If leadership exists, shouldn’t it be possible to define a unique set of qualities and skills required? And if we had such a definition, wouldn’t it logically be easier for us to develop ourselves and others as leaders?
Law schools, and therefore law students, have your number. Schools go to great lengths to prepare their students for their OCI experience—sharing lists of interview questions to be prepared for, lists of questions to ask of their interviewers and even classifying the different types of interviews and interviewers students may come across. For example, New York University School of Law highlights the following interviewer types.
If you are gearing up to deliver developmental feedback to a colleague, here are some quick ideas as to how you can do it effectively.
Think back to the first day of summer when you were a child. What was around the corner? Chances are, the possibilities felt endless, and you were brimming with ideas for how to play. This desire to investigate, explore and learn is the very definition of curiosity. .
“Executive presence” is for many people I talk to in law firms a “know-it-when-you-see-it” kind of thing. While they may be confident that they can tell you who has it, or more often in the context of lawyer coaching, who doesn’t, they may struggle to define it clearly.
If you are a partner or senior manager, you have likely had the experience of finding an associate standing in your doorway with that sheepish look suggestive of an impending admission. Unfortunately, something has gone terribly wrong.
Let’s face it. We all need feedback. Otherwise we have no choice but to guess and make assumptions about how we are seen by our colleagues, and about whether we are meeting their expectations. It’s unwise to adopt the mantra of “No news is good news”! If you have one of those managers who takes the view that they will only say something if they have to (perhaps electing not to say anything until the annual performance review), you’re unlucky. But a lack of explicit focus by others on your development does not give you a free pass in the context of feedback.
Partner Diane Costigan quoted in Law360.
It is part of the human condition to assess and evaluate others. As a result, in working with colleagues, we often have an internal dialogue monologue in which our thoughts and comments on their performance surface. And yet, that’s more often than not how we leave things – internal and unspoken. Our inside voice may be loud. But our colleagues can’t hear us.