Law firms are unusual institutions in that the owners are also the main producers. For COOs, that means that they must simultaneously heed the bidding of the partners while helping to guide their decisions. The task requires a wealth of tact and subtlety. Their skill at managing the owners may help explain why COO survey respondents said they felt well respected by partners. On a scale of 1 to 5, with 5 being the highest level of respect, respondents averaged a 4.1.

Mitchell Wallsh, executive director of Cadwalader, Wickersham & Taft in New York, says the most successful COOs blend management skills with a personality that thrives outside the limelight. “Temperament is a big factor in success because lawyers tend to have big egos,” he says. “Regardless of my tenure or stature, I’m not a partner and I have to remember that.”

This content has been archived. It is available through our partners, LexisNexis® and Bloomberg Law.

To view this content, please continue to their sites.

Not a Lexis Advance® Subscriber?
Subscribe Now

Not a Bloomberg Law Subscriber?
Subscribe Now

Why am I seeing this?

LexisNexis® and Bloomberg Law are third party online distributors of the broad collection of current and archived versions of ALM's legal news publications. LexisNexis® and Bloomberg Law customers are able to access and use ALM's content, including content from the National Law Journal, The American Lawyer, Legaltech News, The New York Law Journal, and Corporate Counsel, as well as other sources of legal information.

For questions call 1-877-256-2472 or contact us at [email protected]