Southren
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Many law firms think they have performance, communication, or people problems. More often, they have an alignment problem. In this second installment of our leadership series, we explore how misalignment quietly creates friction, slows progress, and undermines performance—and why creating clarity may be one of the most important leadership practices in today’s legal environment.

Many lawyers are working hard on business development but seeing little traction. The problem often isn't effort—it's diffusion. When your attention is spread across too many relationships, platforms, and priorities, momentum becomes impossible. Learn why focus, not more activity, is the key to building a sustainable book of business.

Leadership today isn’t about titles or authority. It’s about how you show up. In a profession shaped by complexity, uncertainty, and constant change, the skills that make someone a great lawyer don’t automatically make them an effective leader. In this article, Kelly Margani explores why leadership is an ongoing practice of communication, adaptability, and intentional behaviour—not simply a promotion.

In many firms, the office manager isn’t just managing operations. They’re the institutional memory. Over time, critical knowledge about finance, HR, IT, vendors, and workflows becomes embedded in one trusted person. When they leave unexpectedly, the disruption exposes something deeper than an operational gap. It reveals a leadership and systems issue that many firms never intended to create.