Legal leaders need to stop managing and start communicating

What makes someone a great legal leader in 2025? It's probably not what you think.

Sure, strategic vision matters. So does commercial savvy. But ask hundreds of legal professionals what really makes a leader stand out today, and the top answer is surprisingly human: they’re a good communicator.

In a recent ��Ӱ�� survey, half of lawyers said communication was the defining trait of a strong law firm or in-house legal leader, beating out integrity, commercial awareness, and even emotional intelligence.

The survey of 841 respondents found these leadership traits came out on top:

Good communicator – 50%
Maintains integrity / ethical standards – 39%
Commercially savvy – 33%
Strong strategic vision – 31%
Emotionally intelligent – 30%

In today’s high-pressure, hybrid, tech-accelerated legal world, clarity, trust and connection aren’t just nice-to-haves — they’re the glue that holds high-performing teams together.

So how can legal leaders communicate better? Based on behavioural research and feedback from legal professionals themselves, here are five powerful techniques you can use right now.

Why communication matters most

Being a “good communicator” might sound basic, but the skills behind it are anything but. Recent research from and identifies communication as the most consistent driver of effective leadership across industries — especially when it builds trust, clarity, and engagement.

In legal settings, where stakes are high and teams are often under pressure, how leaders communicate can make or break a team’s ability to perform.

Practical techniques legal leaders can use

Why does communication matter so much in legal leadership?** Because legal teams thrive on clarity, alignment, and trust — and those can’t exist without strong communication. These five techniques, backed by research and experience, show how legal leaders can build credibility, loyalty, and innovation through the way they communicate.

1. Be consistently clear and direct

Legal work is complex, but leadership communication shouldn't be. Research shows that teams perform better when they understand the goals, boundaries, and expectations clearly. Ambiguity breeds errors and disengagement.

How to do it:

Break complex decisions into simple, actionable explanations
Avoid legal jargon when discussing strategy, resourcing, or business direction
Repeat key messages through multiple formats (email, meetings, 1-to-1s).

Example: Instead of saying “We need to be more proactive with client communication,” try: “From now on, I’d like everyone to respond to client emails within 24 hours, even if it’s just to acknowledge receipt and set expectations for a full reply.”

2. Use transparency to build trust

Transparency fosters psychological safety, a key ingredient for innovation and team cohesion. Teams that feel "in the loop" are more engaged, loyal, and willing to speak up.

How to do it:

Share the why behind decisions, not just the what
Acknowledge uncertainty when needed
Be honest about trade-offs, delays, or business constraints.

Example: Instead of announcing a tool with “We’re rolling out a new document automation platform,” try:

“We’re introducing a new document automation platform next month to help reduce time spent on routine NDAs and contracts. I know new tech can feel like extra work at first, so we’ll offer training and keep the pilot small — starting with just two workflows. Your feedback will shape how we expand it.”

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3. Adapt your tone to the audience

Law firm leaders work with a wide range of stakeholders — equity partners, clients, associates, business services teams, and support staff. Using the same language with all of them risks misalignment. Adapting how you communicate shows emotional intelligence and helps secure buy-in across the firm.

How to do it:

Use commercial language when speaking with partners or clients.
Be more conversational and supportive with fee earners and support teams.
Adjust the level of technical or strategic detail depending on your audience.

Example: Presenting to the partnership? Say: “We improved client retention by 10% this quarter, largely due to faster turnaround times on transactional matters.”

Updating your team? Try: “Because of your responsiveness on deals, we’re seeing more repeat work — that’s being noticed, and it’s helping the whole firm.”

4. Encourage two-way dialogue

Studies show that many leaders focus on broadcasting messages but forget to listen. Teams are more effective when their voices are heard, especially in law, where junior staff often spot inefficiencies first.

How to do it:

End meetings by asking, “What haven’t we covered?” or “Any challenges we haven’t seen yet?”
Use feedback tools like anonymous surveys or check-ins
Genuinely consider and act on suggestions.

Example: During a weekly team meeting, say: “We’ve changed the client intake process — does anyone see any friction points or red flags?” Then pause and wait. Invite input without judgment.

5. Balance authority with empathy

Legal environments can be high-pressure and hierarchical. Leaders who show authority and humanity foster resilience and loyalty, especially during change.

How to do it:

Be firm in expectations, but flexible in how people get there
Acknowledge stress or heavy workloads
Praise publicly, correct privately.

Example: When workloads spike, say: “I know we’re under pressure with the year-end close. Let’s prioritise X, and I’ll escalate anything that’s not urgent. Let me know where you’re stuck — no judgement.”

These techniques aren’t just nice-to-haves. They’re strategic leadership tools. In legal teams where the pace is fast and the stakes are high, great communication is what holds performance, culture, and trust together.

A new model for legal leadership

If your image of strong leadership still centres around command-and-control, it’s time to update. The modern legal leader is:

A communicator first, strategist second
A listener, not just a speaker
Both commercially sharp and ethically grounded
Focused on outcomes, but powered by people skills

Great leadership in law today isn’t just about knowing the rules — it’s about bringing people with you. And that starts with how you speak, share, and connect

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About the author:

Dylan covers the latest trends impacting the practice of the law. Follow him for interviews with leading firms, tips to refine your talent strategy, or anything technology and innovation.

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Future of Law

Future of Law

Legal leaders need to stop managing and start communicating