Why Great Lawyers Don’t Always Make Great Leaders
Legal Skills ≠ Leadership Skills
The best litigator in the firm may crush it in court — but that doesn’t mean they can lead people, manage teams, or drive strategy.
Great lawyers aren’t always great leaders.
The Risks of the Assumption
Poor People Management. Legal brilliance doesn’t always equal empathy or coaching skills.
Misaligned Priorities. Top billers may prioritize personal revenue over firm growth, if not compensated effectively.
Staff Turnover. Weak leadership drives good people away.
Strategic Gaps. Legal expertise doesn’t cover operations or scaling.
Example: The Lawyer-Leader Gap
I worked with a firm that elevated its top litigator to managing partner. He was excellent in the courtroom — but disorganized, impatient with staff, and uninterested in strategy. Morale dropped, turnover spiked, and the firm stalled. We were able to position a project manage who was also a people person underneath this leader and things worked a lot more smoothly.
The COO’s Role
A fractional COO brings:
Leadership systems.
Operational expertise.
Accountability frameworks.
Balance so lawyers can focus on lawyering.
The Bottom Line
Don’t confuse great lawyers with great leaders. The skill sets are different — and firms need both.
At ING Collaborations, I help firms bridge the lawyer-leader gap with operational leadership that drives growth.
To learn more about what a proper leadership team can do for your firm, take a look at our previous blog here.