like it belongs later, closer to retirement, or after the next growth milestone gets hit. So firms keep running on the assumption that the people at the top will always be there, and the planning that would actually protect the firm never quite makes it onto the agenda. Ivy Slater argues that succession planning and strategic planning are the same conversation and that separating them produces short-term thinking at best. Firms that integrate succession into their growth strategy from the start are building something solid, something that can function and grow without depending on any one person to hold it together. That shift starts with how leaders think about succession itself, not as an exit, but as the foundation of a legacy. In this episode of The Lawyer's Edge podcast, Elise Holtzman talks with Ivy Slater of Slater Success about why succession planning belongs inside the growth strategy, how to develop the next generation of leaders and rainmakers, what the numbers in your firm are actually telling you, and how to reframe succession from an end-of-career conversation into a strategy for long-term growth. 2:34 - Why firms treat strategic planning and succession planning as separate conversations 3:13 - Why separating succession from strategy produces short-term thinking 5:45 - The ego and fear that make succession planning feel threatening 9:14 - Succession planning means developing leaders, not just identifying successors 9:49 - How to know your people's strengths and develop them intentionally 13:39 - How Ivy's own business transition became a model for succession done right 17:54 - What firm leaders should actually be tracking 19:46 - Start every conversation with a success by focusing on what's working 23:43 - Reframing succession from exit planning to legacy building 27:28 - The real cost of waiting and what firms lose when they put this off 31:09 - Thinking 5 to 10 years forward and building a firm that lasts 35:58 - Why firm leaders need to read the storybook of numbers Mentioned In From Why Succession Planning Is a Growth Strategy, Not a Retirement Issue Slater Success | Her Success Story Podcast The Best of the Best: Lead Boldly, Scale Rapidly, Create Your Legacy Ivy Slater on LinkedIn Rocket Fuel by Gino Wickman   Get connected with the coaching team: [email protected] The Lawyer's Edge SPONSOR FOR THIS EPISODE This episode is brought to you by the coaching team at The Lawyer's Edge, a training and coaching firm that has been focused exclusively on lawyers and law firms since 2008. Each member of the team is a trained, certified, and experienced professional coach—and either a former practicing attorney or a former law firm marketing and business development professional. Whatever your professional objectives, our coaches can help you achieve your goals more quickly, more easily, and with significantly less stress. To get connected with your coach, fill out our contact form.
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  Michael Caplan | How a Client-Facing COO is Changing the Business of Law 02.06.2026 39dk

  Michael R. Caplan is the Chief Operating Officer of Lowenstein Sandler, where he oversees the firm's business, financial, and administrative operations. Before joining Lowenstein, Mike served as COO at an Am Law 50 firm for nearly a decade and spent years leading legal operations at Goldman Sachs and Marsh McLennan, giving him a client-side perspective most law firm COOs simply don't have. With more than 25 years of experience across accounting, financial services, and consulting, he has worked with more than 30 general counsels on data analytics, technology implementation, and law firm relationship management. His leadership has earned him recognition as one of the Financial Times North America's top five Legal Intrapreneurs, Legal Innovator of the Year from The Changing Lawyer Awards, and a spot on NJBIZ's Law Power List for two consecutive years. WHAT'S COVERED IN THIS EPISODE ABOUT HOW A CLIENT-FACING COO IS CHANGING THE BUSINESS OF LAW Law firm COOs typically manage operations and execute on what firm leadership puts forward. They respond to partners, oversee administration, and stay behind the scenes while lawyers own every client relationship. Even when clients have their own operational counterparts who would benefit from connecting with their law firm's business professionals, those introductions rarely happen. Michael Caplan has spent the last decade building a different model. At Lowenstein Sandler, he and his Business Enterprise Solutions Team work alongside lawyers in pitches, RFP negotiations, and client meetings, bringing expertise in pricing, technology, project management, and data analytics directly into the relationship. The approach requires internal trust, a firm culture that supports it, and the right people on both sides of the conversation. But when it works, clients get a partner that understands both the practice of law and the business of law, and the firm differentiates itself in ways that go beyond the legal work. In this episode of The Lawyer's Edge, Elise Holtzman talks with Michael Caplan of Lowenstein Sandler about what it looks like when business professionals are embedded in client development, how to build internal trust so lawyers bring operations leaders into client relationships, the financial discipline that separates good revenue from bad revenue, and where private equity and AI may reshape law firm operations in the years ahead. 2:43- How Mike's client-side experience at Goldman Sachs and Marsh McLennan shaped his approach 5:53 - Building the Business Enterprise Solutions Team (BEST) at Lowenstein 7:18 - Getting lawyers on board and building internal trust 8:55 - Showing wins to bring more lawyers into the model 9:27 - The financial side of the COO role and negotiating pricing with clients 12:49 - Where emerging partners need the most help on collections and client management 15:14 - What smaller and midsize firms should think about when building an operations team 20:02 - Non-lawyer ownership, private equity, and the MSO model in law firms 22:26 - AI, legal technology, and why firms that invest in business resources will be more profitable 27:22 - Why most COOs wouldn't do this podcast and what holds firms back 33:31 - What clients actually get from a firm that embeds operations into relationships 36:19 - Getting the right people in front of the right clients Mentioned in How a Client-Facing COO is Changing the Business of Law Lowenstein Sandler | LinkedIn Michael Caplan on LinkedIn Get connected with the coaching team: [email protected] The Lawyer's Edge SPONSOR FOR THIS EPISODE This episode is brought to you by the coaching team at The Lawyer's Edge, a training and coaching firm that has been focused exclusively on lawyers and law firms since 2008. Each member of the team is a trained, certified, and experienced professional coach—and either a former practicing attorney or a former law firm marketing and business development professional. Whatever your professional objectives, our coaches can help you achieve your goals more quickly, more easily, and with significantly less stress. To get connected with your coach, fill out our contact form.
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  Jim Pattillo | Scaling a Litigation Practice Without Losing What Makes It Work 26.05.2026 32dk

  Jim Pattillo is a litigation partner and litigation practice group chair at Christian & Small, a law firm based in Alabama and Mississippi. With more than 20 years of trial experience and over 70 trials to verdict, Jim represents insurers and corporate clients in high-stakes litigation and is frequently called in for complex, high-exposure matters. In addition to his practice, Jim plays a key role in the firm's growth and talent development efforts, with a strong focus on training younger lawyers, building high-performance teams, and creating a culture of accountability and excellence. He also holds a master's degree in mass communication from the University of Florida, giving him a unique perspective on how legal strategy, client communication, and business development intersect. Jim is a frequent speaker and writer on litigation strategy, trial readiness, and law firm leadership. WHAT'S COVERED IN THIS EPISODE ABOUT SCALING A LITIGATION PRACTICE Law firms say associates are their most important resource, but many are still treating them primarily as billing units. Work gets pushed down with no relationship behind it, and younger lawyers are left figuring things out by asking another associate or a paralegal how a partner likes things done. That might keep files moving, but it doesn't build the kind of lawyers clients ask to have on their next case. Jim Pattillo's litigation group at Christian & Small went from three associates to roughly 15 in about four years, across three offices. That growth required more than hiring. It meant making partners accessible, helping associates understand not just the work but the business behind it, and being intentional about training rather than expecting people to pick it up by osmosis. From Monday morning team meetings to monthly associate lunches to a review process where associates tell the firm what they think they need, the investment is planned, tracked, and measured. In this episode of The Lawyer's Edge, Elise Holtzman talks with Jim Pattillo of Christian & Small about what real investment in younger lawyers looks like, why work product quality is the best business development tool, how to maintain consistency across a growing litigation team, and what law firm leaders miss about the connection between culture and profitability. 2:09 - The false dichotomy between culture and profitability 4:16 - Why younger lawyers need to be in the office to learn 5:42 - What drove the firm's growth from 3 associates to 15 6:51 - Being intentional about training, not just hiring 11:37 - Why work product quality is your best business development tool 13:30 - How AI changes the associate role without replacing it 15:22 - The constant pull between producing and leading 19:16 - What equity partners need to understand about profitability 20:19 - The rule of thirds and helping associates see themselves as assets 25:28 - Hiring for soft skills and letting lawyers be themselves 27:56 - What associates actually need from their firms MENTIONED IN SCALING A LITIGATION PRACTICE WITHOUT LOSING WHAT MAKES IT WORK Christian & Small, LLP | LinkedIn Jim Pattillo on LinkedIn Marcie Borgal Shunk and Sona Spencer | The Death of Apprenticeship: What it Means for Lawyers and Law Firms Get connected with the coaching team: [email protected] The Lawyer's Edge SPONSOR FOR THIS EPISODE This episode is brought to you by the coaching team at The Lawyer's Edge, a training and coaching firm that has been focused exclusively on lawyers and law firms since 2008. Each member of the team is a trained, certified, and experienced professional coach—and either a former practicing attorney or a former law firm marketing and business development professional. Whatever your professional objectives, our coaches can help you achieve your goals more quickly, more easily, and with significantly less stress. To get connected with your coach, fill out our contact form.
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  Katya Jestin | Leading with Authenticity in High-Stakes Legal Environments 19.05.2026 30dk

  Katya Jestin is a partner at Jenner & Block and co-chair of the firm's investigations, compliance, and defense practice. A former federal prosecutor, Katya represents companies, universities, executives, and boards in high-stakes criminal, regulatory, congressional, and internal investigations, particularly in sensitive and crisis-driven matters. From 2020 to 2024, she served as Jenner & Block's co-managing partner, helping lead the firm during a period of significant change and uncertainty for the legal profession and the broader business world. WHAT'S COVERED IN THIS EPISODE ABOUT VALUES-DRIVEN LEADERSHIP IN BIG LAW Lawyers who step into leadership roles quickly discover that technical excellence isn't enough. Whether they're managing a practice group, leading a firm, or navigating a high-stakes investigation, the pressure to protect what's already working can push decision-making toward fear and self-preservation. That instinct feels safe, but it tends to produce the worst outcomes. The alternative takes more nerve. It means grounding decisions in values even when the short-term economics are uncertain, building culture around teams instead of individual credit, and being willing to model vulnerability in environments that have traditionally rewarded the opposite. It also means treating mentorship as something you do, not something you talk about, by creating real opportunities for the people coming up behind you. In this episode of The Lawyer's Edge, Elise Holtzman talks with Katya Jestin of Jenner & Block about making values-based decisions under real pressure, why team-based culture outperforms individualism in law firms, how being underestimated can become a strategic advantage, and what effective mentorship looks like beyond words. 2:49 - Taking over as co-managing partner on January 1, 2020 3:35 - Making difficult decisions through values, not fear 6:10 - Why the worst decisions come from a place of fear 7:27 - Shifting from individualism to teamwork and why "teams crush individuals every time" 11:06 - The vulnerability panel at the partners retreat 12:43 - Growing up underestimated and the power of kindness and grit 14:25 - Why being underestimated is disarming and how it produces better outcomes 17:11 - Mentoring through vulnerable, closed-door conversations 19:00 - Mentoring through action, not just words 22:09 - Why fear-based thinking leads to terrible decisions at every level 24:46 - Instilling institutional values in the next generation without sacrificing standards 28:37 - The curse of knowledge: never be afraid to ask questions Mentioned In Katya Jestin | Why Values-Driven Decisions Pay Off in Law Firm Leadership Jenner & Block | LinkedIn Katya Jestin on LinkedIn Get connected with the coaching team: [email protected] The Lawyer's Edge SPONSOR FOR THIS EPISODE This episode is brought to you by the coaching team at The Lawyer's Edge, a training and coaching firm that has been focused exclusively on lawyers and law firms since 2008. Each member of the team is a trained, certified, and experienced professional coach—and either a former practicing attorney or a former law firm marketing and business development professional. Whatever your professional objectives, our coaches can help you achieve your goals more quickly, more easily, and with significantly less stress. To get connected with your coach, fill out our contact form.
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  Marcie Borgal Shunk and Sona Spencer | The Death of Apprenticeship: What it Means for Lawyers and Law Firms 21.04.2026 47dk

  Marcie Borgal Shunk is the founder and president of The Tilt Institute and creator of Leadership Foundations, a high-impact virtual program designed to give law firms essential leadership skills and practical solutions. For nearly three decades, she has worked with more than 3,000 law firm leaders on talent, culture, and leadership, helping dozens of AmLaw firms anticipate and prepare for the future of law. A Harvard graduate, Marcie holds two fellowships, four certifications in culture and coaching, and several board advisory positions. She is a frequent contributor to the American Lawyer, Thomson Reuters, and Bloomberg Law. Sona Spencer is the Chief Legal Talent Officer at Troutman Pepper Locke, where she leads the firm's legal recruiting, professional development, inclusion, and career coaching functions. Drawing from more than 15 years of experience in AmLaw 50 firms, she collaborates closely with firm stakeholders to implement training, compensation frameworks, and inclusion and retention strategies that ensure the firm can attract and retain talent at all levels to exceed client service goals. WHAT'S COVERED IN THIS EPISODE ABOUT THE DEATH OF APPRENTICESHIP IN LAW FIRMS The apprenticeship model built generations of lawyers, and for a long time it worked. Junior associates learned by proximity, absorbing how to think and practice by working alongside more experienced attorneys over the course of years. Hybrid work, lateral mobility, and generational shifts in how people learn have quietly dismantled that model, and many firms are still operating as though it's intact. Addressing the problem requires more than plugging holes. Firms need to rethink how they signal investment in their people, build structured pathways that make expectations explicit, and develop the human and leadership skills that AI cannot replicate. The firms getting this right have moved beyond standalone training programs and created systems where talent can see the path, understand what's expected, and take an active role in their own development. In this episode of The Lawyer's Edge, Elise Holtzman talks with Marcie Borgal Shunk of The Tilt Institute and Sona Spencer of Troutman Pepper Locke about why the apprenticeship model is failing, what the most forward-thinking firms are doing differently, how AI is reshaping the skills lawyers need to develop, and where firm leaders should start if they want to make a real change. 2:38 - The origin of "The Death of Apprenticeship" article 4:08 - Why hybrid work and generational differences are breaking down the model 7:08 - Why what made senior lawyers successful may not work for the next generation 8:07 - Lateral mobility and compensation wars as added pressure on retention 10:45 - Making the business case for talent development 13:27 - Breaking down the true cost of replacing an associate 15:13 - AI and the risk of outsourcing junior associate learning 19:08 - The human skills firms need to be building deliberately 22:13 - Executive presence and how lawyers show up on camera and in rooms 27:07 - Why leaders have to model what they teach 29:34 - How Troutman Pepper Locke's YOUniversity achieved 75% participation in year one 32:02 - Benchmarks, Learning Management System (LMS) integration, and self-directed development paths 34:48 - Takeaways for smaller firms without large Learning & Development resources 38:44 - Starting small with pilots and building intentionally 41:26 - Don't assume your path is everyone's path 43:36 - Clear communication and moments of kindness Mentioned In The Death of Apprenticeship: What it Means for Lawyers and Law Firms Marcie Borgal Shunk on LinkedIn | The Tilt Institute Sona Spencer on LinkedIn | Troutman Pepper Locke The Death of Apprenticeship: Reimagining Law Firm Talent Strategy for a New Era Get connected with the coaching team: [email protected] The Lawyer's Edge
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  Estelle Winsett | How Lawyers Build Credibility Before They Say a Word 07.04.2026 34dk

  Estelle Winsett is a former litigation attorney who now works as a style strategist for women in law. After seven years practicing law and more than a decade in legal professional development, she saw firsthand how perception, presence, and visibility influence who is trusted with leadership roles, client relationships, and partnership opportunities. Today, Estelle helps women lawyers align their outward presence with their expertise so they can show up with confidence, authority, and authenticity in courtrooms, boardrooms, and business development settings. Through speaking, consulting, and private styling, she teaches women how strategic personal style can support credibility, leadership presence, and professional growth. WHAT'S COVERED IN THIS EPISODE ABOUT PERSONAL STYLE AND CREDIBILITY FOR LAWYERS Before a lawyer says a word in a room, others are already forming an impression. That assessment happens fast, and personal style is doing more work in that moment than most lawyers realize. It is the first nonverbal communication, and, like any form of advocacy, it can either work for you or against you. The lawyers who understand this treat style as a tool rather than an afterthought. A signature look builds the know, like, and trust factor over time. Clothes that fit and feel right reduce the mental energy that quietly drains confidence before the day even starts. And an outward presentation that reflects who a lawyer actually is today, rather than who they were earlier in their career, opens doors that strong work alone may not. In this episode of The Lawyer's Edge, Elise Holtzman talks with Estelle Winsett, a former litigation attorney and style strategist for women in law, about how personal style functions as a tool of advocacy, why the shift to business casual has created new challenges for lawyers at every level, how to develop a signature style that builds the know, like, and trust factor, and what practical steps lawyers can take to align their appearance with their authority. 2:49 - Why style transformation is about more than the clothes themselves 4:37 - Style as a tool of advocacy that works for you or against you 5:25 - How business casual has created new challenges for lawyers at every level 9:15 - What a signature style is and why it builds the know, like, and trust factor 13:17 - Why your wardrobe needs to evolve as your career does 15:38 - The halo effect and the science behind first impressions 20:41 - Defining the message you want your wardrobe to send 22:39 - Investment pieces versus trends and how to balance both 25:45 - Adding personality through accessories without overhauling your style 29:41 - The hidden mental energy cost of an unsolved wardrobe problem 32:01 - Fit is the single most important factor in how you present yourself MENTIONED IN ESTELLE WINSETT | HOW LAWYERS BUILD CREDIBILITY BEFORE THEY SAY A WORD Estelle Winsett Consulting | LinkedIn Take Estelle's Style Quiz Book a Style Discovery Call Paula Edgar | How to Boldly Be YOU in Everything You Do Get connected with the coaching team: [email protected] The Lawyer's Edge SPONSOR FOR THIS EPISODE This episode is brought to you by the coaching team at The Lawyer's Edge, a training and coaching firm that has been focused exclusively on lawyers and law firms since 2008. Each member of the team is a trained, certified, and experienced professional coach—and either a former practicing attorney or a former law firm marketing and business development professional. Whatever your professional objectives, our coaches can help you achieve your goals more quickly, more easily, and with significantly less stress. To get connected with your coach, fill out our contact form.