Leadership and Growth Strategies for Lawyers

By Steve Fretzin & Jeff Kimmel

Leadership and Growth Strategies for Lawyers

A successful law firm requires more than simply practicing law. It demands strong leadership, effective management, and a clear focus on growth. I dive into this topic with Jeff Kimmel, the managing partner of Sakkal Kimmel & Bavaro. Jeff’s experience, particularly in transitioning from a trial lawyer to a managing partner, offers some powerful lessons for attorneys navigating similar challenges in leadership and firm management. 

Jeff didn’t set out to be the managing partner. In fact, like many attorneys, he envisioned his career as a successful trial lawyer, focusing on cases rather than the inner workings of a law firm. He started his career in the DA’s office, later transitioning to civil law, specifically personal injury and medical malpractice. The shift to management happened more by circumstance than by choice—following the passing of the firm’s managing partner. Suddenly, Jeff found himself thrust into a leadership position, responsible for overseeing everything from finances to staffing. 

What stood out in my conversation with Jeff was how he embraced this unexpected role and used it as an opportunity to shape the firm in ways that increased both efficiency and profitability. “Do it now” became his guiding mantra—a simple but effective reminder that the best way to move a firm forward is to take immediate, decisive action. Jeff shared how, like many trial lawyers, he initially avoided diving into the business side of things. He admitted he didn’t know what the firm’s payroll was, or how the office’s finances were structured. When he took over, he quickly realized that he needed to learn the nuts and bolts of firm management, not just for the sake of keeping things running, but to improve processes and make the business more sustainable. 

One of the key lessons Jeff learned—and one that I see a lot of lawyers struggle with—is the importance of delegation. When he stepped into the managing partner role, Jeff realized that handling everything himself was not sustainable. His primary focus became creating systems to manage the firm more efficiently. A big part of this was delegating responsibilities to trusted team members. He had to move from being a trial lawyer handling every aspect of a case to a leader managing the entire firm’s operations. That transition didn’t come naturally, but as Jeff mentioned, it was critical to both his personal sanity and the firm’s growth. 

A critical part of firm management, especially in personal injury and medical malpractice practices, is disbursing settlements. Jeff touched on how he developed a meticulous process for ensuring that settlements were handled correctly and in a way that maximized the firm’s efficiency. This involves managing payments to referring attorneys, paying off liens, and ensuring clients receive their due—all while staying organized to avoid potential issues. 

Jeff also highlighted another key challenge for many managing partners—balancing the roles of rainmaker and firm leader. Before taking on the managing partner role, Jeff was a successful rainmaker, bringing in business through networking and building relationships. As he shifted away from trial work, he found it crucial to maintain that balance, continuing to develop business relationships while also overseeing the firm’s daily operations. 

We also discussed how leadership often requires difficult decisions, particularly around case selection and staffing. In recent years, Jeff has taken a more focused approach to case selection, preferring to take on fewer but higher-value cases. This strategy has not only increased the firm’s profitability but has also allowed him to focus on growing the business rather than getting bogged down in lower-value cases. It’s a smart approach that I encourage many lawyers to adopt: quality over quantity, particularly when it comes to managing a law firm efficiently. 

What I found most compelling about Jeff’s story is the way he balances his role as a business leader while still staying connected to the trial work that originally drew him into law. He stays involved in case strategy, offers guidance to his team, and even sits in on trials to help negotiate settlements. Jeff has found a way to stay engaged with the legal work he loves while fully embracing his leadership role—something that many managing partners struggle to achieve. 

For any lawyer stepping into a management role, or even considering it, Jeff’s experience offers some valuable lessons. The key takeaway? You don’t need to manage every detail yourself. By delegating responsibilities, creating strong systems, and focusing on high-value work, you can scale your firm and increase its profitability. And perhaps most importantly, Jeff reminds us that managing a firm is about more than just keeping the lights on—it’s about creating a culture of growth and success, both for the firm and its clients. 

Get to know more about Jeff HERE.

For more information about taking your law practice to the next level, please email me directly at steve@fretzin.com.

Steve Fretzin, an expert at legal business development, is the author of four books regarding the topic and is the host of the Be That Lawyer podcast. He has helped hundreds of attorneys across the world dramatically grow their book of business while living a well-balanced life. He can be reached at steve@fretzin.com.

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