Fundamental Skills for Modern Lawyers

Häftad, Engelska, 2026

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Beskrivning

The modern lawyer is expected to be technically excellent, emotionally intelligent, adaptable and commercially aware – often all at once. But legal workplaces are not one-size-fits-all, and neither are the people who work in them.To thrive in today’s legal profession, lawyers must master the human skills that underpin trust, influence and effective leadership.Fundamental Skills for Modern Lawyers is a practical, insight-driven guide to the capabilities that increasingly define successful legal careers. From handling difficult conversations and giving feedback, to building resilience, negotiating effectively and developing a strong professional profile, this title equips lawyers with the tools they need to perform in an increasingly complex world.The book covers topics as diverse as emotional intelligence, decision-making and delegation, to networking and change management through a distinctly legal lens, as well as looking ahead to the evolving role of the lawyer, and how neurodiversity and technological developments can all play to the lawyer’s human strengths.Written for lawyers at every stage of their career, this new co-publication with CILEX bridges the gap between legal expertise and human insight – helping practitioners become not just good lawyers, but trusted advisers and effective leaders.

Produktinformation

Utgivningsdatum:2026-06-29
Mått:210 x 297 x 15 mm
Vikt:525 g
Format:Häftad
Språk:Engelska
Antal sidor:200
Förlag:Globe Law and Business Ltd
ISBN:9781837231881

Utforska kategorier

Juridisk kompetens och praktik inom Juridik
Juristyrken inom Juridik

Innehållsförteckning

Executive summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiAbout the authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xixAbout CILEX . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xxixIntroduction: Why soft skills are now core legal skills . . . . . . . . . . . . . . . . xxxiBy Sara Fowler, president, CILEXPart I: Mastering YourselfChapter 1: Emotional intelligence in legal practice – developing a superpower for lawyers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1By Kim Tasso, managing director, RedStarKimWhat does emotional intelligence really mean? Why is it important? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2The four key components of emotional intelligence . . . . . . . . . . . . . . . . . 4Self-awareness and emotional intelligence under pressure . . . . . . . . . . 7Managing emotional triggers in adversarial environments . . . . . . . . . . 8Empathy without losing objectivity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11EI as a risk management and leadership tool . . . . . . . . . . . . . . . . . . . . . . . . 12Emotional intelligence and wellbeing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15Chapter 2: Building resilient lawyers and legal teams . . . . . . . . . . . . . . . . 19By Paula Davis, JD, MAPP, founder and CEO, Stress & Resilience InstituteWhat the legal profession can learn from the US Army . . . . . . . . . . . . . . 20Lawyers and soldiers – there are similarities . . . . . . . . . . . . . . . . . . . . . . . . . 21Building resilience in law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22Strategies for building individual resilience . . . . . . . . . . . . . . . . . . . . . . . . . 24Strategies for building team resilience . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26Chapter 3: Grief and trauma in legal practice – managing exposure in a loss-saturated profession . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33By Tom SpenceThe hidden emotional landscape of legal work . . . . . . . . . . . . . . . . . . . . . . 33Suppression has cognitive, ethical and leadership consequences . . . . 34Understanding grief in professional contexts . . . . . . . . . . . . . . . . . . . . . . . . 34Grief as cumulative exposure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34The contextual nature of grief . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35Grief as an operational reality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35Stress, trauma, and the continuum of exposure . . . . . . . . . . . . . . . . . . . . . 36How suppression became the norm in legal culture . . . . . . . . . . . . . . . . . 36Impact of unprocessed exposure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38Regulation vs suppression – developing a critical professional competence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39The one grain approach – practical navigation of grief and trauma . . 40Practical skills for lawyers – managing exposure in practice . . . . . . . . . 42Collective resilience – a strategic reframe . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43Leadership and culture in law firms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45Cultural change requires consistent practice, clear accountability and visible leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45Steadiness in law – building grief-literate firms . . . . . . . . . . . . . . . . . . . . . . 45Chapter 4: Neurodiversity in legal practice . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49By Danielle Gleicher-Bates and Emma Llanwarne, neurodiversikeyWhat neurodiversity means . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49The disability cross-over . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50Strengths-based thinking vs deficit-based assumptions . . . . . . . . . . . . . 51Identity-first vs person-first language . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51Why law attracts – and challenges – neurodivergent thinkers . . . . . . . 52Disclosure – choices, risks, and boundaries . . . . . . . . . . . . . . . . . . . . . . . . . . 53Reasonable adjustments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54Practicing as a neurodivergent lawyer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55Requesting reasonable adjustments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56Masking, burnout, and imposter syndrome in legal environments . . 57Managing your own working style with insight and self-compassion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58Working with neurodivergent colleagues and clients . . . . . . . . . . . . . . . . 59Making reasonable adjustments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60Serving clients’ best interests and needs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62Chapter 5: Time management and prioritization . . . . . . . . . . . . . . . . . . . . . 65By Nikki AldersonIntroduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65Why lawyers struggle with time . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66Focus, energy, and avoiding burnout . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68Managing competing stakeholders and deadlines . . . . . . . . . . . . . . . . . . . 71Practical, sustainable solutions for busy legal professionals . . . . . . . . . 72Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78Chapter 6: Decision-making under pressure . . . . . . . . . . . . . . . . . . . . . . . . . . 81By Alice Boullier de Branche and Jean-Baptiste Lebelle, A&O ShearmanCommon decision-making traps for lawyers . . . . . . . . . . . . . . . . . . . . . . . . . 82Deciding under pressure, the role of wellbeing . . . . . . . . . . . . . . . . . . . . . . 83Balancing risk, judgment, and incomplete information . . . . . . . . . . . . . 84When perfectionism becomes a disability . . . . . . . . . . . . . . . . . . . . . . . . . . . 85Collaborative decision making and collective responsibility . . . . . . . . . 86Standing by decisions and revisiting them when needed . . . . . . . . . . . . 86Optimal busyness applies to decision making . . . . . . . . . . . . . . . . . . . . . . . 87Practical tools for deciding under pressure . . . . . . . . . . . . . . . . . . . . . . . . . . 88Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89Part II: Working Effectively with OthersChapter 7: How to have difficult conversations . . . . . . . . . . . . . . . . . . . . . . . 91By Susan Heaton-Wright, founder, Superstar CommunicatorWhy difficult conversations define legal careers . . . . . . . . . . . . . . . . . . . . . 91What makes conversations “difficult”? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92Introducing The SuperStar Communicator™ approach to difficult conversations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93The conversation grid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94The PREPARE model (for before the conversation) . . . . . . . . . . . . . . . . . . . 95The OPEN model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98The LISTEN model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99The CALM technique (emotional regulation) . . . . . . . . . . . . . . . . . . . . . . . . 100Real-world scenarios . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101Voice and presence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102Non-verbal communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103The five-minute hack – a quick exercise before any difficult conversation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104Chapter 8: Giving and receiving feedback . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107By Wayne Hassay, managing partner, Maguire Schneider Hassay, LLPObjections to a constructive culture of feedback . . . . . . . . . . . . . . . . . . . . . 108Build the operating standard . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109Implementation risks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112The ultimate implementation risk – a failed loop poisons morale . . . 114Regaining control when the risks appear . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114Managers giving – and the team receiving – all feedback . . . . . . . . . . . . 114Conclusion – this is not a gimmick . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116Chapter 9: Delegation and supervision – leading modern legal teams with confidence, clarity and humanity . . . . . . . . . . . . . . . . . . . 117By Pam Loch, Solicitor and CEO, with contributions from Lauren McLaughlin, solicitor, and Kate Rigby, HR director, LochDelegation and supervision as core leadership capabilities . . . . . . . . . . 117Setting expectations and boundaries with modern teams . . . . . . . . . . . 118Managing people for quality, efficiency, and development . . . . . . . . . . 120Supervising without micromanaging . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 122Psychological safety and supportive challenge . . . . . . . . . . . . . . . . . . . . . . 124Delegation as a leadership skill, not a liability . . . . . . . . . . . . . . . . . . . . . . . . 124Building resilient teams through delegation . . . . . . . . . . . . . . . . . . . . . . . . . 125Learning from delegation failures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 126Clearer delegation, stronger supervision, better outcomes . . . . . . . . . . 127Chapter 10: Negotiation as communication . . . . . . . . . . . . . . . . . . . . . . . . . . . 129By Jonathan Middleburgh, principal, Edge InternationalNegotiation as a core communication skill . . . . . . . . . . . . . . . . . . . . . . . . . . 129Negotiation as communication process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129Two philosophies – positional vs interest-based negotiation . . . . . . . . 130The communication toolkit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 132Context and medium – where and how negotiation happens . . . . . . . 135Negotiation with your own client . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135Communication as a core skill . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 136Chapter 11: Agile and lean – new ways of collaborating and organizing work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137By Maria Govis, KPMGIntroduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137Where Agile and Lean come from . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137Agile and Lean for legal teams . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 141Working smarter – technology tools for modern legal practice . . . . . . 148Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 150Part III: Influence, Visibility and Career DevelopmentChapter 12: Networking with purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 153By Rebecca Overend, business development manager and associate, Irwin MitchellWhy networking matters more than ever . . . . . . . . . . . . . . . . . . . . . . . . . . . . 153Debunking myths and reframing networking for lawyers – why networking is a skill, not a personality . . . . . . . . . . . . . . . . . . . . . . . . 154Building genuine professional relationships . . . . . . . . . . . . . . . . . . . . . . . . . 155Internal vs external networks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 160Maintaining connections over time . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 163Networking for different career stages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 165Practical frameworks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 167Making networking a sustainable habit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 168Chapter 13: Turning relationships into results – mastering business development in modern practice . . . . . . . . . . . . . . . . . . . . . . . . . . . . 169By Yuliya I. LaRoe, JD, MBA, BD and leadership coach for lawyers and CEO at LeadWise Group, Inc The RainMastersTM Framework – the foundations of sustainable rainmaking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 169Discovering your natural rainmaking style . . . . . . . . . . . . . . . . . . . . . . . . . . 171Upgrading your business development mindset . . . . . . . . . . . . . . . . . . . . 173Developing a winning business development strategy . . . . . . . . . . . . . . 176The operating system of sustainable rainmaking . . . . . . . . . . . . . . . . . . . . 178Bringing it all together . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 183Chapter 14: Developing your professional profile . . . . . . . . . . . . . . . . . . . . . 185By Rebecca Harding, SaltwhistleWhy you cannot afford to ignore this . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 185How clients actually choose you . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 185Defining who you are . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 186The psychology that helps you win . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 187Your digital presence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 188Creating content that gets you noticed . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 190The new digital landscape – what you also need to be doing . . . . . . . . . 191Making it happen . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 195In summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 196Part IV: Leading Through ChangeChapter 15: Change management for lawyers – the human architecture of change in legal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 199By Dr Andrea Miskolczi, MBA, managing director, InterAlia ConsultingIntroduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 199The sponsor – permission as leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 200Managers and partners – the daily architects of culture . . . . . . . . . . . . . 201The change leader – bridging the gap between left and right . . . . . . . . 202The project manager – when structure serves people . . . . . . . . . . . . . . . . 203The power user – the most credible proof of concept . . . . . . . . . . . . . . . . 204The change champion – the bridge between vision and practice . . . . 205The sponsor alliance – when one sponsor is not enough . . . . . . . . . . . . . 206Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 207Chapter 16: The modern digital lawyer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 209By Daan Potjer, director, commercial and legal excellence, Loyens & Loeff N.V.Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 209Future-proof skills and mindset for lawyers . . . . . . . . . . . . . . . . . . . . . . . . . 210How AI is transforming lawyer workloads . . . . . . . . . . . . . . . . . . . . . . . . . . . 211Working smarter, not harder . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 212Fostering an innovative culture in the firm . . . . . . . . . . . . . . . . . . . . . . . . . . 213Rethinking the lawyer’s value proposition in an AI era . . . . . . . . . . . . . . . 214Embrace and adopt new technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 216Chapter 17: Becoming a trusted advisor and beyond . . . . . . . . . . . . . . . . . . 219By Stuart Maister, chief storyteller, Strategic NarrativeFirst, be trusted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 219What is trust? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 220Be a trusted… what? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 224Being a Trusted Partner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 225Trusted partnership can bring firm-wide benefits . . . . . . . . . . . . . . . . . . . 226Focus on the clients who are willing to build a partnership . . . . . . . . . . 227Be intentional about trust . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 227Chapter 18: The profoundly human law firm . . . . . . . . . . . . . . . . . . . . . . . . . 229By Jonathan Middleburgh, principal, Edge InternationalLearning from other shifts in technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . 230The shifting landscape – what AI can and cannot do . . . . . . . . . . . . . . . . . 230The Profoundly Human Lawyer – a model . . . . . . . . . . . . . . . . . . . . . . . . . . . 231The skills matrix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 234Developing human skills – practical approaches . . . . . . . . . . . . . . . . . . . . . 235A word on AI literacy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 237The competitive advantage that cannot be automated . . . . . . . . . . . . . . 237About Globe Law and Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 239

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