Leading firms are where top talent doesn't just work but wants to stay and grow
Imagine a law firm where lawyers, paralegals, and support staff operate at peak performance, not because they have to, but because they want to: a firm where jobs become careers and employees become invested stakeholders who are engaged, supported, growing, and delivering. What makes this possible? Four fundamental C’s: Care, Context, Clarity, and Coaching.
Lawyers don’t just want a paycheque – they want a purposeful career. Firms don’t want employees who clock in – they want people who grow with them. The desire of both intersects when both parties care about one another and are on the same team. Despite what it sounds like, “care” isn’t a soft skill; it’s one of the most powerful leadership strategies for the most seasoned, effective, and mature leaders.
What does this look like in practice? It starts with listening: leadership asks questions to understand what motivates their lawyers and excites them about their work, and what thriving looks and feels like. It is built on noticing: it seems simple, although it’s not always easy, to see what is unsaid, notice changes to typical behaviour, and inquire why that may be. The earliest signs of disengagement are observable before they’re audible. Care is also shown by acting: if firms want lawyers to demonstrate care, purpose, and engagement, leaders need to show and not tell by modelling the way consistently and visibly. Gravity forces things downhill, including culture.
The most successful firms function like orchestras, each member in sync with the bigger picture. Exceptional firms prioritize transparency, ensuring everyone (from junior associates to senior counsel to administrative staff) understands firm goals, client expectations, and industry trends. They answer the question: Why does this work matter in the context of the firm ecosystem?
By providing lawyers with context for how their work impacts the firm and the effects of delivering or not delivering on their role, they are positioned to take ownership of what they do. As their ownership of results grows, they can enjoy more autonomy in how they do their work as the trust between them and the firm grows.
Uncertainty is the enemy of efficiency. In an industry where precision is paramount, unclear expectations can lead to costly mistakes, burnout, and disengagement of even top-performing lawyers. The best firms clearly define roles, implement structured and unstructured feedback loops, and consistently recognize lawyers who achieve or surpass expectations.
Exceptional firms implement this in both directions. They explain what is expected of their lawyers and go the extra length to make clear what lawyers can expect from the firm and its leadership. This mutual clarity (and accountability) fosters trust, which, in turn, strengthens commitment.
Lawyers must keep learning and evolving to perform at their best. While junior associates start by consuming mentorship and eventually may become mentors, coaching is a strategic tool that fuels continuous growth at every level. Top-performing law firms invest in mentorship, professional development, leadership training, and coaching, creating an ecosystem where learning never stops.
Exceptional firms not only provide professional coaching services to their lawyers but train all firm members in basic coaching principles so that the magic that makes coaching such an effective tool infuses the firm’s culture. Whether through formal training programs or casual coffee chats, coaching fosters a culture of collaboration, ensuring that every individual has the tools to excel.
While legal talent may be a baseline for a top-performing firm, high engagement and retention give a firm a competitive edge. When lawyers and firm leaders are mutually and personally invested, understand their roles in the larger framework, have clear and consistent expectations, and receive ongoing coaching through formal and informal channels, their performance soars.
The result is sustained top-performing teams, stronger client relationships, and a firm that doesn’t just compete but leads. Leaning on these principles, especially in an era where law firms face unprecedented potential for disruption, will not only retain top talent but also redefine who leads in the legal industry.
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Lejla Pekaric is the chief of growth/COO at YLaw, an award-winning and the fastest-growing family law firm in BC. She has over 10 years in senior leadership roles in national and regional high-growth firms.
