Some lawyers face ongoing struggles with deadlines, organization, and maintaining focus—issues that may be linked to executive functioning disorder (EFD). While these signs are often overlooked or misunderstood, law firm leaders who recognize them can play a vital role in helping these professionals thrive.
Law Firms Aren’t Teaching Leadership — and It Shows
Law school equips attorneys with legal knowledge but leaves a significant gap when it comes to leadership, management, and business acumen. New attorneys often enter private practice without preparation for the practical realities of working in a firm. In many firms, training is less structured and more akin to survival of the fittest—an outdated culture that fuels burnout and turnover. Yet few firms take meaningful steps to better equip their junior lawyers for long-term success.
Several years ago, I facilitated a leadership development program for new equity partners at a midsize law firm. The focus was on helping them embrace a leadership mindset, develop business strategies, and manage team members effectively.
True Support Starts with Meeting Lawyers Where They Are
During one of our sessions, a partner (we’ll call her Katherine) raised an issue involving an associate she supervised (let’s call him Mike). Despite being intelligent, enthusiastic, and seemingly committed, Mike consistently missed deadlines and appeared disorganized. Katherine had offered feedback and encouraged better time and workspace management, but nothing changed.
Her description of Mike’s behavior rang familiar to me. It reminded me of family members who live with executive functioning disorder—closely associated with ADHD—characterized by difficulty organizing, focusing, and managing day-to-day tasks needed to reach goals.
People with EFD Can Thrive — With the Right Kind of Help
People with executive functioning challenges are capable of great success—but often need specific forms of support, accountability, and structure. I encouraged Katherine to shift her management approach with Mike.
Start with Empathy and Open Dialogue
I advised Katherine to meet with Mike in a non-confrontational, supportive way—beginning with genuine praise for his strengths and dedication. Her message should be clear: her role was to support his growth, not punish his shortcomings. She would offer resources, suggest strategies for organization, and assure confidentiality.
At our next session, Katherine shared that the meeting went well. Mike had initially been tense, likely expecting criticism. But once Katherine conveyed her supportive intentions, he opened up. He disclosed that he had ADHD and found it difficult to manage tasks and focus. He had faced similar challenges in law school, where a mentor had made a big difference in helping him succeed.
Building the Right Support System Made All the Difference
Mike’s openness gave Katherine the chance to implement a customized support plan. She researched best practices for managing people with EFD and the firm provided Mike with access to a coach who specialized in time management, organization, and goal-setting.
The results were transformative. Within a few months, Mike was meeting deadlines, making fewer mistakes, and both he and Katherine experienced less stress.
How to Support Lawyers with Organizational or Cognitive Challenges
If this story resonates with you, your firm may benefit from adopting a more intentional approach to supporting lawyers who face similar difficulties. Here are some steps you can take:
Begin with Compassionate Communication
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Create a judgment-free space for discussion.
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Lead with recognition of strengths and enthusiasm.
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Frame your concerns constructively and tie them to the firm’s goals.
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Emphasize your role in helping them succeed.
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Ask how you can best support them and be ready to suggest options.
Build and Maintain a Tailored System of Support
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Develop a structured framework aligned with their individual needs and responsibilities.
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Follow through with promised support and seek external help if necessary.
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Monitor progress and maintain open, consistent communication.
A Healthier Firm Starts with Intentional Leadership
Practicing law is demanding for anyone—but it can be particularly challenging for those with executive functioning issues. With the right awareness and support, firm leaders can create healthier, more effective environments. This not only helps individual attorneys reach their potential but strengthens the entire firm.