Why Does Emotional Intelligence Matter in Law Firm Leadership
- Ad Min
- Dec 16, 2025
- 7 min read
The legal world is changing fast. Law firms today face more competition, tighter client demands, and growing pressure to adapt. Technology continues to reshape the way lawyers work, while younger professionals expect a culture that values balance, teamwork, and growth. In this environment, strong leadership matters more than ever.
It’s what keeps a firm steady, focused, and moving forward. The way leaders guide people, handle pressure, and build trust now defines long-term success. That’s where the idea of law firm leadership really comes into focus.
David Stewart knows this better than most. He’s an international lawyer and business leader who’s led major firms in the UK and the Caribbean. As CEO of Olswang, he guided its growth before CMS acquired it. Later, he joined Griffiths & Partners, now part of Dentons, where he continues to build global legal and financial services.
Over the years, he’s built strong litigation teams, mentored partners, and led with a mix of strategy, empathy, and resilience. His work demonstrates that leadership in law extends beyond titles; it’s about consistency, fairness, and emotional awareness.
In this article, we’ll learn how David Stewart built his law firm leadership career. We’ll explore what makes a great partner, how reinvention drives growth, and why teamwork and respect are essential for maintaining firm strength.
How David Stewart Built His Law Firm Leadership Career and What Makes a Successful Partner
David Stewart’s path in law started in a small East London practice after studying sociology at York. He earned just £2,800 a year, which quickly showed him that passion alone couldn’t pay rent.
So he moved to a Lincoln’s Inn Fields firm, then to the Turks and Caicos Islands for a short stint before returning to London to join SJ Berwin in the 1990s.
Early Career Lessons
At SJ Berwin, he saw both brilliance and burnout. Founder Stanley Berwin demanded perfection. Every document had to be printed in triplicate, and any errors were immediately identified. It taught discipline but created tension.
Stewart worked with big clients like Philip Green and Morris Achi, yet he noticed the firm lacked teamwork. Lawyers competed instead of collaborating, and that environment eventually led him to seek something better.
Building a Collaborative Practice at Olswang
In 1997, Stewart joined Olswang, a small firm of nineteen partners. He became head of commercial litigation with only a few associates. The firm was young, bold, and open-minded. It welcomed new ideas and encouraged cooperation.
Olswang’s energy stood out in London’s legal scene:
Partners worked together instead of guarding clients.
The firm attracted exciting tech and media clients during the dot-com boom.
Everyone shared the same goal: growth built on trust and teamwork.
That phase, he says, was his happiest because it blended learning, ambition, and shared purpose.
Defining a Successful Partner
For Stewart, success means putting in more effort than you reap in return. A good partner builds clients, mentors juniors, supports peers, and fosters a strong culture within the firm. Collaboration, he says, separates thriving firms from failing ones.
When partners act as contributors, rather than takers, the entire firm benefits. And when they share the same moral clarity and purpose, clients feel it too. That mindset, he believes, keeps any law firm strong.
How Reinvention Shapes Law Firm Leadership and Career Growth
Reinvention in law is practical career tuning, not a reset. You review your strongest skills, choose where they create the most value, and then act. If you’ve hit a crossroads, pause and set a clear brief for yourself.
What work uses your best judgment and brings steady demand? Answer that, then build around it with simple steps. Start small, validate results, and keep only what works.
Moreover, keep your options open, but commit to one main path so progress compounds. Clients respect clarity and consistency more than flair.
Building New Directions in Legal Practice
Utilise your core strengths to create services that endure. If you excel in complex client care, consider building a focused offer around succession, governance, disputes, or cross-border matters. Tie each offer to a clear problem and an outcome you can deliver.
Then shift part of your effort to long-term revenue. That means recurring mandates, retainers, or trust and estate services that renew on an annual basis. Keep the model simple. Document the steps, set service levels, and price with a calm head.
However, expect slow starts. Relationship work compounds if you show up, solve real issues, and track results. Review quarterly. Cut what drags. Double down on what sticks.
Transitioning from Partner to Leader
Moving from top biller to leader is a different job. Technical skill helps, but leadership rests on three pillars:
Self-awareness: know your triggers, limits, and blind spots, then staff around them.
Emotional intelligence: listen first, set direction second, and keep people informed.
Conviction: hold a firm, sensible view of where the firm is going.
Leadership can feel isolating, so build peer support outside your firm and protect your energy. Set clear aims, repeat them often, and align rewards with the behavior you need.
That said, expect pushback. Stay steady, explain the why, and keep decisions fair. People don’t need to like every call. They need to trust the process and see progress.
Why Lateral Hiring in Law Firm Leadership Often Fails and How Firms Can Improve It
Lateral hiring can accelerate growth, but it often fails when firms overlook the groundwork. Success depends on clarity, trust, and early support. When those pieces align, new partners settle in and deliver tangible results.
Why Many Lateral Moves Fail
Failure often starts with a poor setup. Firms drop a new partner into a weak team and expect quick wins. That breeds tension and quiet pushback.
The fix is simple and practical. Tie every hire to a clear plan, then show the team how the person aligns with it. If people understand the purpose, they help rather than resist.
Use light structure where it counts:
State the growth goal and the gaps to fill.
Explain how the hire supports that plan.
Agree on first-year priorities and review points.
Building Confidence and Internal Connection
Even seasoned partners feel exposed after a move. They lose familiar systems and status, so confidence can dip. Firms should open doors early, then keep them open. Set up key introductions, share context, and invite the partner to pitch with existing teams.
That said, the partner must also do the work. Treat colleagues like clients. Offer value, follow up, and make it easy to refer to you. If real opportunities don’t appear within nine months, the chance of success drops sharply.
Mentorship and Long-Term Success
Good mentorship turns a start into momentum. It provides clear feedback, establishes standards, and preserves time for business growth. The best mentors model calm under pressure and respectful communication. They help with three basics:
What good looks like in this firm.
Who matters for early wins and why.
How to balance billing, BD, and integration.
With a shared plan, steady opportunities, and active mentoring, laterals plug in faster, earn trust, and grow the pie for everyone.
What Defines the Best and Worst Moments in a Law Firm Leadership Career
A career in law is full of highs and lows. Some moments build confidence, while others test patience and character. What matters is how professionals handle both and what they learn from each phase.
Building Strong Teams
The best moments often come from building a team that works in sync. When partners share clients, support junior lawyers, and help each other grow, success follows naturally. It’s not about one person leading the charge but about everyone pulling in the same direction.
Healthy teams keep communication open. They step in when a colleague has less work and celebrate when another brings in a new client. That kind of cooperation turns individual wins into shared success.
Facing Pressure and Learning From It
Tough phases are inevitable. Long hours, unclear goals, or a lack of unity can quickly wear people down. The key is to recognise when motivation is fading and take a step back. Sometimes, it means adjusting the plan, delegating, or even walking away from a role that no longer fits.
Growth comes from reflection, not blame. Professionals who own their mistakes gain perspective and move forward with more clarity. Every setback can become a turning point if handled with honesty and integrity.
The Future Partner’s Skillset
The law is changing quickly. Future partners will need more than strong legal knowledge. They’ll need:
Emotional intelligence to guide teams with empathy.
Strategic thinking to align work with client needs.
Adaptability to handle new technology.
Commercial judgment to balance profit with values.
Clear communication to earn trust across all levels.
The partners who blend skill, awareness, and people sense will stand out.
Core Habits for Success
Respect, reliability, and punctuality may sound basic, but they are essential in building trust. Add integrity, consistency, and self-awareness, and they form the foundation of lasting professional success.
Conclusion
Strong law firm leadership comes down to people, not titles. The best leaders don’t chase power. They build trust, set direction, and help others do their best work. They know how to balance tough calls with empathy and keep teams focused on what matters.
A good leader doesn’t need to shout to be heard. They show it through actions, being fair, staying calm, and following through. When things get hard, they don’t point fingers. They listen, guide, and fix what needs fixing. That attitude keeps teams strong even when pressure rises.
The law is constantly evolving, with new tools, rules, and client demands emerging rapidly. But the basics stay the same. Respect, consistency, and teamwork remain the most important values. Great partners don’t just bill hours; they build people, share credit, and support those around them.
That said, leadership takes work. It asks for patience, emotional control, and a clear sense of purpose. It’s about being honest when you make mistakes and helping others grow from theirs. When a leader strikes the right balance, the entire firm benefits.
In the end, true law firm leadership isn’t about perfection. It’s about steady effort, kindness, and integrity. The leaders who practice that every day are the ones who last.
FAQs
What role does communication play in law firm leadership?
Clear communication keeps everyone aligned. It builds trust, reduces confusion, and helps teams stay focused on shared goals. Leaders who explain decisions honestly earn lasting respect.
How can emotional intelligence improve law firm leadership?
Emotional intelligence helps leaders understand their teams. It allows them to read moods, handle stress calmly, and make fair calls even under pressure.
What mistakes weaken law firm leadership?
Poor listening, unclear direction, and lack of empathy often cause problems. When leaders ignore feedback or take credit for themselves, morale drops quickly.
How can young lawyers prepare for law firm leadership roles?
Start by learning how to manage yourself. Be reliable, stay curious, and observe how good leaders make decisions. Build habits that earn trust early.
Why is delegation important in law firm leadership?
Delegation builds confidence in others and frees leaders to focus on strategy. It demonstrates trust and helps junior lawyers grow more quickly.
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