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.
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Culture. Character. Practices. Systems.


When it comes to empirical research on lawyers, we’re all lightweights compared to Randall Kiser.  Over the last decade, Kiser has authored books on lawyer decision making in the context of litigation, Beyond Right and Wrong (2010), the mindset and work habits of trial lawyers who consistently outperform their peers, How Leading Lawyers Think (2011), and an empirically grounded analysis of the skills and behaviors needed to build a successful legal career, Soft Skills for the Effective Lawyer (2017).
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Photo by Sagar via Unsplash / Like all complex ecosystems, the legal industry and its problems are interdependent and connected.

Disillusionment abounds and frustrations run high in the legal industry: nearly all signals scream at us to innovate faster. Inspire.Legal flipped the script by asking us to stop, collaborate and listen.

Godfather with his crew. From left to right: Jae Um, David Cambria, Casey Flaherty, Microsoft Trusted Advisor Forum, Sept 2018.

“If you set out to be an innovative company but don’t have or can’t create an A+ team of people, you’re just fantasizing. You really need great people.”

— Prof. Gary Pisano, Harvard Business School



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