I remember like it was yesterday. I was a summer associate in my 2L year, eager to gain experience outside of litigation. I asked to try transactional work and was sent to one of the firm’s most successful finance partners. He quickly told me to “dupe and revise” a document he would send me. That was my only instruction. When I asked for clarification, he simply repeated the phrase.
I left his office confused and did my best with the assignment. His reaction made it clear I had missed the mark. I walked away feeling embarrassed and thinking transactional work wasn’t for me. In fact, I stayed in litigation for years after that experience.
What I didn’t realize then that I know now is that being a great lawyer is not the same as being a great leader. I have no doubt that partner was excellent at his craft. I also have no doubt his leadership skills were lacking.
TL;DR: Leadership Lessons I’ve Learned Since Law School
- Being a great lawyer does not automatically make you a great leader.
- Technical expertise is not enough; leadership is a skill that must be learned and practiced.
- How you show up emotionally can set the tone for your entire team.
- Feedback is most effective when delivered in real time and with care.
- You are not your billable hours; success is measured by the impact you enable through others.
- Being present and showing care matters more than you realize.
- You don’t have to be perfect to be effective.
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.
The Problem
In law school, we were taught to think critically, communicate persuasively and pay attention to detail. Law firm training, for me, was much more of the same, except with even greater emphasis on precision, especially as an M&A attorney.
Often, the best lawyers are promoted to managers because of their technical skills or business development success. But that doesn’t mean they’re prepared to lead people. Many of us were trained to be excellent issue spotters and risk mitigators, but not to build culture, align teams or communicate vision. We were trained to advise. Not to lead.
And when the promotion comes, we’re often thrown into the deep end. Leadership becomes a trial by fire. But it doesn’t have to be.
The Shift: From Advisor to Leader
Fortunately, I’ve had the benefit of learning from some incredible leaders — some I reported to, others I simply observed. One of the most important lessons I’ve learned is that leadership takes intentionality. It does not just happen. It is a skill to be developed, expanded and maintained just like our technical legal skills.
In my first in-house role, I supported a smaller business unit, and the leader of my team modeled what it meant to empower others. I remember going to him with a complex issue and asking what to do. Instead of answering, he said, “What do you think?” That simple question changed everything. I talked it through and realized I had solid instincts. I just needed the space to develop them. He helped me grow my confidence without needing to be the smartest person in the room.
Another lesson came from the way he delivered feedback. After a negotiation we both joined, he gave real-time feedback that stuck with me: “Chasity, you’re good at being right. But sometimes you want the other side to know you’re right. Being right isn’t the goal. Getting to the right outcome is. And if the other side thinks it’s their idea, let them.” That advice made me better at my job and better at navigating life in general.
That kind of modeling helped me shift from thinking like an advisor to acting like a leader. And the truth is, leadership in legal doesn’t just happen automatically with seniority. It requires intention and daily practice. Over time, I’ve learned some core principles that have helped me lead more effectively, especially in fast-paced, high-stakes environments.
Here are a few that stand out.
Leadership Principals for Legal Leaders
1. Your tone sets the tone.
When you lead a team, especially a large one, people bring all kinds of perspectives and emotions to the table. Your ability to remain measured, calm and open to feedback matters. When the topic is tense, listen more than you speak. Once a decision is needed, explain it clearly and take ownership. Don’t blame leadership above you. Stand behind your reasoning, address concerns and be decisive.
2. You are not your billable hours.
This one is especially for those in-house. You’re no longer judged by how many hours you bill, but your time is still highly valuable. It’s important to prioritize intentionally and visibly. For example, my team uses a shared-priorities tracker where everyone can see what we’re working on, what matters most and how we’re progressing. It builds alignment and accountability.
3. You don’t need all the answers.
Build a team with different areas of expertise and lean on them. Don’t be afraid to say “I don’t know” and let others step into their strengths. That’s how you get the best outcome, and it’s how people grow.
4. Feedback is a gift.
One of the best ways I’ve developed as a leader is through feedback. I’ve adopted anonymous “start, stop, continue” surveys with my team, where they can tell me what I should start doing, stop doing and continue doing as a leader. The insights are invaluable. I’ve learned where I’m adding value and where I’m unintentionally getting in the way.
5. Presence matters.
I realized a few years ago that I needed to show up more fully during meetings, especially one-on-ones. I now put down my phone, close other windows and focus. I ask how their weekend was, how their kids are doing, what’s on their mind. If it matters to them, it matters to me. Those little moments build trust.
Closing Reflection
Leadership is not about having it all figured out. You don’t have to be perfect to be effective. It’s about showing up consistently, caring about your people and being willing to grow. And yes, it’s hard. Especially when you feel like you should already have the answers.
But leadership is not a title. It’s a skill. One that can be learned. And like any skill, the more intentional you are, the better you’ll get.
So here’s my invitation.
What leadership lesson do you wish someone had taught you?
What’s one skill you want to build that law school never mentioned?
Reflect on those. Share them. Teach them. That’s how we all get better individually and as a profession.
Editor’s note: This series explores what it really means to lead with clarity, courage and purpose — especially in high-stakes environments. If you missed Chasity’s first article, she draws from her experiences as a law firm associate, in-house legal executive, board leader and mentor, to share lessons that go beyond titles and job descriptions.
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.