Tips for handling conflict among firm leadership without getting pulled into the middle
Conflicting personalities and competing priorities between law firm partners can create tension that trickles down to you. One wants to hire more staff, another wants to tighten the budget. One is pushing for a new case management system, another insists the current one is fine. Meanwhile, you’re expected to keep the office running smoothly—without taking sides.
So how do you stay neutral when the people at the top are pulling in different directions? And how do you avoid becoming the de facto referee?
Here are some strategies that can help you stay professional, impartial, and effective—even when the room gets tense.
🎯 Focus on Facts, Not Feelings
When partners disagree, emotions can run high. Stick to facts, data, and operational needs. If you’re being asked to weigh in, keep your response grounded in what will help the firm function more efficiently. For example, “Based on our caseload and staffing ratios, adding another paralegal would reduce attorney admin time,” is much safer than, “I agree with Partner A.”
🧭 Stick to Your Lane
It’s tempting to smooth things over by offering solutions or playing peacekeeper. But unless your role includes mediating between partners (unlikely), your job is to provide input, not judgment. If you’re asked to implement something, ask for clarification on whose direction to follow and whether there’s consensus. You’re not ignoring the issue—you’re just making sure you’re not overstepping.
🧘 Don’t Mirror the Drama
Partners can have strong personalities and differing communication styles. One might be blunt and fast-moving; another, detail-oriented and cautious. Don’t adjust your tone or behavior to match theirs. Keep your interactions even, respectful, and professional. Over time, you become the calm center of the storm—and someone everyone can trust.
📝 Document Requests and Decisions
If you’re caught in the middle of a disagreement, document any conflicting instructions. For example, if one partner says to order new software and another says to hold off, summarize the situation in a short email: “Just confirming—we’ve had differing input on the software decision. Please advise on next steps once there’s agreement.” This protects you from being blamed later and gently nudges leadership to align.
🤝 Suggest Joint Decision-Making
If you’re getting mixed messages, ask whether a quick meeting or call between the decision-makers might help. You don’t need to referee—just point out that clarity will help you move forward efficiently. Most leaders appreciate the nudge, even if they grumble in the moment.
🛑 Know When to Say “This Needs to Be Resolved at the Partner Level”
When a disagreement directly affects firm policy, hiring, or finances, it’s okay to say, “I’ll move forward once there’s a decision from the partners.” You’re not refusing to act—you’re protecting the firm from confusion and ensuring decisions come from the top.
Managing the ripple effects of partner disagreements is a balancing act. You’re there to support the business of the firm—not take sides in internal politics. By staying professional, fact-based, and clear in your communication, you can stay out of the crossfire without getting stuck in the middle.