Leadership For Lawyers, Second Edition

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Leadership For Lawyers, Second Edition

This book answers the vital query raised by U.S. Choose James Barr. The query is:

I am delving into whether there is support for the hypothesis that leadership skills developed and implemented by individual lawyers (even when not serving in bar organizations) can considerably impact and influence a complete legal community in such areas as (1) improved ethical and civility standards and performance, (2) more effective assimilation of new lawyers into the legal community, and (three) improved relations between bench and bar. In different words, I'm at least interested by whether development of leadership skills by individual lawyers can completely impact the quality of lawyering in a very legal community -- even when operating outside the institutional (i.e., bar organization) context.

This book answers Decide Barr's question within the affirmative.

The second edition of Leadership for Lawyers was published in December 2007. It convincingly makes the case that leadership (and therefore leadership development training and training) offers solutions to several of the issues and challenges facing the profession, as well as high levels of attorney and shopper dissatisfaction, growing economic pressures on law corporations, increasing lack of civility, and outdated law firm governance practices. Rubenstein, who was a shot lawyer for more than twenty-five years, incorporates a sensible grasp of the challenges and explains clearly how the profession can profit from widespread leadership development.

The idea premise of Leadership for Lawyers is that "when lawyers and all those that work in the legal profession begin to understand the essential theories of leadership and are higher trained in the field of leadership development, they can become better leaders, can offer higher legal services, and will produce better law firms and legal organizations. As a consequence, the name of lawyers and therefore the legal profession as a full can improve." The thesis is exhaustively examined and proved throughout the book.

Rubenstein devotes some area to leadership theory and to the connection between ethics, natural law, and leadership, similarly on how leadership development for lawyers would possibly be structured. Recognizing that leadership theory is such a broad topic that it would be impossible to cover the field in a very single book, lawyers who read through the sections on "Leadership Behavioral Styles" and "Ninety Brand of Leadership" can get a style of leadership theory but not a firm grounding. The bibliography, however, includes a variety of classic books on leadership that will provide a deeper understanding of how leaders could develop.

Notably, Rubenstein makes a vital contribution on theory by proposing the "leader of leaders" theory of leadership: "Leaders of followers are mainly downside solvers. Leaders of leaders establish platforms and get to form an setting so that followers can act as leaders themselves, solve their own problems, and make glorious choices per the platform that the leader of leaders sets." This theory, that Rubenstein traces back to the Book of Exodus, ought to speak to lawyers particularly. It additionally illustrates the multiple levels of leadership that are present within the profession which leadership depends on action and attitude, not simply a title.

I don't consider everything within the book, of course. The chapter titled Ladies, Leadership, and also the Legal Profession, written by Laura Rothacker, could be a good addition to the discussion of girls in law overall, but one sentence in it literally (I'm embarrassed to admit) had me screaming out loud in frustration and anger. That sentence is: "Ladies ought to bear in mind that the main focus on billable hours represents an institutional kind of discrimination against their achieving success and leadership roles." I will address this elsewhere one of those days. Even that assertion, but, does not dim my enthusiasm for Leadership for Lawyers, though it did prompt me to read rather more critically than I would possibly have otherwise.

Leadership for Lawyers is an important book for lawyers seeking ways to grow themselves and other lawyers as a result of it establishes conclusively why leadership matters for lawyers. It should be mandatory reading for law firm managing partners and partners answerable for professional development and highly inspired reading for other lawyers and law students who aspire to do well in and for the profession and for their clients. I highly advocate it.

Julie A. Fleming, J.D., A.C.C. provides attorney development coaching for associates and partners, and she could be a speaker for law firm retreats and workshops. Topics on which she coaches and speaks embody professional development, business development, leadership development, career management, and work/life integration. Julie holds a training certificate from the Georgetown Leadership Coaching program and holds the Associate Certified Coach (ACC) credential from the International Coach Federation. She is certified to administer the DISC(r) assessment, the Leadership Circle Profile 360, and the Leadership Culture Survey.

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