What makes someone a great legal leader in 2025? It's probably not what you think.
Sure, strategic vision matters. So does commercial savvy. But ask hundreds of legal professionals what really makes a leader stand out today, and the top answer is surprisingly human: theyāre a good communicator.
In a recent UUĀćĮÄÖ±²„ survey, half of lawyers said communication was the defining trait of a strong law firm or in-house legal leader, beating out integrity, commercial awareness, and even emotional intelligence.
In todayās high-pressure, hybrid, tech-accelerated legal world, clarity, trust and connection arenāt just nice-to-haves ā theyāre the glue that holds high-performing teams together.
So how can legal leaders communicate better? Based on behavioural research and feedback from legal professionals themselves, here are five powerful techniques you can use right now.
Being a āgood communicatorā might sound basic, but the skills behind it are anything but. Recent research from and identifies communication as the most consistent driver of effective leadership across industries ā especially when it builds trust, clarity, and engagement.
In legal settings, where stakes are high and teams are often under pressure, how leaders communicate can make or break a teamās ability to perform.
Legal work is complex, but leadership communication shouldn't be. Research shows that teams perform better when they understand the goals, boundaries, and expectations clearly. Ambiguity breeds errors and disengagement.
How to do it:
Transparency fosters psychological safety, a key ingredient for innovation and team cohesion. Teams that feel "in the loop" are more engaged, loyal, and willing to speak up.
āWeāre introducing a new document automation platform next month to help reduce time spent on routine NDAs and contracts. I know new tech can feel like extra work at first, so weāll offer training and keep the pilot small ā starting with just two workflows. Your feedback will shape how we expand it.ā
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Law firm leaders work with a wide range of stakeholders ā equity partners, clients, associates, business services teams, and support staff. Using the same language with all of them risks misalignment. Adapting how you communicate shows emotional intelligence and helps secure buy-in across the firm.
Updating your team? Try: āBecause of your responsiveness on deals, weāre seeing more repeat work ā thatās being noticed, and itās helping the whole firm.ā
Studies show that many leaders focus on broadcasting messages but forget to listen. Teams are more effective when their voices are heard, especially in law, where junior staff often spot inefficiencies first.
Example: During a weekly team meeting, say: āWeāve changed the client intake process ā does anyone see any friction points or red flags?ā Then pause and wait. Invite input without judgment.
Legal environments can be high-pressure and hierarchical. Leaders who show authority and humanity foster resilience and loyalty, especially during change.
These techniques arenāt just nice-to-haves. Theyāre strategic leadership tools. In legal teams where the pace is fast and the stakes are high, great communication is what holds performance, culture, and trust together.
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