Everybody loves an attorney or legal professional who delivers great legal or legal-related results, such as on-point advice or deliverables, favorable dispute or transaction outcomes, or high revenue growth. This is true in corporations, law firms, and solutions providers, where success largely depends upon the deft navigation of challenging situations, generation of revenue and profits, and the like. A common scenario occurs in many organizations: A colleague known for consistently delivering excellent tactical results is asked to begin managing other colleagues…. Such executives may assume that a colleague with legal or business proficiency naturally is an effective manager and leader. Alternatively, they may be uncertain how the colleague actually will perform, but think it’s worth a try in light of departmental needs. Unfortunately, meaningful vetting of individuals’ suitability and performance as managers and leaders sometimes is virtually nonexistent.

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