No one really knows how the game is played //  The art of the trade  // How the sausage gets made // We just assume that it happens // But no one else is in // The room where it happens

Lin-Manuel Miranda


Since graduating from law school in 2015, I’ve spent a lot of time in the room where it happens. I’ve served in leadership roles on local, state, and national bar associations; I’ve traveled around the country speaking with lawyers and law students of all sorts; and I’ve helped the sausage get made.
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Photo by Jehyun Sung on Unsplash

Post 100 is Henderson’s opinion. It’s also a note to introduce Jordan Couch’s essay on the Washington State Bar.


The U.S. legal profession is suffering from an enormous leadership vacuum.  As a collective group, the lawyers with the most stature and gravitas — law school deans, managing partners of prestigious firms, GC of major companies, state and federal judges — are failing to step up, largely because each has a day job that is all consuming. As a result, profits per partner climb, in-house lawyers get their bonus, law schools hang onto their US News ranking, and the courts make it through another challenging fiscal year. But collectively, we have very few establishment leaders exhorting us to evolve in the public interest. That’s a vacuum.
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Lawyers Trust Fund of Illinois has been thinking about this question for more than 30 years.  Often, the answer involves legaltech.


On the outside chance that the afterlife involves a meeting with St. Peter at the Pearly gates, those working for the Lawyers Trust Fund of Illinois (LTF) will have good story to tell. 


Microsoft’s legal department has the talent, resources and vision.  With enough time, a “Microsoft system” could evolve that will be as influential as the original Cravath system.


I was very fortunate to be invited to the most recent Microsoft Trusted Advisor Forum, which took place on September 20 at Microsoft’s Redmond campus. The Forum featured



The Difficult Problem Framework is a simple tool that requires continuous learning and objectivity. Part II of a two-part series.


The framework above was developed to solve very difficult problems related to organizational change, particularly those now facing the legal field. I realize the framework looks laughably simple. That said, it’s harder to apply than