Women lawyers who assume leadership roles or who aspire to take on greater leadership responsibilities understand they must earn the trust of those they lead.   How do you build trust when your leadership role is a short-term not a long-term relationship with those you lead?

You agree to lead a project, a professional event, a workshop, a team, or a committee.  You need to build trust on a fast track.  Basic attributes of trust: character, competency and consistency apply to the fast-track leader.  When you combine these three characteristics, according to John Maxwell, author of The 21 Irrefutable Laws of Leadership, followers begin to trust their leaders.

There is no “easy” button to build trust.  However, it is easy for a leader on the fast track  to inspire trust by:

Practicing the Platinum Rule:  “Treat others as they want to be treated.”

• Focusing on shared goals more than promoting personal agendas.
• Expressing clear expectations and strong accountability.
• Making sure what you say aligns with what you do.
• Doing the right thing consistently – no bending the truth to save face.
• Listening to hear what is said and what is not being said.
• Creating safe environments for followers to express opinions.
• Believing actions and decisions come from positive intentions.
• Using various opportunities and technologies to provide information.
• Delivering positive results.

These behaviors inspire trust for leadership in any setting.  The fast track, however, requires focus and dedication to follow these behaviors.  Whether you volunteer, win an election or lead because someone appointed you to a fast track leadership role, you can learn how to become an effective leader.  Leading in short-term settings is valuable experience and can help you to move forward in your career.

Every fast-track leadership opportunity will vary with the amount of influence you have on those you lead.  Regardless of the scope of your leadership role, you can always influence how you build trust with yourself as a leader.

There are national, state, and local organizations focused on leadership development.

As a member of the Georgia Association for Women Lawyers Leadership Committee, I reviewed applications for the 2012 Leadership Academy sponsored by the Georgia Association for Women Lawyers.

All of the applicants had demonstrated strong leadership in law firm as partners, in government as department heads, in business as owners of law firms, in community non-profits as board members, and in local and state bar organizations as committee chairs.

They were confident in their ability to lead but wanted to become more effective leaders.   One of the questions on the application was “What do you wish to learn more about at the Leadership Academy?”  Some of their answers required the trust component:

• “Inspire and motivate people.”
• “Delegation and being an inspirational leader.”
• “Get the best from team.”
• “Ways of motivating and communicating effectively.”
• “How to be more effective motivating large group of people to work together in a more effective and productive manner.”

It takes practice to develop trust as a fast-track leader.  Look around for the right opportunities.  When you are ready – jump onto the fast track!

Many women lawyers long to receive recognition for their achievements. The desire for recognition is common for individuals in any profession but in the legal profession, achievement is not enough. There is a drive for high achievement – to be the “go to” person for specific skills such as : problem solving, passionate negotiating, persuasive writing, and inspiring leadership.

Dr. Harriet B. Braiker, psychologist and author, wrote about women and stress. In her book, The Type E Woman: How to Overcome the Sresss of Being Everything To Everybody. Dr. Braiker noted that “high –achieving” for women “refers to characteristic ways of thinking about achievement, rather than how high on the career ladder a woman may be.

Dr. Braiker listed certain assumptions women frequently have in mind as they seek recognition for high-achievement:

I. I have to be perfect and do things perfectly.

2. I should be able to manage it all and accomplish it all without feeling stressed or tired.

3. I have to prove myself to everyone.

4. I can’t relax until I finish what I have to do.

5. I should be able to accomplish more in a day.

6. I can handle it all on my own.

7. I have to be a people pleaser – I’ll please others by doing what they ask me to do.”

The odds of a women lawyer being recognized as a high-achiever are diminished by this faulty thinking. Her high-achievement aspirations are further diminished in a legal environment where she has:

• Little control over work assigned to her
• Must meet high billable hours requirements
• Intimidation as a frequent leadership style
• Few opportunities for professional development
• Policies which discourage or disallow flexibility

If a woman lawyer wants to receive a “high-achievement” award, the surest path may be to take a step back from the work environment and from the expectations of others. Reflect instead on personal values, strengths, available energy and personal goals.

When a woman lawyer serves her clients with the highest possible integrity, appreciates the talents of others, and recognizes that learning is a life-long process, she has received the “high- achievement” award and can continue to receive this award throughout her career.

This video describes how to use a labyrinth to gain clarity on personal questions.  http://bit.ly/tbmspM

The labyrinth, an ancient pattern in many different forms, has existed for 5,000 years.  It can be a useful tool for women lawyers.  The labyrinth, unlike a maze, has only one route to the center and one route back to the beginning.  It is not designed to trick you with many paths and dead ends.

On the winding path, people going in will meet those coming out.  There is a sense of connection: with your breath and with whatever is happening in your life. Walking toward the center gives space to let go of worries and distractions – to quiet the mind.  Pausing at the center permits meditation for guidance.  Leaving the center and following the path back out can create a strong sense of clarity and resolve.   

People around the world use the labyrinth as a non-denominational, cross-cultural tool of well-being.  In the past 15 years hospitals, homes, spas and retreat centers, public parks, churches, colleges, schools, and businesses have incorporated the labyrinth inside and outside of their properties.  The City University of New York School of Law has a labyrinth.   Girls Incorporated in Pinellas Park, Florida has a labyrinth for girls 5-17 years old to inspire them to be strong, smart, and bold.

 If you are interested in locating the labyrinth nearest to you, go to http://labyrinthlocator.com.  I found the Dancing Goddess Labyrinth and 52 other labyrinths within 100 miles of my zip code. Peace.

When a woman lawyer makes certain mistakes, there can be significant consequences.  Missing a deadline, forgetting to communicate important information to a client, and omitting critical data from a report can be reasons for termination or legal action. What about less significant mistakes or failures?  Does blame and judgment have to follow every mistake in a legal environment?

Businesses demonstrate an alternative to the blame game.   Companies concerned about lack of innovation have rewarded mistakes as one way to spark innovation.  Sue Shellenbarger in a Wall Street Journal article, “Better Ideas Through Failures,” cites examples of companies who recognize employees, who are trying to do a good job, make a mistake and learn from the experience.  There is the “Best New Mistake” award at SurePayroll and Heroic Failure trophy at a New York advertising company. 

When a mistake happens, the chagrined employees do not hear, “You screwed up, or “You messed up.”  They hear “Let’s talk about what we learned.”  The object is learning – not performance.  This is certainly not possible in every situation but worth considering to foster collaboration in a legal environment. 

Collaboration where ideas flow freely and lawyers trust one another would reduce stress and energize intelligent risk-taking.  It would be fertile ground for attorneys to refer business to trusted colleagues and would generate a positive environment to generate business.  As women lawyers strive to distinguish themselves as professionals and reach leadership positions within their organizations, consider replacing the mistakes blame game with more innovative learning perspectives to retain talent, to better serve clients and to development new business.

Most lawyers feel comfortable operating within the world of logic.  As a woman lawyer you constantly determine if  facts support an argument or point of view.  Where is the  evidence, proof, research, prior actions, laws, rules, and  regulations? 

What if you practice law and  feel frustrated by always evaluating a situation based on the logical reason for someone’s positon?  You may be more of a right brain thinker rather than a left brain thinker.

In the current business climate, where lawyers are looking for ways to distinguish their legal talents, right brain thinking is highly valued. Legal goddesses are finding their right brain skills can yield business success.

Check in with a quick free assessment to learn if you are more of a left brain or a right brain thinker!

http://bit.ly/ft7J.

To be a credible lawyer – one who is trusted by peers and clients, a lawyer must demonstrate: 

• ·         knowledge of the law, rules, regulations and case law in her practice area of law
• ·         knowledge of her clients concerns
• ·         knowledge of her employer’s goals (make money, serve large number of disadvantaged clients, support other departments, etc)
• ·         knowledge of how to transform desired outcomes into reality

To be an incredible lawyer – one who is sought after by those looking for the best, a lawyer must demonstrate:

•         willingness to feel the joy of playing with new ideas
•         willingness to give up others ideas of perfection
•         willingness to enjoy the process, not just the outcome
•         willingness to explore her intuition

Having a logical, fact-oriented mind plus a curious open mind brings value to those you serve and freedom to practice law as an adventure!

When you think of powerful women lawyers, who come to mind?  Perhaps you think of the justices serving in the US Supreme Court and in other judicial roles?  Perhaps you think of the Managing Partners in law firms?  Perhaps you think of General Counsels of large corporations?

 These women lawyers make decisions that influence large groups of people.  Managing Partners and General Counsels made decisions that influence financial balance sheets of their organizations.

Powerful leadership is not simply expressions of something women lawyers do.  It is also authentic expressions of who they are. 

•         Powerful women lawyers connect with others.
•         Powerful women lawyers honor values.
•         Powerful women lawyers serve the greater good.

All women lawyers have the potential to be powerful if they are willing to demonstrate legal expertise and lead with their hearts to connect with others, honor their personal values and take courageous actions.

• · Credentials
• · Technical skills
• · Analysis of facts
• · Certainty of conclusions
• · Short term results

• · competence as well as credentials.
• · an advisory approach that includes collaboration in addition to technical skills and analysis of facts.
• · not only the certainty of conclusions and short term desired results but also the  flexibility for different options and a long term trusting relationships.