What it takes to develop the next generation of leaders in law
By Maristela SA Rossetti
Partner at Rossetti Advogados (Brazil)
President of Lexlink
When I look back on my own career in the legal profession, I realise just how much I owe to the people who took the time to guide me.
Of course, I’ve grown my technical legal knowledge over the years, but the lessons that have had the biggest impact came from the people I worked with.
They showed me how to keep my head when things went wrong, how to bring others onside when making a difficult decision and how to cope with pressure without losing perspective.
These aren’t generally things you can learn from the Law school or a textbook, at least not easily.
Now it’s our turn to help the next generation of lawyers, just like those who came before us did for us.
Attracting and retaining new talent
The legal world is competitive. It always has been and likely always will be. Attracting talented people to our sector is only half the battle.
The rest comes in how we nurture them once they’re through the door. From my experience, that means going beyond the traditional model of education.
Reading case law will always have its place, but the lawyers of tomorrow also need to be driven by our own actions through resilience, empathy, love, respect and problem-solving skills.
I recall being thrown into situations when I first started out that tested all five of these, and I can confidently say that no lecture theatre had prepared me for them.
What did help was the guidance of colleagues and clients who shared their expertise and their own mistakes, so that I could learn from them.
Being part of the Lexlink network takes that one step further. It means I’m connected to legal leaders in countries all over the world, each with their own stories, cultures and experiences to share.
For young lawyers, that kind of access is incredibly rare and valuable, which makes us all the more attractive to new talent.
People want to know they’ll have opportunities not just within the four walls of their office, but across jurisdictions.
As part of our network, they’re exposed to different approaches, cultures, and solutions, all of which broaden their perspective on what it means to be a lawyer today.
Working with Generation Z
Different mindsets between generations is nothing new. Every cohort entering the legal profession has arrived with fresh ideas and a different way of working.
I remember when I first started, there were raised eyebrows about how much we relied on emails instead of phone calls or fax machines. To us, it felt natural. To others, it seemed a little impersonal.
Fast forward to today, and we’re hearing similar conversations about Gen Z’s appetite for technology, work-life balance and instant feedback.
Gen Z, in particular, has grown up with everything more or less at their fingertips.
They’re curious about a topic, and within seconds, there are forums, podcasts, and explainer threads ready to go.
They want to collaborate, and a group chat or shared document means they can do it without leaving their desk.
They’re used to immediacy and accessibility in almost every area of life.
So, when they arrive in the workplace, it’s no surprise they expect training and development to follow the same principle.
That doesn’t mean we need to turn every piece of legal education into a TikTok video, but if we stick to static PowerPoints and endless handouts, we’ll lose them quickly.
I’ve seen how much more impact a practical workshop or even an informal “lunch and learn” can have compared to yet another heavy binder of reading materials.
The Lexlink network provides younger lawyers with opportunities to collaborate across borders and see how peers in other jurisdictions are approaching similar challenges, and all it takes is a quick call to one of our other member firms.
For a generation that values immediacy and variety in how they learn, that kind of international platform is not only attractive but hugely motivating.
Each generation brings something valuable to the table. The challenge is creating an environment where those differences strengthen the firm as a whole, rather than causing heads to clash.
Embracing technology and AI
We also can’t ignore the growing role of technology, particularly AI, in the legal sector and society as a whole. Some see it as a threat, but I see it as an opportunity.
AI can handle repetitive tasks, streamline research, and even highlight patterns in data that might take a human hours to spot.
That doesn’t replace the need for judgment, creativity, or client insight, which are the very skills we should be cultivating in our future leaders.
For the next generation, understanding how to work alongside AI is becoming just as important as knowing the law.
Encouraging young lawyers to experiment with new tools, learn how technology can enhance their work, and think critically about its implications is another way to prepare them for the future.
Creating clear career progression pathways
Career progression is an area where clarity makes all the difference. I know how motivating it was for me when I could see a clear and rational path ahead.
Being trusted with responsibility, having mentors invest in me, and seeing that there was a future for me in the firm gave me the confidence to put myself forward when opportunities surfaced.
That’s the kind of environment we need to create for today’s young lawyers.
Being a member of Lexlink is a real advantage here, because it gives our people the sense that they’re part of something bigger and borderless.
It shows them that their careers can involve global collaboration, exposure to different markets and cultures, and the chance to work with lawyers and clients far beyond their immediate circle.
Of course, not everyone dreams of leading a department or running a firm, and that’s absolutely fine.
However, for those who do want to step into leadership, we have a responsibility to prepare them.
That means offering the right training, opening the right doors, and sometimes giving them the nudge they need to back themselves.
I don’t want to insinuate that developing the next generation is just about preparing for the people who will inevitably take our places one day, although that is part of it.
If we get this right, we don’t just secure the future of our own firms, we help ensure the legal profession as a whole continues to thrive worldwide.
