After five years of leadership that included steering the organization through a global pandemic, Shipman & Goodwin LLP Partner Glenn M. Cunningham marked the end of his time as Chair of the Board of Directors of Interlaw, a global network of independent law firms. He will continue to be active on the Board for a two-year term.
Glenn’s contributions were celebrated at Interlaw’s 2023 Annual Global Meeting that took place at the end of October 2023 in Costa Rica. Since the last quarter of 2018, the organization has grown to include more than 8,000 attorneys at 90 law firms in 138 different countries covering over 150 different jurisdictions.
JD Supra asked Glenn about his experience and what he learned after five years leading a global legal network. Here is what he had to say.
What are the most impactful lessons you learned as the leader of Interlaw?
A leader has to “lead from the front,” be visible, listen, adapt, and then doggedly pursue a set of attainable goals.
On March 13, 2020, I scooped up my office computer, brought it home, and set it up on my dining room table. I had no idea that the world would soon be in the same predicament. Instinctively, the Interlaw Board and global network made many wise choices that only in hindsight proved to be a blueprint for how to “not waste a crisis.”
We learned that in a time of crisis, people, particularly in organizations, want reassurance that things will be all right, they want a clear plan on how to get through the crisis, and they want leadership to be visible and “lead the way.” The Interlaw Board, employing the power of the “Rule of Three,” set three lenses through which all actions were to be viewed:
- We want to take action that assists our Members in managing their way through the crisis.
- We want to take actions that result in our clients saying that working with Interlaw members has made it safer, easier, and better for us as we navigate uncharted waters.
- We wanted the legal market to look at Interlaw as an innovator where non-member firms would say to themselves, “We need to be a part of Interlaw.”
These were our guiding principles. We asked our members to “be well, stay safe, and stay connected;” meaning – we will all work together to take care of each other, not just in terms of assisting clients, but in assisting each other through a time of great stress.
“Be well” meant mentally, spiritually, and physically.
“Stay safe” meant Interlaw would not take any actions that would put any members in harm’s way. It seems easy to say now, but canceling the February 2020 APAC regional meeting to prevent people from having to travel from around the world was not universally deemed a wise move in the climate of many “pandemic deniers” – we were steadfast that we would keep our members “safe.”
“Stay connected” was of paramount importance – to be as effective as we are as an organization, we needed to see each other (albeit virtually) and connect with one another. This led to over 150 virtual meetings attended by more than 10,000 members around the world. As the chair, it was important that people saw me on a regular basis – thus creating stability – and as such, I moderated nearly every one of the 150-plus meetings.
Expect the Unexpected
My leadership term began in October 2018, a little over a year before the pandemic. We had implemented Interlaw’s strategic plan - dubbed “Interlaw 2.0.” It was unexpectedly upended by the global pandemic and associated business disruptions. Shortly after the 2019 Annual Meeting in Beijing, the COVID-19 pandemic closed borders, shuttered businesses, and created a remote workforce practically overnight. The good news was that Interlaw 2.0 proved to be invaluable for member law firms and their clients that could no longer travel. We were able to work in an advanced remote setting sharing ideas from across the world. We all learned to embrace innovative technologies and ended up hosting hundreds of online meetings with members and clients. What our members needed at the time was reassurance, a bit of good-natured humor, focused leadership and direction, which our team of leaders was able to provide on a global scale.
Communication Is Key
As the leader of Interlaw, a global network of law firms spanning over 150 jurisdictions, I've come to realize the profound significance of communication in managing such a complex and diverse organization. Communication, when executed astutely, is more than just a tool for coordination - it's the lifeblood that fuels the collective intelligence of our organization. Communications, no matter the form they take, must carry the weight of our intentions, expectations, and values. Consistency in communication also shapes a shared understanding and aligns our diverse members across a common goal.
Furthermore, embracing effective communication isn't just about broadcasting messages, it's a two-way process that necessitates active listening. Recognizing and addressing the concerns and challenges faced by member firms across the globe is the first step in fostering a trustful and collaborative environment. By prioritizing open dialogue and feedback, we're validating their experiences and leveraging their diverse insights to make informed decisions, thus strengthening our collective capability. Communication stands as a cornerstone of leadership, facilitating a harmonious blend of unity and diversity that is essential for the success of a global law firm network like Interlaw.
Balance In-Person and Digital Engagement
The balance between in-person and digital engagement is crucial for a global network of law firms such as Interlaw. This dual approach facilitates reaching a wider audience and provides flexibility for members. In-person engagement promotes trust through personal interaction, fosters stronger relationships, and allows for nuanced understanding when addressing complex legal issues and trends. Digital engagement, on the other hand, provides an opportunity to connect and collaborate in real-time, regardless of geographical locations, and offers a platform for the rapid dissemination of information and resources. Furthermore, it allowed us to maintain a seamless continuity of operations, even in the face of unforeseen events like the recent pandemic. This balanced approach is a fundamental part of maintaining the effectiveness and relevance of a global law firm network in a digitally advancing world.
Embrace and Understand Diversity
Embracing and understanding differences is a crucial aspect of leading a global network of law firms such as Interlaw. The presence of cultural and linguistic diversity within our network can present challenges in terms of communication and coordination, it also serves as a rich source of innovation, creativity, and resilience when harnessed appropriately.
Our network stands as a testament to the fact that diversity is not a barrier to be circumvented. It is a resource to be cultivated. It is through the contrast of perspectives, approaches, and ideas that we find solutions to complex problems, stimulate creativity, and foster an environment of mutual respect and learning. It is also how we help solve clients’ problems when they need legal counsel outside of their primary jurisdiction. By appreciating the unique cultural and linguistic nuances of each member firm, we pave the way for a more nuanced understanding of local, regional and national markets and buttress our collective capacity to innovate and adapt.
Rathen than striving for uniformity, we advocate for the celebration of our diverse cultures and strengths. This approach fosters stronger relationships between member firms, integrity through understanding, and a collaborative spirit that transcends geographical borders. In this way, we bolster our collective ability to deliver high-quality legal services tailored to the specific needs of diverse clients across the globe, thereby solidifying Interlaw's reputation as a leader in the global legal field.
Embrace ESG
In the evolving global landscape of legal practice, we must be cognizant of the influence of Environmental, Social, and Governance (ESG) matters. Interlaw's strategic approach to ESG serves as a powerful reminder of the necessity to incorporate broader societal concerns into business strategies. To align with this progressive direction, we need to equip ourselves with comprehensive knowledge of ESG issues. We must be well-versed in advising clients on embedding sustainable practices, assessing social impacts, and sustaining robust governance systems to ensure compliance with emerging legislations, mitigate risks, and seize opportunities that ESG matters present. Undoubtedly, this shift towards a more socially conscious approach in legal matters marks a significant evolution in the profession, and we must adapt accordingly to maintain our relevance and effectiveness.
Foster a Culture of Learning
I’ve learned that one of the most important ways to succeed in leading a global law firm network is to foster a culture of shared learning and growth. Encouraging members to share best practices, successes and failures, and innovations enables information sharing and collaboration, empowering the network to achieve greater success. For example, issues faced in one country or region are not always the same as other geographies, and then there are issues that we face on a global scale.
Any closing thoughts?
Empathy is a crucial quality for any leader, let alone one leading a global network where members may differ profoundly, culturally, and linguistically. It’s essential to consider the viewpoints of all members and prioritize their needs when making decisions. This means being willing to take a step back, listen, and empathize with the challenges that different member firms face in different contexts. It’s essential to ensure that the network provides tailored, individualized support to each member based on their unique needs.
I am extremely grateful to all the member firms, old and new, for their continued collaboration, support, and most importantly, friendship. With each day, I hope we always seek opportunities to make the professional lives of our members and clients safer, easier, and better, and provide our members with opportunities to compete effectively in a global legal market. It has been my absolute honor to serve as the Ineterlaw Chair for the last five years. I will, of course, continue to work with the organization as we move forward.
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Glenn M. Cunningham is the former Chair of Shipman’s business litigation practice group and focuses his trial practice on the resolution of complex disputes in the technology, information technology, and manufacturing industries.
