The leadership blind spot – What new managers need to unlearn

Most lawyers aspire to senior positions. Few aspire to become managers. Somewhere along the journey, however, the two become inseparable. Whether the designation is Senior Associate, Counsel, Partner, or Practice Head, supervising people eventually becomes part of  the role. Yet one of the least discussed transitions in a lawyer's career is the point at which legal expertise alone is no longer enough. As attorneys move into senior positions, they are expected to train junior attorneys, provide direction, and shape the day-to-day experience of those around them. Many, however, continue to see themselves solely as lawyers. Management is often viewed as an unwelcome addition to the role rather than an essential part of it. This reluctance to embrace people management creates a leadership blind spot. The lawyers who struggle most in senior roles are often those who fail to recognise that managing people is just as important as managing matters.

One consequence of this mindset is the belief that developing junior lawyers is primarily the responsibility of the firm or the partners. Many senior attorneys continue to see themselves as legal practitioners first, expecting formal mentoring, training, and professional development to be driven from the top. While organisations certainly play an important role in creating learning opportunities, day-to-day development happens much closer to the work. It happens through reviewing drafts, explaining the reasoning behind decisions, involving juniors in client discussions, and providing timely feedback. The lawyers who supervise others have the greatest influence on how quickly those around them learn and grow. Treating people development as someone else's responsibility is often one of the biggest reasons promising lawyers fail to reach their full potential.

Another common blindspot is the inability to shift from doing the work to enabling others to do it. Having built their careers on precision and attention to detail, many newly promoted managers continue reviewing every draft, attending every client meeting, and stepping into every issue that arises. In the fast-paced environment of a law firm, this instinct is often reinforced by pressing client deadlines and the perception that completing the task personally is quicker than coaching someone else through it. While this may solve the immediate problem, it can inadvertently limit delegation and create teams that become overly dependent on their manager for direction and approval. Trusting others is only part of the transition. Equally important is having the patience to accept that capability develops gradually. Allowing people the space to learn, make mistakes, and grow is often one of the most difficult, yet most important, adjustments a new manager must make.

Another misconception is that leadership naturally accompanies seniority. Many newly promoted managers feel the need to assert their authority, believing it reinforces credibility. While authority certainly has its place, particularly when standards are compromised or difficult decisions need to be made, it should not become the default management style. More often than not, it is a manager's tone, rather than their authority, that shapes the team's confidence. A dismissive remark, an unnecessarily harsh email, or public criticism can discourage junior lawyers from asking questions, admitting mistakes, or taking ownership of their work. Lawyers may respect someone for their legal expertise, but they trust managers who communicate with clarity, provide constructive feedback, and create an environment where people feel supported rather than intimidated. Every interaction matters because teams are often taking cues from the people they report to. The way a manager reacts under pressure, responds to mistakes, acknowledges effort, or communicates during difficult situations quietly defines the culture of the team. Leadership is rarely shaped by policies alone; it is shaped by the behaviours people witness every day.

The legal profession rewards technical excellence, and rightly so. But as lawyers progress into senior positions, they must recognise that people management is no longer an optional responsibility; it is an integral part of the role. Rather than viewing management as a distraction from practising law or a responsibility that belongs elsewhere, lawyers must embrace it as an essential part of their professional identity.

About the author: Samta Thapa is the co-founder and partner of Agragami Consulting, a specialised talent search and advisory firm that works closely with law firm leadership and legal in-house teams on hiring, retention, and talent strategy.

Disclaimer: The opinions expressed in this article are those of the author(s). The opinions presented do not necessarily reflect the views of Bar & Bench.

If you would like your Deals, Columns, Press Releases to be published on Bar & Bench, please fill in the form available here.