Top Takeaways from 2026 LMA Annual

I came back from LMA inspired, with a few practical takeaways that translate directly into how we plan, coach, and pursue work.

Three-Part Framework for Strategic Planning

Kayleigh Zell, CMO – Americas, and Jim Ivey, Global Head of Communications, both of Hogan Lovells, shared a simple framework for turning law firm strategy into daily action:

1. A small number of strategic priorities with defined goals and measurable actions

2. Guiding behaviors that reflect how the firm shows up

3. A unifying vision that underpins it all

These tight parameters help maintain focus during a process that can easily go off the rails.

The first is the data-led roadmap. It defines where to grow and what investments in talent and technology are required to get there. But the second and third get into the DNA of the firm. They clarify what is acceptable, what drives decisions, and how the firm operates day to day.

That’s where strategy becomes real and where buy-in actually happens.

One idea that particularly stuck with me is the role of marketing and business development as an activator of strategy, not just a downstream function.

When strategy is translated into something people can actually act on, it is far more likely to gain traction.

The Coaching Framework Lawyers Should Be Using

One of the most practical sessions I attended was “You Coach the Attorneys, Who Coaches Your Team,” featuring Azeema Batchelor, Chief Marketing and Business Development Officer at Dinmore & Stohl, and executive coach and professional development strategist, Rachael Bosch. They offered clear guidance on when to coach versus consult:

• Consulting: when you need to solve a problem now

• Coaching: when you have time to help someone get there themselves

A key takeaway for me was that the core elements of a coaching conversation mirror the exact skills lawyers need in client conversations:

1. Ask thoughtful questions

2. Listen intently

3. Clarify

Be genuinely curious. Listen beyond the words. Manage your reactions, which is easier said than done. And rephrase, rather than repeat, so you know you are aligned before moving forward.

While this framework is powerful internally, it applies just as well to forward-leaning client conversations, especially when uncovering legal needs that have not yet been articulated.

From 50 to 100: What Strong Proposals Do Differently

Strong proposals do not happen by accident, and we do not spend nearly enough time educating internal teams and attorneys on how to approach them.

Ed Perugia, Associate Director of Client Development at Jenner & Block, and Vanessa Petra, Pursuit Director at Perkins Coie, shared practical guidance on crafting more compelling proposals. At the core, great proposals address two things:

1. The business problem: what legal need is being solved

2. The human problem: how you advise and partner with the client

The common thread is that strong proposals are not just well written, they are well managed.

A few standout takeaways:

• Formalize the process. Build a clear pitch or RFP workflow and introduce it early in kickoff conversations.

• Establish ownership. As Vanessa put it, “I own the document.” That clarity creates momentum and calm.

• Use AI strategically. Leverage it for tailored bios, executive summaries, tone checks, and RFP compliance, especially to catch gaps or inconsistencies.

They also shared excellent AI prompts and additional best practices post-session. Happy to connect anyone who is interested.

Already looking forward to LMA 2027 in Seattle, Washington!