As part of the Legal Marketing Association’s (LMA’s) partnership with Above the Law, we round up insights and intel from Strategies & Voices, LMA’s official online publication dedicated to the craft of legal marketing.
This edition provides reflections from LMA26 in New Orleans, office communication tips drawn from parenting lessons, ways to use AI in thought leadership beyond content generation, and a closer look at the power of second chair leadership.
Protégé™ In CourtLink® Explains The Whole Case Faster
Designed to reduce manual docket work by prioritizing what litigators need most: on-demand full docket summarization that explains the whole case to date, followed by on-demand document summaries for filing triage, and AI-powered natural language searching for faster search and retrieval.
‘Who’s On Your Board?’: Reflections From LMA26
By LMA International
At LMA26, inspiration showed up in candid conversations, thoughtful questions, and moments that led attendees to rethink how they lead, connect, and create impact in their organizations.
The Art of Communication: How Parenting Skills Translate to Building Influence in Your Firm
How Checkbox’s ‘Legal Front Door’ Can Transform Your Workflow
Leveraging agentic AI to triage, prioritize, and automate the law department inbox.
By Danielle Smith
What does parenting a sharp, skeptical three-year-old have to do with effective communication at work? More than you might think. From navigating daily negotiations at home to influencing conversations in the office, the lessons are surprisingly transferable.
What Does Thought Leadership Mean in the World of AI?
By Jessica Kaplan
Law firms are increasingly adopting AI, but its role in thought leadership can go beyond content generation. When used strategically, the tool can strengthen every stage of the thought leadership lifecycle, from idea generation and conflict checks to pitching, writing, and post-publication distribution.
The Power and Paradox of Second Chair Leadership
By LMA International
Second chair leaders occupy one of the most complex roles in professional services organizations. They are expected to think strategically, influence laterally and upward, and deliver results — often without clear authority, defined boundaries, or consistent measures of success. What does second chair leadership truly require?