In most law firms, if you work in marketing, business development, recruiting or operations, you’re seen as the person who gets things done. You handle the details, manage the timelines, coordinate across teams and make sure nothing slips through the cracks.
That work matters. But it can also limit how people view you. When you’re always the one executing, it’s easy to get boxed in. People stop looking to you for ideas. They start seeing you as a task manager, not a strategic thinker.
The reality is, you’re in a position to see things others miss. You’re close to the work. You see where things break down, what slows people down and where there’s room to make things better. That perspective is valuable, but only if you speak up and use it.
Shifting from doer to strategic partner isn’t about doing more. It’s about showing up differently. It’s about asking better questions, spotting patterns and offering solutions instead of waiting for direction.
It doesn’t happen all at once. But small shifts in how you think and how you act can lead people to see your role in a very different way.
Here’s where to start.
Understand How the Firm Actually Works
You can’t be strategic if you don’t understand the business. That means knowing how the firm makes money, what clients care about and what motivates the lawyers you support. Learn the difference between realization and profitability. Understand how clients are billed and what matters most in those relationships. Read internal newsletters, financial summaries and press releases. Pay attention during firm meetings, even if they’re not directly tied to your work. Ask to shadow a pitch meeting or sit in on a client debrief. When you understand how the business runs, you can speak the same language as firm leadership. You stop guessing and start offering insights that actually support what matters.
Go even further. Find ways to learn the language of business development, pricing, client feedback and industry trends. Ask your finance or billing team to walk you through the firm’s key financial metrics. Learn what keeps clients loyal and what makes them leave. The more you understand the business side, the more value you bring.
Know What Keeps People Up at Night
Strategic thinkers anticipate concerns before they’re voiced. If a partner is leading a pitch, they’re probably thinking about what the client will ask, what competitors are doing and how the deck reflects the firm’s strengths.
If a lawyer’s prepping for a conference, they’re likely trying to figure out how to make the most of their time there. Ask good questions. “What would success look like for this?” or “Anything you’re worried about heading into this?” Give people a chance to talk about their real concerns, and then figure out how you can help.
Don’t assume you know what matters. Ask. Do a few informal check-ins with the partners you support. Ask about their goals, how they think about business development and what slows them down. Keep track of what you hear. That insight will help you be more proactive and relevant.
Spot Patterns, Not Just Projects
Being strategic means looking beyond your to-do list. It means paying attention to the things that come up again and again. Where do projects stall? Where do things fall through the cracks? Are people recreating the same materials every time? Are there tasks no one really owns?
When you see the same issue more than once, take note. That’s usually where you can have the most impact.
Start a list. Keep track of where things get messy or confusing. Ask your colleagues what slows them down. Look for the points of friction. Over time, you’ll start to see where the work could be smoother and more consistent.
Once you’ve spotted a few patterns, offer a suggestion. Maybe it’s a shared folder with templates. Maybe it’s a simple checklist. Maybe it’s a better process for handoffs. You don’t need to fix everything. But taking the first step shows you’re thinking beyond your own work.
This is how you build credibility. When people see you making things easier, more efficient or more effective, they start to come to you differently. You’re no longer just executing. You’re helping the whole team improve how the work gets done.
That’s the shift. And it matters.
Bring Solutions, Not Just Problems
Noticing problems is part of your job. But if you want to be seen as strategic, you have to go a step further. That means coming to the table with ideas, even if they are not fully baked. Strategic thinkers don’t just point out what’s not working. They suggest what might work better.
If a process keeps stalling, offer to test a different way. If there’s friction in a workflow, sketch out a more streamlined version. Create a quick draft of a resource, template or tracker that could make things easier. It does not have to be perfect. It just has to show that you are thinking proactively.
Framing matters here. Say something like, “I’ve been seeing this bottleneck come up repeatedly. I pulled together a quick mock-up of how we could simplify it. I’d love your thoughts.” That shows initiative and signals that you’re invested in making things better, not just pointing out flaws.
And be thoughtful about how you present your ideas. Speak the language of the people with whom you’re working. If you’re talking to partners, explain how the change supports client development, improves response time or strengthens follow-up. If you’re talking to your internal team, connect it to clarity, consistency or smoother collaboration.
People are more open to new ideas when they see how those ideas help them reach their goals. That’s the shift you want to make, from identifying pain points to being someone who actively helps solve them. It shows that you’re not just observing. You’re engaged, solutions-oriented and ready to lead.
Communicate Like Someone with Perspective
Every message, status update and meeting comment is an opportunity to shift how people perceive your role. Most people focus on tasks. The professionals who stand out explain the why behind the work.
Instead of listing what was completed, add a sentence that shows how it connects to something larger. For example, rather than saying “The client mailer is done,” say “The mailer is ready, and we can adapt part of it for the investor outreach series next quarter.” That shows foresight. It also signals that you’re not checking boxes, you’re thinking about how to multiply the impact of what’s already in motion.
Meetings matter too. Be the person who brings clarity, not a timeline recap. Summarize the key takeaway or flag what needs input. Share a short observation that ties your update to a client goal, a growth opportunity, or something you’re seeing across other work. People remember that kind of input because it’s useful.
Skip the filler. Be clear. Be specific. When you explain something with confidence and context, people listen. It shows you’ve done the thinking and that you’re paying attention to what matters.
A well-placed sentence can shift how your work is perceived. Use it to connect what you did to why it matters. That’s how you move from being seen as someone who executes to someone who shapes direction.
Tie Your Work to Value
If you want people to see your work as strategic, don’t just describe what you did. Explain why it matters. What outcome did it support? What problem did it solve? What relationship did it strengthen?
That’s the missing piece in a lot of updates. People report the activity without showing how it connects to the bigger picture. But when you explain the value, your work carries more weight.
Try this: Instead of saying, “I created a list of contacts for the event,” say, “I pulled a list of growth-stage companies in healthcare and life sciences to support our outreach and give the partners more targeted follow-up.”
You’re doing the same task. But now you’re positioning it as something tied to client development, not just execution.
You don’t have to overdo it. One sentence is usually enough. But that one sentence is what shifts how people see you. It shows that you’re not just checking a box. You’re thinking ahead. You’re paying attention to what the firm is trying to do, and you’re using your role to help it get there.
That’s what makes your work stand out. Not just the task, but the intention behind it.
Ask Better Questions That Change the Conversation
If you want to be seen as someone who adds strategic value, you have to make the connection clear. Don’t just describe what you did. Explain why it matters. What goal did it support? What decision did it inform? What relationship did it help move forward?
Too often, updates focus on tasks instead of impact. But impact is what leaders notice. That’s what helps your work rise above the noise.
Instead of saying, “I pulled a list for the event,” say, “I built a list of founders in the AI and data space that ties to the partners’ pipeline goals and the firm’s push into emerging technologies.” Same task, but now it’s connected to firm priorities and client development.
This doesn’t have to be long or elaborate. Just one extra sentence can reframe your work and make it easier for others to see your value. When you spell out the purpose behind the project, you show that you’re thinking beyond the immediate deliverable. You’re aligning what you do with where the firm is trying to go.
That’s the difference between being seen as helpful and being seen as essential. The people who grow inside firms are the ones who consistently tie their work to results. Make it a habit to articulate that connection out loud, in emails, in meetings. Don’t wait for others to figure it out. Show them.
That’s how you build trust. That’s how you get invited into more strategic conversations. And that’s how you make sure your work moves the needle.
Toggle Between the Big Picture and the Small Details
Strategic professionals know how to shift between the big picture and the small tasks that make it real. They do the work, but they don’t get lost in it.
If you’re building a pitch deck, think beyond formatting slides. Ask what story needs to be told and what questions the client might have. What are we trying to show? What do we want the reader to walk away remembering?
If you’re running an event, don’t stop at checking boxes on a run-of-show. Ask who the attendees are, why the event matters, and how it connects to the firm’s goals. Should this become an annual gathering? Can we create content from it that reaches a broader audience? Could it lead to follow-up conversations with high-value contacts?
Strategic thinkers zoom out without losing the thread. They stay close enough to the work to execute well but keep stepping back to see how it fits into something larger. They ask how the project moves a relationship forward, how it supports a priority, and how it can be reused or scaled.
This shift is subtle, but it’s what earns trust. You’re not just completing a task, you’re looking at the ripple effects. You’re asking better questions. You’re spotting opportunities others miss because they’re stuck in execution mode.
And that’s when people start to bring you into the bigger conversations. Not because of your title, but because of how you think.
Block Time to Synthesize
If you’re always in execution mode, you’re not giving yourself a chance to notice what really matters. Strategic thinkers step back regularly. They pause to ask what’s working, what’s not and where they’re seeing patterns.
Set aside 30 uninterrupted minutes each week. No meetings. No email. Just time to reflect. Ask yourself:
- What kinds of questions keep coming up?
- Where are things slowing down?
- What pain points are showing up across teams or projects?
- What could be improved with a process, a template or a conversation?
Write it down. Create a running document of what you’re learning. Don’t overthink it. Even short notes add up. Over time, you’ll start to see themes. You’ll notice the same bottlenecks or questions repeating. You’ll catch things that others miss because they’re too busy getting through the day.
That’s how you start shifting from doer to strategist. Not by reacting, but by stepping back long enough to connect the dots, and then doing something with what you find.
Be the Person People Count On
None of this matters if you’re not reliable. If you miss deadlines or people have to chase you for answers, they’re not going to see you as strategic. Start with the basics. Do what you say you’ll do. Deliver on time. Communicate early and often. That’s how you earn trust and trust gives you influence.
Track What You Build and Improve
Make it a habit to document the things you’ve created, simplified or made better. Not just the big, flashy projects. The behind-the-scenes improvements count just as much, sometimes more. A shared drive that cuts down on email chaos. A template that speeds up approvals. A system that helps partners prep faster. These things matter.
Keep a running list somewhere you can find it. A simple doc is enough. Write down what you did, who it helped and how it made things smoother or more strategic. Over time, this becomes your proof of value. When you’re preparing for a review or making the case for a new opportunity, you’ll already have real, tangible examples that show how you think and what kind of problems you solve.
But don’t wait for formal conversations. Practice weaving these outcomes into your regular updates. If you improved something that’s now being reused across teams, say that. If you created a process that saves time, point it out. And if something you built is getting noticed or adopted by others, make sure it’s part of the narrative around your work.
You don’t need to tell everyone everything you’ve done. But you do need to help the right people see the full scope of your impact. That only happens when you keep track of it, and when you get comfortable talking about it.
Find the Right Rooms and Get Yourself in Them
Not every meeting is worth your time. But some conversations shape what gets done, how it gets done and who gets invited to be part of it. You need to know which rooms those are, and then find a way in.
Start by identifying planning meetings, strategy sessions or client debriefs tied to your work. These are moments where priorities are set and future work is scoped. Ask to join as a listener. Offer to take notes. Volunteer to present a quick recap of something you’ve helped lead. You’re not asking for visibility for its own sake. You’re making a case to be included because you’re already contributing behind the scenes and can add context others might miss.
When you’re in the room, show you’re paying attention. Share a relevant pattern you’ve noticed. Flag an idea worth trying. Ask a question that helps sharpen the approach. These aren’t big gestures, they’re the kinds of comments that signal you understand the bigger picture and are thinking beyond your immediate task list.
Over time, these moments shift how people see you. You’re not just someone who gets things done. You’re someone who gets it. And that opens the door to more involvement, more responsibility and more say in what comes next.
Observe the People Who Have Influence
Influence isn’t about having the loudest voice in the room. It’s about being someone people rely on because you consistently bring insight, clarity and follow-through.
Start by paying close attention to the people who are already influential in your organization. Who gets invited into early-stage conversations? Whose advice gets sought out by leadership? Who helps shape direction, even if they’re not the most senior person in the room?
Watch how they operate. They’re not just completing tasks. They understand context. They anticipate needs. They speak in terms of outcomes. They follow through consistently. They don’t just point out problems. They help solve them. They connect the dots between what they’re doing and what the organization is trying to achieve.
Then, think about how you can do the same in your own role. You don’t have to copy anyone. But you can look for patterns, language, habits or behaviors that help you be more effective and more trusted. Maybe it means preparing one layer deeper before a meeting. Maybe it’s summarizing what a project accomplished, not just what got done. Maybe it’s sending a short follow-up that keeps momentum going.
Influence is often built in small moments, not big ones. If you want a seat at the table, act like someone who already belongs there. Be prepared. Be thoughtful. Make others’ jobs easier. Over time, that’s what gets noticed, and that’s how you build real credibility.
Stop Shrinking Your Role
Language shapes perception. If you consistently minimize your contributions, others will too. That’s why it matters how you talk about your work, especially in environments where initiative and clarity matter.
Start by paying attention to the words you use. Do you find yourself saying “just checking in” or “just helping out”? These phrases might feel polite, but they can undercut your credibility. Drop the “just.” Say what you need to say. “I’m following up on the draft.” “I have a question about the next steps.” That’s clear. That’s confident.
Also look at how you describe your role. Instead of saying you “supported the project,” explain what you actually did. Did you lead the planning? Coordinate the timeline? Build something from scratch? Claim it. Be specific. You don’t need to inflate anything, just own it.
This kind of clarity changes how people understand your value. It reinforces that you’re thoughtful, proactive and capable of more. Over time, it helps you shift from being seen as a doer to being seen as someone who shapes strategy. And that shift starts with how you talk about what you’ve already done.
Build Internal Allies and the Right Internal Relationships
If you want to think more strategically, start by surrounding yourself with people who already do. Look across departments for those who ask smart questions, challenge the status quo and care about doing better work. These are the people who will help you raise your game.
Reach out to them. Ask what they’re working on. Share what you’re noticing. You’re not trying to network for the sake of it, you’re building real working relationships that help you see the bigger picture and move ideas forward.
When you have allies in different parts of the firm, everything becomes easier. You get context you didn’t have before. You spot opportunities earlier. You’re not operating in a silo, and you’re not solving problems alone.
These relationships also help your work travel. When others understand the value you bring, they’ll mention your name in rooms you’re not in. That kind of visibility can’t be faked, and it can’t be built overnight. It comes from showing up consistently, asking good questions and being someone with whom others want to work.
Know How to Translate Ideas for Lawyers
If you want a lawyer to take your idea seriously, you need to explain it in a way that works for how they think.
They’re trained to look for risk and gaps. They focus on what’s missing, what’s unclear and what could create problems for a client. That means if your idea is too broad, too vague or too hypothetical, it probably won’t get far.
Be direct. What are you proposing? Why now? What impact could it have on the client, the practice or the firm? Spell it out without filler or generalities.
You also need to think a few steps ahead. What questions will they ask? What might they push back on? What assumptions might they challenge? If you show that you’ve already thought about those things, it builds credibility.
Make the connection to something they care about. That might be saving time, improving how something works or helping clients see more value. If the idea ties into something that already matters to them, they’re more likely to listen.
Avoid buzzwords and overcomplicated explanations. They won’t slow down to decode your meaning. If it’s not clear, it gets dismissed.
Don’t bring an idea that still needs to be figured out from scratch. Bring something with enough shape that they can respond to it and help move it forward. That makes it feel worth their time.
The goal is to make the idea easy to understand, relevant and actionable. If you can do that, you’ll get further—faster.
Strategic Thinking Is a Choice You Make Daily
Strategic thinking has nothing to do with your title. It’s how you approach problems, make decisions, and connect your work to what matters most. That shift in mindset can happen at any point in your career.
It starts with asking sharper questions, paying attention to what’s happening around you and thinking beyond your task list. Instead of just getting things done, start asking why they matter and how they move the firm forward.
It also means noticing gaps, spotting patterns and offering ideas, even when you’re not the one in charge. Showing that you’re thinking critically about how things could work better will help you get noticed.
Strategic thinking isn’t limited to senior roles. It’s a habit you build. And the more you do it, the more credibility and influence you’ll earn. Don’t wait for someone to tell you it’s your turn. Start showing up like it already is.
What to Do Now
Pick one or two ideas from this list and try them this week. Maybe it’s how you frame your next email. Maybe it’s asking a better question in a meeting. Maybe it’s following up with insight instead of a recap.
Then do it again next week. That’s how the shift happens. Not overnight, but step by step, by showing up with more clarity, more curiosity and more intention. Let me know what you think of these tips!
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