『Counsel to Counsel - Career Advice for Lawyers』のカバーアート

Counsel to Counsel - Career Advice for Lawyers

Counsel to Counsel - Career Advice for Lawyers

著者： Stephen Seckler: attorney career marketing and leadership coach
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Counsel to Counsel is a periodic podcast produced by Stephen Seckler of Seckler Attorney Coaching (www.seckler.com). It addresses important career, marketing, and leadership issues facing attorneys. The target audience is associates, counsel and partners at law firms of all sizes; but the podcast also addresses issues that are relevant to in-house counsel, law students or any lawyer who is looking for career insights inside or outside of the law. Counsel to Counsel is aimed at individual lawyers who are looking to increase their own career satisfaction and build their marketing and leadership skills. The podcast features interviews with leading consultants, career professionals and marketing experts who advise attorneys on careers, marketing, law firm management and related issues. The guests are also a roster of successful attorneys who have found career satisfaction inside and outside the law. Counsel to Counsel is a direct outgrowth of the blog Counsel to Counsel which Stephen Seckler has been publishing since 2005. Since graduating from law school in the late 1980s, Stephen Seckler has been advising lawyers on career and marketing issues and working with a broad mix of law firms and corporate law departments. He began blogging when legal blogging was in its infancy and his blog Counsel to Counsel was named to the ABA Journal's Blawg 100 in 2007 and 2008 (the first two years that list was in existence). Steve has written extensively on career and marketing issues and he has spoken at many law school, law firm and bar association events. He served on the Boston Bar Association's Standing Committee on Work Life Balance and was Vice Chair of the Law Practice Management Section of the Massachusetts Bar Association. He is active in the, the ProVisors business network, sits on the Career Center Board of the American Bar Association, and on the editorial boards of the ABA publications GPSolo and GPSolo eReport. He has been quoted frequently in the legal and business press. Since 2021, he has been named a top coach in the Massachusetts Lawyers Weekly Reader Rankings Awards (#1 or #2 for Business Development Coach, Lawyer Outplacement Service, and Executive Coaching). He is the author of Think Like a Lawyer, Act Like an Entrepreneur (American Bar Association, 2025).Stephen Seckler 2022 マーケティング マーケティング・セールス 出世 就職活動 経済学
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  • Episode 185: Why Lawyers Resist AI and How Law Firms Can Overcome It, with Dr. Gleb Tsipursky

    Episode 185: Why Lawyers Resist AI and How Law Firms Can Overcome It, with Dr. Gleb Tsipursky
    2026/10/12
    Artificial intelligence is changing the practice of law. Lawyers are increasingly using AI for legal research, drafting, business development, and a growing number of other tasks. But while some lawyers are enthusiastically embracing these tools, others remain skeptical, concerned about confidentiality and accuracy, or worried about what AI will mean for their careers. My guest on this episode of Counsel to Counsel is Dr. Gleb Tsipursky, a behavioral scientist and CEO of Disaster Avoidance Experts, a consultancy focused on the future of work. His new book, The Psychology of AI Adoption at Work: From Resistance to Results, published by Georgetown University Press, explores why organizations struggle to get employees to adopt AI and what leaders can do about it. Gleb argues that successful AI adoption is not primarily a technology problem. It's a human problem involving psychology, trust, organizational culture, and leadership. This is particularly relevant to law firms, where lawyers are trained to be skeptical, question assumptions, and identify risks. But as Gleb explains, skepticism itself isn't necessarily the biggest obstacle. He identifies three psychological barriers that can interfere with AI adoption: fear of job loss, threats to professional identity, and the shame or stigma some lawyers associate with using AI. We discuss why traditional approaches to technology implementation may not work with AI, how law firm leaders can encourage experimentation and overcome resistance, and why effective training needs to focus on tasks lawyers actually want to improve. We also explore the importance of developing AI skills alongside legal expertise, how AI may change the economics and staffing of law firms, and why communication, empathy, and client relationships may become even more important as technology advances. For lawyers and law firm leaders wondering how to navigate these changes, Gleb offers practical advice about making AI adoption less threatening, more useful, and more likely to succeed. Key Takeaways AI adoption is fundamentally a people problem. Unlike traditional software implementations, successful AI adoption requires lawyers to be motivated and engaged rather than simply following standardized procedures. Law firms need to address the psychological and cultural barriers that prevent people from experimenting with these tools.Three psychological barriers explain much of the resistance. Gleb identifies lawyers who fear AI will eliminate their jobs, experienced lawyers who feel their professional identity is threatened, and lawyers who use AI but are reluctant to admit it because of social stigma. Each group requires a different leadership response.Skepticism can actually be an advantage. Although lawyers are trained to question assumptions and identify risks, Gleb argues that these traits can make them better AI users because they are more likely to evaluate the accuracy and reliability of AI-generated work.Better AI results require better instructions. Lawyers who are disappointed with AI-generated work may not be providing sufficient context, information, or direction. Gleb suggests treating AI like a capable but inexperienced assistant who needs detailed instructions and whose work must be reviewed.Start with tasks lawyers don't enjoy. Rather than forcing lawyers to use AI for their most sophisticated legal work, firms can build enthusiasm by demonstrating how AI can reduce time spent on emails, invoicing, and other routine activities. Training is more effective when lawyers leave with tools they can immediately use.Law firm leaders need to model AI adoption. Managing partners and practice leaders can reduce resistance by openly discussing how they use AI, encouraging lawyers to share successful applications, and creating an environment where experimentation and learning are supported.Legal expertise combined with AI skills will become increasingly valuable. As AI changes how legal services are delivered, lawyers will need to develop their technological capabilities while strengthening the judgment, communication, empathy, and client relationship skills that distinguish their services from what technology alone can provide. In This Episode 01:39 – Dr. Gleb Tsipursky's background in behavioral science and organizational decision-making 04:58 – Why AI adoption is a psychological and cultural challenge 10:07 – The three psychological barriers that prevent lawyers from embracing AI 16:13 – Why AI produces poor results and how better prompting can improve outcomes 20:48 – How law firm leaders can address fear, resistance, and stigma 28:46 – Making AI training practical and relevant to lawyers' daily work 33:51 – The skills lawyers will need to remain competitive in an AI-driven profession 35:51 – Three steps law firm leaders can take to improve AI adoption over the next 90 days
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    44 分
  • Episode 184-Stepping Off the Treadmill: Ginny Johnson on Sabbaticals, Career Transitions, and the Future of Legal Careers

    Episode 184-Stepping Off the Treadmill: Ginny Johnson on Sabbaticals, Career Transitions, and the Future of Legal Careers
    2026/09/27
    What happens when a successful lawyer decides to step away from a demanding career without having the next job lined up? My guest on this episode of Counsel to Counsel, Ginny Johnson, did just that. After more than two decades in the legal profession, including senior positions at major law firms and leadership roles at several corporations, Ginny decided to take a sabbatical. She used the time to travel, focus on her health, think about what she wanted next, and embark on what became a turbocharged networking and listening tour. Ginny spoke with hundreds of lawyers, business leaders, investors, and other professionals. What began as an exploration of her own next chapter ultimately became the foundation for a paper examining artificial intelligence, the changing legal market, and the future of legal careers. Those conversations also changed Ginny's thinking about her own career. Rather than simply moving into another traditional general counsel role, she recently joined Outside GC as a partner, providing fractional and interim legal leadership and strategic advice to businesses. In our conversation, we talk about Ginny's career journey from BigLaw litigation to in-house leadership, why she decided to take a sabbatical after 23 years of working continuously, and what she gained by giving herself permission to step away. We also discuss the extraordinary role networking has played throughout her career, the expanding responsibilities of general counsel, how AI may reshape legal careers and the traditional law firm apprenticeship model, and why experienced lawyers may have new opportunities to build more flexible, portfolio-style careers. Most importantly, Ginny's experience offers a useful lesson for lawyers who are feeling stuck or uncertain about what comes next. Sometimes creating space, talking to people, gathering information, and remaining open to possibilities can lead you somewhere you hadn't originally planned to go. Key Takeaways Careers don't have to be linear. A career move doesn't always have to mean a bigger title or more compensation. Sometimes a lateral move, a step back, or even a break can create opportunities for growth. Relationships create career opportunities. Except for her first law firm job, every major career move Ginny has made resulted from someone in her network connecting her with an opportunity. Going in-house requires a different mindset. Ginny discusses learning to communicate more succinctly, understand the business deeply, and give executives an actual recommendation rather than simply explaining all the possible legal outcomes. A sabbatical can create valuable perspective. After 23 years of working continuously, Ginny stepped away without another job lined up. She used the time to travel, focus on her health, reflect on what she wanted, and explore different possibilities for her next chapter. Networking can be a form of research. Ginny's listening tour grew to more than 500 conversations. Those conversations expanded her network, helped her understand how the legal market is changing, and ultimately became the foundation for her research paper. AI is changing legal work and creating new career possibilities. Ginny sees opportunities for experienced lawyers to provide fractional, interim, and strategic advice without working as a full-time general counsel or within a traditional law firm structure. At the same time, AI raises important questions about how junior lawyers will develop the experience and judgment they need. Judgment, relationships, and context remain critical. AI can produce work much faster, but experienced lawyers are still needed to determine whether the output is accurate, understand what it may have missed, and apply strategic judgment to a client's particular circumstances. In This Episode 01:36 – Ginny's journey from BigLaw litigator to general counsel and chief legal officer 05:59 – How networking helped Ginny make the move in-house 10:28 – What lawyers need to learn when moving from private practice to business 16:30 – Taking a sabbatical after 23 years without another job lined up 24:24 – Health span, career longevity, and not waiting too long to enjoy life 28:56 – Turning a networking tour into more than 500 conversations and a research paper 33:03 – AI, the expanding GC role, and the emerging advisory economy 41:02 – What remains uniquely valuable about lawyers in the age of AI
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    49 分
  • Episode 183: From Practicing Law to Consulting with Law Firms on Strategy, Operations, and Growth

    Episode 183: From Practicing Law to Consulting with Law Firms on Strategy, Operations, and Growth
    2026/09/14
    One of the questions I hear most frequently from lawyers who are unhappy practicing law is: What else can I do with a law degree? Making that transition can be difficult, particularly when you've spent years building expertise and credibility as a lawyer and suddenly find yourself trying to convince employers that your skills translate to something very different. My guest on this episode of Counsel to Counsel is Shireen Hilal, CEO of Maior, a consulting firm that helps law firms and other professional services firms improve their strategy, operations, growth, and profitability. Shireen began her career as a BigLaw litigator and practiced for about a decade before moving to the business side of professional services. She went on to hold senior roles at BDO and KPMG, served as COO of a national law firm, led growth for a communications consulting firm, and ultimately launched her own consulting business. What makes Shireen's story particularly useful for lawyers contemplating a career change is that she did not have an MBA or a traditional background in business, strategy, or operations. She had to figure out how to translate her legal experience into something employers could understand and value. She also had to deal with a lot of rejection along the way. In our conversation, we discuss how she figured out what interested her, how she broke into her first nonlegal role, the value of persistence and preparation, and which skills from practicing law proved most transferable. We also talk about the importance of curiosity, networking, taking initiative, and being willing to do more than simply submit a résumé. For lawyers who know they want something different but aren't sure what comes next, Shireen's career is a good reminder that leaving legal practice does not mean throwing away your legal training. Key Takeaways Your first move out of legal practice may be the hardest one. Shireen sent out many résumés and experienced a lot of rejection before BDO was willing to take a chance on her. She also took a pay cut to make the transition. Applying for jobs may not be enough. Shireen tried to identify the decision-maker and contact that person directly, explaining why she was interested and what she thought she could contribute despite lacking the traditional experience. Networking and persistence can help bridge the experience gap. Shireen succeeded largely through cold outreach, but we also discuss why relationships can make a career transition easier and why being able to hear "no" and keep going matters. Taking initiative can change the trajectory of your career. As a first-year associate doing document review, Shireen identified important documents, organized them, and brought them directly to the senior partner. That initiative quickly led to greater responsibility. Legal skills can be highly transferable. Attention to detail, problem-solving, preparation, curiosity, understanding facts, and figuring out what actually needs to get done have all been valuable throughout Shireen's business career. Explore before deciding what comes next. If you know you want to leave practice but don't know what you want to do instead, talk to people about their work. Learn what they actually do every day. Curiosity can help you identify possibilities you might not otherwise have considered. Leaving practice doesn't mean throwing away your legal training. Shireen believes her experience practicing law and running a law firm remains an important part of the value and credibility she brings to her consulting clients. Preparation can compensate for a lack of experience. Before interviewing for a chief of staff role at a major airline, Shireen studied the company and its competitors extensively. Her advice to lawyers is to use what they already know how to do well: dig into the facts, develop conclusions, and demonstrate how they would approach the job. Timestamps 00:05 – What else can you do with a law degree? 02:09 – Shireen's path from BigLaw litigation to the business side 10:13 – Realizing traditional legal practice wasn't the right fit 13:19 – Breaking into business without an MBA or traditional business background 16:19 – Networking, cold outreach, rejection, and persistence 21:00 – The legal skills that transfer to business roles 34:05 – What to do when you want to leave law but don't know what comes next 38:40 – Why leaving practice doesn't mean throwing away your legal training
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    43 分
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