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ILTA White Paper Practice Management 4 Y ou've exceeded expectations consistently for years as an analyst. You have demonstrated diligence and excellent customer service as a project coordinator. You have been recognized as a competent and reliable supervisor. And at this year's performance review, your boss gives you the best news of all. Congratulations! You've just been promoted to manager. The announcement is made to the firm. You move to your new office. The congratulatory e-mail messages start coming in. A team meeting is called and everyone looks at you. Now what? This scenario is too familiar to many practice management professionals. Administrative staff promotions in law firms frequently come with seniority or exemplary project performance instead of as key milestones in a continuous process of training and development. This practice leaves newly minted managers at a distinct disadvantage. The environment in today's law firms is fast-paced and demanding. Shrinking budgets, enormous workloads, long hours and the pressures of numerous competing priorities are common for most administrative staff departments. To succeed under these conditions requires more than good managerial skills, job knowledge and seniority. It takes leadership. But what is leadership, and how does it differ from management? What are the practices and behaviors of an effective leader? How can they be leveraged to meet the specific challenges faced by practice management professionals? The answers to these questions are not as Scott m. cohen proSkauer roSe LLp nataLie Loeb Loeb conSuLting group, LLc Learn to Lead — The Rest Will Follow