But being good at bringing in business isn't the same as being strategic about it.
It's easy to assume that if the numbers are strong, everything else is working. But high billings can mask a lot – team churn, relationships spread too thin, energy going to the wrong opportunities, momentum that isn't actually building toward anything.
Being seen as a strong collaborator can be its own assumption. Is it genuinely building something firm-wide, or is it too narrowly focused?
The demands of a busy practice rarely leave room to step back and ask which of it is actually working. What would be a better use of your attention?
Sure, coaching isn't for everyone. But even the most gifted originators can fine-tune their approach.
Stepping back to refine your practice strategy or build sustainable, firm-wide momentum?
Explore my executive coaching services for law partners or get in touch for a confidential, peer-level discussion.