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Executive Functioning: Why it Matters for Everyone 
Management Skills, Featured Sarah Alsaidi 12/9/24 Management Skills, Featured Sarah Alsaidi 12/9/24

Executive Functioning: Why it Matters for Everyone 

The more we understand EF, the more we can recognize and address breakdowns. Doing so will empower all of us to help ourselves, and our teams, work better.

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Volta Launches Tandem, Technology Platform for Law Firm Clients
Featured Volta Talent Strategies 10/9/24 Featured Volta Talent Strategies 10/9/24

Volta Launches Tandem, Technology Platform for Law Firm Clients

Law firms can now use Tandem to support their lawyers' professional development needs and create more engaged and satisfied lawyers and teams.

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Predictable Pattern: Volta Coaching Tool Archive
Featured Volta Talent Strategies 9/19/24 Featured Volta Talent Strategies 9/19/24

Predictable Pattern: Volta Coaching Tool Archive

If you’re struggling with recurring frustrations, the “predictable pattern” coaching tool can help you break the cycle.

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Eight Job Search Myths: Debunked
Career Transitions Nancy Carver 9/16/24 Career Transitions Nancy Carver 9/16/24

Eight Job Search Myths: Debunked

Have you been told to confine your resume to one page or to answer every headhunter's call? What if we told you these "rules" might be steering you wrong?

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Leveraging the GROW Model to Generate GROWTH
Management Skills Nicholas Jelfs-Jelf 9/5/24 Management Skills Nicholas Jelfs-Jelf 9/5/24

Leveraging the GROW Model to Generate GROWTH

When we are coaching a colleague, the G-R-O-W (Grow, Reality, Options, Way Forward) coaching model can provide a great framework to structure goal-oriented conversations.

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Hiring Candidates Who Are a (Supplementary) Fit
Law Firm Management Juliet Aiken 8/22/24 Law Firm Management Juliet Aiken 8/22/24

Hiring Candidates Who Are a (Supplementary) Fit

Do we truly want our employees to be all alike? In today’s hiring landscape, ‘fit’ has long been a pervasive buzzword. Yet few give it a precise definition or outline exactly how it enables team building and success.



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The Motivation Quandary within Law Firms
Management Skills Kara Dodson 5/10/24 Management Skills Kara Dodson 5/10/24

The Motivation Quandary within Law Firms

Partners speak about a lack of ownership and drive in the younger associate ranks. And this “malaise” extends to some senior attorneys too.

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Giving Effective Feedback When You Don’t Want to
Management Skills Nicholas Jelfs-Jelf 5/7/24 Management Skills Nicholas Jelfs-Jelf 5/7/24

Giving Effective Feedback When You Don’t Want to

Thanks and praise are easy enough to give (although they too can be in short supply) but they are not developmental.

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Reward Not Shame
Management Skills Lane Vanderslice 4/29/24 Management Skills Lane Vanderslice 4/29/24

Reward Not Shame

Reward and encouragement are powerful change agents. Shame and punishment are not.

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Taking the Time to Make Time
Professional Development Lane Vanderslice 4/29/24 Professional Development Lane Vanderslice 4/29/24

Taking the Time to Make Time

Many of the challenges faced by the lawyers I work with comeback to one thing: time/project management.

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“It’s not a hand-off”
Management Skills Lane Vanderslice 4/29/24 Management Skills Lane Vanderslice 4/29/24

“It’s not a hand-off”

I encourage partners to see delegation as the beginning of a collaborative work process.

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“60% of lawyers, or just about, are introverts”
Management Skills Lane Vanderslice 4/29/24 Management Skills Lane Vanderslice 4/29/24

“60% of lawyers, or just about, are introverts”

What we think of as necessary is extroverted behavior: social, gregarious, talkative. These can be helpful for leadership and business development, but so can more introverted tendencies.

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Patience and Perspective
Management Skills Lane Vanderslice 4/29/24 Management Skills Lane Vanderslice 4/29/24

Patience and Perspective

We don’t expect 8th grade students to produce college level work. We shouldn’t expect 3rd/4th year lawyers to produce senior associate level work.

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Teaching Not Grading
Management Skills Lane Vanderslice 4/29/24 Management Skills Lane Vanderslice 4/29/24

Teaching Not Grading

Framing feedback as grading is pervasive among the partners with whom I work.  But feedback isn’t—and shouldn’t be viewed as—grading.

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“It’s hard to find the time to give associates feedback”
Management Skills Lane Vanderslice 4/15/24 Management Skills Lane Vanderslice 4/15/24

“It’s hard to find the time to give associates feedback”

Feedback should be short - very short in fact, and focused on just one or two items.

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“What was hard? Where did you struggle?”
Management Skills Lane Vanderslice 4/15/24 Management Skills Lane Vanderslice 4/15/24

“What was hard? Where did you struggle?”

A suggestion I nearly always make to the partners with whom I work is that they ask these questions every time they get an assignment back from an associate.

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“Clear on the facts, respectful to people”
Management Skills Lane Vanderslice 4/15/24 Management Skills Lane Vanderslice 4/15/24

“Clear on the facts, respectful to people”

A fact is not a judgment but how we express it and the conclusions we draw from it can be. The key to giving feedback is to stick to the facts, manage tone and resist drawing conclusions.

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“There’s so much to learn”
Management Skills Lane Vanderslice 4/15/24 Management Skills Lane Vanderslice 4/15/24

“There’s so much to learn”

To be a great lawyer requires a sophisticated understanding of large amounts of law, the ability to apply that knowledge strategically, manage cases and lead teams. And each of these requires developing a competence in their component skills.

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In Praise of Praise
Management Skills Lane Vanderslice 4/15/24 Management Skills Lane Vanderslice 4/15/24

In Praise of Praise

Associates are learning in a high-pressure environment, the learning curve is steep. They feel the pressure. Too often, what’s missing is someone encouraging or supporting their growth.

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“Assume positive intent”
Management Skills Lane Vanderslice 4/15/24 Management Skills Lane Vanderslice 4/15/24

“Assume positive intent”

“What if you assumed positive intent?” What if you assumed that this associate is capable of great work? What would your reaction to the associate work be then?

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