Why Partner Development is the Key to Law Firm Resilience

Host Jennifer Simpson Carr is joined by one of Furia Rubel’s newest International Faculty members, leadership consultant Mark Beese, to discuss the urgent need for partner-level leadership development in today’s volatile, uncertain, complex, and ambiguous (VUCA) legal environment. With more than 35 years of professional services management experience—including 17 years advising law firms, legal departments, law schools, and global legal networks—Mark offers a candid look at how shifting client expectations, generational differences, and rapid technological change are reshaping the leadership demands placed on law firm partners.

What’s driving the need for partner development now?
Mark explains that many partners ascend to leadership without formal training in areas like change management, feedback, delegation, and vision setting—skills that are essential to navigating today’s fast-moving challenges. Without these capabilities, firms risk losing valuable talent, seeing client relationships suffer, and missing opportunities to lead rather than react to change.

How are generational shifts impacting law firm leadership?
The expectations of younger attorneys and partners have evolved dramatically over the last decade. From demands for more frequent feedback to flexible work arrangements, younger professionals bring a different set of values and communication styles. Mark emphasizes that bridging these gaps requires intentional leadership and structured development programs that prepare partners to engage and retain top talent across generations.

What role does technology—especially AI—play in the leadership conversation?
Technology is transforming legal work, from AI-assisted drafting to unstructured data analysis. Mark shares insights from a recent roundtable of professional development leaders on how firms can use AI strategically while mitigating risks. He underscores that technology adoption, like other major changes, requires a clear vision, flexible structures, and leaders who can align innovation with firm values.

What can firms do to close the leadership gap?
Mark outlines practical steps, including creating a baseline leadership competency model, offering tailored academies for different career stages, and embedding leadership development into the fabric of a lawyer’s professional journey. He notes that while some firms are beginning to follow the model of Big Four accounting firms in offering structured, progressive leadership training, there’s still significant room for growth in the legal sector.

Resources:

• Furia Rubel’s International Faculty: https://www.furiarubel.com/our-team/faculty/
• Mark Beese, Furia Rubel International Faculty: https://www.furiarubel.com/our-team/members/mark-beese/
• Deb Ruffins, Furia Rubel International Faculty: https://www.furiarubel.com/our-team/members/deborah-ruffins/
• Association of Corporate Counsel: https://www.acc.com/
• Gina Rubel, CEO & General Counsel, Furia Rubel Communications: https://www.furiarubel.com/our-team/members/gina-f-rubel/
• Harvard University’s Leadership Program: https://professional.dce.harvard.edu/executive-leadership-programs/

Coming Up Next:
Don’t miss next week’s follow-up episode, where Jennifer and Mark shift their focus to leadership development for the next generation of attorneys where they explore how law firms can attract, engage, and retain rising talent through intentional career growth and leadership strategies.