We are all leaders now.


As corporate leaders, we are all accustomed to operating with our set business strategy and making tactical and resourcing decisions tied to that guiding strategy.  But, as Bill stated in his public service channel announcement, “what was important last week seems completely irrelevant today.” Post 141. How relevant is


Without effective communication principles, advanced statistics are useless. Some of my key lessons from the field.


The graphic above provides a breakdown of 2018 law school graduates with diverse race/ethnicity backgrounds. Each hand represents 100 JDs. The colors represent four different categories in the U.S. News law school rankings. Thus, the Tier 3/4 schools have the largest number of diverse race/ethnicity graduates—4,500 JDs, or about 45% of all diverse 2018 JD grads. Likewise, only 1,300, or 13%, attended elite T-14 schools, which is clear, useful information for legal employers who have urgency regarding diversity.
Continue Reading How to talk data and influence people, including lawyers (137)


A story for the New Year.  Maybe you can relate.


I recently turned 57 years old.  Although I am dismayed and disappointed by many things happening in our republic, and impatient with an industry, profession and educational complex that is supposed to operate in the public interest, whatever quantum of cynicism I possessed went away in 2019. Moreover, it happened quickly, albeit many of the pieces were put into place more a decade ago.
Continue Reading Losing my cynicism (131)

[click on to enlarge]

One-to-many legal solutions are built by teams of multidisciplinary professionals. It’s time to build a legal talent supply chain.


The above graphic is a map of the human capital needed to create “one-to-many” legal solutions (Human Capital Map).  It’s a dense graphic on a complex topic. To explain its structure and the key insights it provides, I’ll cover the following topics:
Continue Reading Human capital for one-to-many legal solutions (126)


Our profession evolves through people. Some are stepping up.


Everyday, when I am paying attention, the world is nudging me to let go of something wrong and unhelpful. A friend of mine calls it “dropping the rock.”  The rock is an assumption about how the world operates that can’t be reconciled with an honest evaluation of facts and experience.
Continue Reading Dropping the Rock: three examples (112)

Source: Randall Kiser, DecisionSet

American law firms are threatened by acute needs and limited capabilities in three domains: leadership, meaning, and service.


Media attention shifts rapidly from law firm profitability to gender bias and from technology to new lateral partners. Yet, if we pull back to conduct a deeper analysis, what we observe is a law firm sector grappling with three interrelated threats that are seldom the focus of sustained attention:  insufficient leadership, attorneys’ lack of meaning and purpose in their work, and client service. As shown in the above graphic, these three domains are the linchpins of law firm performance and sustainability.
Continue Reading Law firm leadership (111)


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.
Continue Reading What is going with the Washington State Bar? One (young) lawyer’s perspective (101)

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.
Continue Reading Leadership, current and future (100)