In the legal profession, we’re trained to argue, advise and analyze. But leading is often left to chance. This series explores what it really means to lead with clarity, courage and purpose — especially in high-stakes environments. Drawing from my experiences as a law firm associate, in-house legal executive, board leader and mentor, I’ll share lessons that go beyond titles and job descriptions. Whether you’re a junior attorney, law firm partner or general counsel, I invite you to reflect on how your values, choices and actions shape the culture you create and the legacy you build.
Want to Lead Well? Start with Values
The deal was unraveling. Stress was high, and so were the stakes. Internal and external stakeholders clashed, and the deal team was caught in the middle, tasked with pushing business objectives forward while managing significant risk.
I’ve been in these moments many times over the course of my legal career, especially in M&A deals. Some leaders rise. Others fall short. And often, it has little to do with technical expertise or pedigree.
The difference? One leader led by title. The other led with values.
TL;DR: Tips for Ensuring You’re Leading from Your Values
- Start with clarity. You can’t lead with your values if you haven’t named them.
- Act with consistency. Your actions must align with what you say you value — even when it’s hard.
- Model visibly. The best leaders go first. They show what “good” looks like.
- Embed what matters. Systems and structures should reflect and reinforce shared values.
- Expect results. Teams led by values outperform those led only by command and control.
Values-Based Leadership Is a Game-Changer
When pressure rises, technical expertise alone won’t carry you. Leadership grounded in values builds trust, aligns teams and strengthens client relationships. I’ve learned this through experience: in law firms, in-house legal departments, corporate boardrooms and community settings.
In one deal, the leader was scattered. Communication was inconsistent. The client’s objectives were murky, and the team was left guessing. Credit was hoarded for good outcomes and blame shifted for bad ones. We closed the deal, but trust was broken. Associates avoided that partner at all costs.
In another transaction, the leader set the tone early. Expectations were clear. Everyone, from the most senior partner to the junior associate, understood their role and their value. Credit was given generously. The leader even took accountability for mistakes that weren’t hers. That deal also closed, but this time the team emerged stronger. We trusted each other. We wanted to work together again. And we did.
What Is Values-Based Leadership?
It means leading from your core values. The values that matter most to you, whether you’re in the boardroom, the courtroom or at your kid’s soccer game.
Early in my career, I thought I needed to separate my “work” self from my “real” self. At work, I pushed hard, stayed late, said yes to everything and struggled to find joy or balance. At home, I tried to be present and grounded. But the separation didn’t serve me or anyone around me.
Over time, I learned that my values needed to be consistent across settings. They guide how I lead, how I parent, how I handle conflict and how I serve. And they don’t change just because my title or job does.
My Core Values
Before we get into the mechanics of how to lead with values, let’s talk about the values themselves. For me, it always comes back to three: family, community and impact. These aren’t abstract concepts. They’re deeply personal and show up in how I make decisions, how I spend my time and how I lead. Here’s what they look like in my life and why they matter.
Family
I have an amazing husband, who’s also an attorney and my biggest supporter. We’re raising two soccer-loving kids, which means weekends on the sidelines, evenings at training and a family calendar that looks more like a tournament bracket. But showing up — for games, for practices, for the quiet moments in between — is how I live out this value. I’ve built boundaries to protect both family and leadership. I won’t choose between them.
Community
I became a lawyer because I believed lawyers help people. That belief hasn’t changed. Whether mentoring first-gen law students or serving on nonprofit boards, I strive to create access and uplift others. I try to make space where there hasn’t always been space.
Impact
My parents taught me to give my best to whatever I do. Titles come and go, but the legacy you leave behind matters. I want my work to make things better, not just busier.
Three Core Practices: Clarity, Modeling, Embedding
Knowing what matters is the first step. But living out those values — especially in high-stakes environments like law, leadership or parenting — requires more than good intentions. It takes deliberate practice. Over the years, I’ve found that three disciplines help me stay aligned with what I care about most: clarity, modeling and embedding. These are the tools that turn values into action.
Clarity
You can’t lead by values if you don’t know what they are. Once I gained clarity on mine, everything else flowed more easily: career decisions, team priorities and how I navigate the gray areas. Choose values that translate across all parts of your life. If they don’t work at home, they probably won’t work at work either.
Modeling
James Baldwin said, “I can’t believe what you say, because I see what you do.” Your team is watching — how you show up, who you recognize, what you tolerate. If I say I value impact but reward busyness, people chase activity over results. If I claim to value well-being but send midnight emails, I’m sending mixed signals. Leadership is less about speeches and more about signals.
Embedding
James Clear reminds us, “You do not rise to the level of your goals. You fall to the level of your systems.” We embedded our values into our legal team by aligning performance reviews, team rituals and recognition with what we say matters. One example: We reward solution-oriented behavior. That means building relationships with internal clients and saying “yes” when we can, even when it’s easier to say “no.” This small shift has helped build trust and changed how we partner across the business.
Practical Tips for Values-Based Leadership
These practices have shaped how I lead teams, grow organizations, and make tough calls. They’re not just theory. They are the foundation of how I strive to operate day to day. And while every leader’s context is different, I believe there are a few universal steps that anyone can take to lead with more clarity and intention.
1. Clarify your values.
Narrow it down to 3–5 values that ring true across your life. Use them as decision filters.
2. Audit your leadership shadow.
Your team sees what you reward, how you act under stress and where you spend time.
3. Align your systems.
Make sure your metrics, feedback loops and rituals support — rather than contradict — your values.
4. Communicate clearly.
Don’t assume people know what you stand for. Say it. Show it. Revisit it.
5. Invite feedback.
Ask your team, “What do you think I value most as a leader?” Then listen with curiosity.
A Case in Point: The NEW Roundtable
In 2014, I invited a group of trusted friends and colleagues to dinner with one powerful intention: to create a space where we could empower one another, expand our impact and influence the legal profession. That gathering sparked the creation of The NEW Roundtable.
From the beginning, our values were clear — empower, impact, influence. These weren’t just aspirational phrases. They reflected how we were already showing up in our personal and professional lives. As a community of Black women lawyers, we were committed to lifting each other up, amplifying our voices and creating meaningful change.
Clarify your values.
Empowerment meant building a strong internal network that supported one another’s goals, celebrated wins and made space for honest dialogue. Impact meant leveraging our collective voice in public forums through speaking, writing and board service.
Influence meant developing partnerships with law schools, firms and companies to drive systemic change.
Audit your leadership shadow.
As a founding board, we understood that our behavior would shape the culture more than any policy or mission statement. When we listened more than we spoke, others did the same. When we modeled transparency and humility, that behavior echoed across the membership. Over time, our leadership style became part of the group’s DNA — intentional, inclusive and aligned with our core values.
Align your systems.
We moved from informal gatherings to a structured organization with a board, bylaws, nomination processes and standing programs. Every decision we made, from programming to partnerships, was filtered through the lens of our values.
Communicate clearly.
We didn’t just assume our values were understood. We wrote them down. We said them out loud. We infused our mission into event invitations, sponsorship conversations and board discussions. Even during moments of transition or tension, clarity of purpose kept us grounded.
Invite feedback.
Through board retreats and listening sessions, we opened space for reflection and recalibration. When I resumed the role of president in 2024, we asked ourselves what was working, what had changed and what they needed next. That feedback helped us align priorities and invest in a stronger leadership pipeline.
Today, the NEW Roundtable is over 100 members strong. But the foundation hasn’t changed. We’re still rooted in authentic leadership, powered by values and sustained by a community that believes in rising together.
Closing Reflection
In any profession, titles shift, clients move on, trends evolve. But your values? They shape your legacy.
They determine whether your leadership builds loyalty or drives attrition. Whether you cultivate trust or fear. Momentum or stagnation.
Here is my invitation. Take 15 minutes today and ask yourself: “What values guide the way I lead when the pressure is highest, and would my team say the same?”
This matters, because leadership isn’t just about driving results. It’s about building something worth believing in and leaving a legacy in the process.
Publisher’s note: Chasity will be speaking on April 13 at The Dallas Morning News for a Texas Lawbook Leadership Symposium program in partnership with the DFW Chapter of the Association of Corporate Counsel. Please email brooks.igo@texaslawbook.net for more information.
About the Author
Chasity Wilson Henry is a senior legal executive, board leader and advocate for values-based leadership in law and beyond. She currently serves as senior vice president and general counsel at Jacobs. Connect with her on LinkedIn.