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Episode

94 – Delisi Friday – Building Your Leadership Dream Team

By Michael Cowen — 1 year ago

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In this episode of the Trial Lawyer Nation podcast, Michael sits down with his Director of Marketing and Business Development, Delisi Friday, to discuss how they built their leadership team.

The episode begins with a look at how the leadership team started. Michael shares how it started like many of his business decisions, based on a concept from Patrick Lencioni. He started by having regular meetings with his partners, but quickly noticed the flaws in that system – 3 lawyers were making decisions for everybody at the firm, without any input from the non-lawyer leaders who had “boots on the ground.” He found that decisions were being made with old or incomplete information and decided to include Delisi and Teresa (the firm operations manager) on the team.

“Lawyers don’t have a monopoly on good ideas.” – Michael Cowen

Delisi shares why she loves being on the leadership team. Not only does she provide a valuable and unique perspective in the decision making process, but being privy to the firm’s finances and operations has helped her do her own job better. Michael also adds that many team members feel more comfortable going to Delisi or Teresa with problems than they would feel going to him or the other partners.

“It’s uncomfortable to come to the person who signs your paycheck and tell them something that’s not favorable.” – Delisi Friday

Michael then goes into detail on how they formed the team and what they did. He explains that the foundation for any good leadership team (and a common theme in this episode) is trust. Building that trust has taken time, but he noticed that trust grew rapidly once the leadership team spent two days answering just five questions about the business. This is where their core values were decided, which form the basis for every decision made. If something doesn’t fit in those core values, everybody on the leadership team feels comfortable calling that out and vocalizing their disagreement.

“The debate needs to happen, and it takes a lot of trust to say, ‘Michael Cowen, I don’t think that’s a good idea and here’s why.’” – Michael Cowen

After a brief discussion on how they measure success in different areas of the firm and how they use those metrics in lieu of a prepared agenda for their weekly meetings, Michael and Delisi continue to talk about trust, conflict, and decision making in their leadership team.

Michael shares why it’s important for leadership team members to know if he says something critical about them, it’s coming from a good place rather than trying to put them down – and this vulnerability-based trust is really hard to develop. Delisi agrees and reveals she can take things personally and has had learn to be in the right mindset going into these meetings. And while most of their decisions are a consensus, not all are, giving the recent example of a vaccine mandate at the firm, which they decided against after a lengthy and heated debate. The most important thing, Michael says, is that everybody feels heard and the team is respectful of one another.

“It’s a beautiful thing to see in a business, and I also think it makes us a healthy business.” – Delisi Friday

After sharing how to look for disagreement in facial expressions and body language when it’s not being vocalized, with Delisi sharing an interesting comparison of this and voir dire, Michael opens up about how it isn’t unnatural for him to have uncomfortable conversations. But as he’s gotten better at having them at work, he’s also grown more comfortable having them with his family at home.

“It’s a skill that we have to develop, like anything else. And it’s a skill that really pays dividends.” – Michael Cowen

One of the most uncomfortable conversations for him was that of the firm’s finances, which he now shares the details of with his entire leadership team. At first, Michael shares, he was worried that they would panic and leave because of the ups and downs that happen in a contingency fee-based practiced- but nobody was criticizing, and nobody quit.

Recognizing the emotion involved in sharing your business’s finances with other team members, Delisi asks Michael if he felt relieved to share that burden with others. Michael says he did, and he encourages other firm owners listening to do the same, especially if there’s a team making business decisions involved. And while there have been some challenging times, especially during COVID, Delisi agrees that it’s important for her to have that information when she’s involved in making business decisions.

So, how big does a firm need to be to consider having a leadership team? Delisi believes that no firm is too small – even if that means the team is only 2-3 people. Whether you meet with your CPA or even just a trusted mentor once a quarter, the important thing is to have somebody helping you make decisions, set goals, hold you accountable, and reach them.

After once again recommending the book “The Advantage” by Patrick Lencioni (seriously, buy it), Michael ends the show on a sentimental note and encourages everyone listening to put in the effort to making their work family the best family it can be.

“We spend more time with our work families than with our own families. Let’s try to make it the happiest, healthiest family we can.” – Michael Cowen

This podcast also covers why your core values can’t be aspirational, how to look for disagreement when it’s not vocalized, how to assess a team’s performance, and much more.

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Episode

91 – Sara Williams – Beyond Discomfort: Pushing Through & Seizing Opportunities

By Michael Cowen — 1 year ago

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In this episode of the Trial Lawyer Nation podcast, Michael sits down with award-winning trial attorney, professor, and trial coach, Sara Williams, to discuss Sara’s history and transition into plaintiff law, the importance of pushing through discomfort, her recent monster case, and much more.

The episode begins with Sara talking about her “army brat” upbringing, including living in various places such as Germany and Holland, before attending law school in Birmingham, Alabama at Cumberland School of Law. She practiced insurance defense for the first 7 years of her career (including a trucking defense practice) until she “could not do it anymore,” resulting in her move to plaintiff law with Alexander Shunnarah Trial Attorneys.

Michael then inquires further about what made Sara want to be a plaintiff lawyer. To this, Sara responds, “When I was in law school I wanted to be a plaintiff’s lawyer, but, at that time, plaintiff firms in our market weren’t really hiring directly out of law school.” Sara then goes into the story of her last big case as a defense lawyer, a wrongful death case involving the drowning of a 9-year-old. Less than a year after winning the case, she would leave defense law.

“It didn’t sit well with me
 it was the first time I ever won a trial, went home and did not celebrate it.” – Sara Williams

After discussing Michael’s disbelief at Sara labeling herself an introvert, the conversation shifts to the differences between what is needed to be a successful plaintiff lawyer as opposed to a defense lawyer. “What I do now is so much harder,” Sara responds, before referencing the view on the defense side in retrospect, “[
] the bar was not as high, I feel, now that I’ve done it on both sides.” She goes on to say that she’s done so much more to develop and hone her skills as a plaintiff lawyer than she ever did as a defense attorney.

The two then go into several of the methods Sara has found the most useful to develop her trial skills, which include:

“When we’re in the right state of mind 
 that’s when we can really tap into the emotions, the empathy, the vulnerability, and best communicate that to a jury.” – Sara Williams

The conversation then shifts to Sara’s work as a professor and trial coach with Trial Advocacy. She explains her love for teaching students, especially those like her when she was starting out: quiet, shy, and introverted. “When they realize and cross over from good to great, and they own themselves, and they’re just being who they are; that really motives me.” She goes on to say that coaching also keeps her skills sharp when she’s not in trial herself.

After covering topics ranging from Sara’s partnership with Alexander Shunnarah, to the importance of making connections at conferences and really utilizing your time in those environments, the topic shifts to Sara’s recent $12 million verdict.

Sara then outlines the details of the case, in which a bus driver in Birmingham, AL fainted while driving, causing the bus to turn over and fall into a ravine. She goes on to talk about the primary plaintiff, a woman whose injuries resulted in the amputation of her leg above the knee, and how she tried to gain control of the bus after noticing the driver had fainted, which ultimately resulted in the handicap ramp falling onto her leg when the bus turned over. This woman was one of 17 plaintiffs in the case.

“When [our primary plaintiff] limped up, I will never forget it, there were people in our panel laughing at her [
] we knew we had an uphill battle in terms of developing the emotion of the case.”– Sara Williams

Sara continues by discussing the facts of the case, including the drivers history with fainting spells, and what they did to get the jury mad at the defense. “We knew [from] depositions that they had no system for tracking prior medical conditions of their drivers 
 since that time, they had NOT developed any!” Sara admits she assumed they had not implemented this system, noting that though she was taught to never ask a question if you don’t know the answer, her intuition led her to ask. Sara believes this was a pivotal turning point for the jury in the case.

“I don’t know what it is,” Michael says in agreeance with Sara’s decision to follow her intuition, “I don’t know if it’s God or magic – but you get in a space when you’re in the moment at trial, and you feel it 
 9 times out of 10, you get gold when you do it.”

The episode concludes with the pair discussing what’s next for Sara. She explains that she’s at a point in her life where she’s focused on her legacy and the impression she’s going to leave on the world besides the number of cases tried. She goes on to discuss the challenges that women in the legal industry face and how she aims to be a mentor and inspiration for them to seize the opportunities they’re given without fear.

This episode also covers taking care of yourself and maintaining a healthy mindset, being a confident leader in the courtroom, Sara’s inspirational social media presence, and how the loss of connection in the digital age can affect us in the courtroom.

Guest Bio

Sara Williams currently practices at Alexander Shunnarah Trial Attorneys headquartered in Birmingham, Alabama, where she handles primarily trucking litigation and wrongful death litigation. Sara has collected over $30 million in verdicts and settlements on behalf of her clients, including a $12 million dollar verdict against the Birmingham Max Bus system in 2017.

In 2017 at the age of 37 Sara took over as managing attorney of the firm. During her tenure the firm more than doubled in size. Alexander Shunnarah Trial Attorneys now has offices in 9 states. In 2021 Sara made the decision to step away from the managing role to focus on her campaign to increase the visibility of women trial lawyers and return to litigation.

Sara is an adjunct professor of Trial Advocacy at Cumberland School of Law where she teaches Advanced Skills in Trial Advocacy-Civil and Depositions and Technology. She also serves as a coach for Cumberland School of Law’s nationally ranked mock trial teams. She is a 2003 graduate of Florida State University and a 2006 graduate of Cumberland School of Law.

Contact Sara:
E-mail: swilliams@asilpc.com
Phone: 205-983-8140
Website: www.sarawilliamsesq.com

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Episode

82 – Malorie Peacock – Working Through Others: Building a High-Performing Team

By Michael Cowen — 2 years ago

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In this episode of the Trial Lawyer Nation podcast, Michael sits down with his partner Malorie Peacock to discuss the art of managing your team and “working through others.” They cover effective delegation, hiring for experience vs. hiring for attitude, and how lawyers can be leaders to their teams.

Michael and Malorie kick off the episode with a look at delegating tasks to your team effectively, which is easier said than done when the team member has to do the work to your standards. Malorie starts by sharing her thought process when she wants to delegate a task. She first asks herself if this is something she could expect someone else to do in a way she approves of. If it is, she gives clear instructions and deadlines for when the task should be completed. Lastly, she makes a point to be available and open to answering any questions the team member may have about the task.

Michael then brings up a common pitfall for attorneys attempting to delegate tasks – if it’s not done right, he tends to just fix the errors instead of explaining the issues to the team member. Malorie cautions against doing this and outlines the perfect strategy for situations where the work needs to be fixed ASAP, but the team member needs to be taught the correct way for next time.

The conversation then transitions to a look at hiring and training – specifically for a paralegal position. Malorie shares how both of her paralegals started with the firm as receptionists with no legal experience. They were both trained up to the paralegal role which required a lot of work up front, but the benefit to this was they didn’t have any “bad habits.” Michael agrees that he prefers to train someone up from within, so they learn to do the job the way he wants them to, but not every lawyer agrees with this approach. They continue to discuss the pros and cons of hiring someone with experience vs. without experience, to which Malorie concludes it’s really about their ability to perform their main role of assisting the attorney.

After an insightful look at what the attorney can do to ensure their assistant is successful, they begin to discuss what lawyers can do to be leaders to their teams. Malorie reflects on the true meaning of being a leader and insists it all goes back to trust. Your team should trust you enough to tell you when they messed up, or when they need help with something.

Michael continues this line of thought with the necessity of having uncomfortable conversations about issues BEFORE they become a crisis. He recently had the opportunity to meet with Texas A&M football coach Jimbo Fisher, who is notoriously tough on his players. When Michael asked how he holds his players to such high standards, Jimbo highlighted the need for clear expectations, consistency, and for the team to believe that you hold them to those high expectations because you genuinely care about them. In order to have those necessary uncomfortable conversations, you need buy-in and trust from your team members, so they know you’re coaching them up and not putting them down.

Michael and Malorie then discuss how they communicate with their staff to lift them up. They share a variety of techniques that have worked for them, including not creating emergencies, overcommunicating, being willing to do parts of the paralegal’s job, and numerous strategies to show employee appreciation. One thing Michael has always done and will continue to do is invest in his staff’s education. He does this through weekly internal trainings and paying for his staff attend legal seminars like the annual ATAA symposium. Even the act of spending money on their hotels shows them they are valued and appreciated, and “if you buy-in, we’ll have your back.”

This leads Michael and Malorie to discuss the importance of having your team’s back. This doesn’t mean that you sweep issues under the rug- but it does mean you don’t bad mouth your team members to other people, especially to people outside of your team.

They end the episode with a discussion about managing anger and frustration, something many attorneys struggle with. Michael and Malorie both agree when someone does something wrong and it makes you upset, you need to wait until you’ve calmed down to have a conversation with them about it. Malorie finds it helpful to vent to a trusted person about what happened to let off steam, while Michael likes to take his own time to cool off. It comes down to what works best for you, so you can have a productive conversation without bringing the whole team down.

Attorney leadership, while easier said than done, is vital to the success of any law firm. This is why Michael and his firm will be dedicating the second half of 2021 to developing their attorneys into strong leaders. If this topic interests you, stay tuned for a follow-up episode later this year!

This podcast also covers why the “perfect assistant” doesn’t exist, praising your team members, why you need to avoid unrealistic expectations, Michael’s favorite strategies for building employee buy-in, and so much more.