What Leadership In Law Really Looks Like Now

By Christine Shimoda

Kelly Margani recently said it out loud: the pressure on lawyers is real—and it’s rising.

She’s right. And as we look to 2026, the bigger question becomes: what does it actually mean for leadership in law right now?

It’s no longer just about titles or tenure. Leadership today is about navigating uncertainty while staying anchored to people, priorities, and purpose. And that’s getting harder—not because lawyers are less capable, but because the conditions have changed.

The traditional path to partnership? No longer linear—sometimes, not even visible. The business builders of tomorrow are expected to grow without the scaffolding their predecessors relied on. According to the Canadian Bar Association’s 2023 Lawyer Workforce Survey, nearly 60% of managing partners say their firms aren’t prepared for the retirement of senior lawyers. Fewer than half have a formal succession plan in place.

That’s not just a planning gap. It’s a leadership one.

At the same time, client expectations are shifting fast. In a world of instant answers and AI-enabled self-service, it’s not enough to be excellent. You need to be known. You need to be clear. You need to be trusted—often before a file ever lands on your desk.

According to Thomson Reuters’ 2023 Legal Buyer Survey, 71% of Canadian corporate clients now value responsiveness and clarity more than legacy reputation when selecting counsel. That’s a signal: reputation still matters, but relationships are what close the gap.

Internally, the ground is moving too. Hybrid work, heavier files, complex team dynamics—lawyers are trying to lead, grow, and deliver, all at once. Time and attention are fragmented. Business development becomes episodic—something lawyers sprint toward when targets loom, and abandon when the billable wave crashes back in.

And yet, firms that invest in development—of their people, their relationships, and their culture—are more resilient, more adaptable, and better positioned to lead through uncertainty.

So what’s the opportunity here?

It’s in the shift—from trying to have all the answers, to asking better questions:

• How do I lead in a way that’s sustainable, not just successful?

• How do I deepen relationships in a fast-moving, hybrid world?

• How do I build visibility and credibility, even if I’m not the loudest voice in the room?

These are the questions we explore with our clients—lawyers and leaders at every stage of their careers. And what we know is this: leadership isn’t a trait. It’s a practice. One that can be supported, sharpened, and strengthened.

And the ROI is clear. In fact, a 2024 CCCA/Mondaq report shows that when corporate legal teams are choosing outside counsel, client service and business‑understanding rank immediately after technical expertise as value drivers. 

So if you’re already doing the work of leadership—thinking strategically, creating opportunity, showing up with intention—you don’t need a new title. But you might need a better system. One that gives you space to reflect, tools to stay focused, and support to keep going.

That’s what we build at SGI—not more pressure, but practical scaffolding to help you lead in the real world.

And if that’s what you need in 2026, we’re ready when you are.

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