Used well, AI requires skill. It requires practice. And it requires some patience as you navigate the learning curve.

The sprint feels like the path to success. For many lawyers, it becomes the thing that makes lasting success harder to reach.

AI will make legal analysis abundant. There’s no doubt about that. However, accountability will remain scarce if there aren’t lawyers in the loop to stand behind the work.

The habits that built your practice, including responsiveness, technical excellence, and personal control over the work, are often the same habits that prevent it from growing further.

Business development often feels like a wheel spinning in mud. You’re putting in effort, but nothing seems to move. Focus is what helps that wheel finally find traction.

When lawyers start tracking their BD activity, three things happen: They do more of it. They get more intentional about where they spend their time. They get better at it.

The mindset of focusing on process—and not just outcomes—is at the core of growth. It allows you to keep showing up, even when the result is uncertain.

Technology will continue to narrow the technical gap between firms. Clients will assume skill, and they’ll judge their lawyers and firms even more by what they experience during the engagement.

Great client service isn’t just about responsiveness. It’s about relevance. The lawyers who build the strongest relationships aren’t merely answering questions—they’re helping clients ask better ones.

Staying close doesn’t require fancy tech or flashy marketing. It requires consistency, curiosity, and care.