3 Key Steps to Creating a Champion’s Mindset

High Performance Coaching for Attorneys

Every outstanding attorney I work with (and believe me, they are all outstanding attorneys) is challenged by one basic thing: their mindset. That’s the value of a coach; I don’t get bogged down in the story my clients tell but, instead, am able to empower them to achieve their full potential by distilling the story they tell to its essence and getting to work on shifting their mindset as they work towards a solution. A recent coaching session is a perfect example of what I’m talking about. 

Most of Us Experience Too Many Highs and Lows

When we “win” (whatever that means in the moment) we feel really great. When we “lose” (again, whatever that means in the moment), we feel bad. As human beings, we experience highs and lows. It’s natural. It’s normal. It’s a problem.

Please do not misunderstand. I am all about celebrating wins, In my experience, high-achievers don’t invest the time to do so and, instead, are on to the next goal. This too can be a problem. That’s why I begin every single coaching session with having my clients identify a recent win.

Conversely, it is also important to learn from experiences which don’t necessarily go as planned. That’s how growth occurs. That’s how we learned, very quickly, not to touch a hot stove. 

Recognizing and celebrating wins and learning from when we fall short are necessary activities. It’s when we allow either to affect us inordinately, when the amplitude of the victory or perceived defeat is out of proportion or we swing too much between the highs of wining and the lows of losing that our performance actually suffers. 

A Champion’s Mindset - Modeling the Greatest Tennis Player of All Time.

In response to a question, my client mentioned the highs and lows and how he “had to” be better at not letting the lows through him off his game. That kicked off our coaching session.

We discussed how failures (no such thing), losses (the wrong word/concept), and falling short affected him. He listed 3 ways: distracting him from the present moment; creating self-doubt; and inhibiting his ability to accurately perform an after-action review which included positive aspects of the activity.

I brought the concept of a “Champion’s Mindset.” Into the session. My client loves to play tennis. I’ve known that about him since we first began our coaching journey. Naturally, I brought up the Greatest Of All Time (“GOAT”)  Roger Federer. 

In a commencement speech Roger gave at Dartmouth in June 2024, he shared an unsurprising statistic: he won 80% of his matches. Makes total sense for the GOAT. He shared something else, though, that people don’t necessarily equate with being the greatest tennis player ever: Roger won only 54% of the total points he has played as a professional. That means he “failed” 46% of the time.

Here’s what Roger said:

“When you lose every second point on average, you learn not to dwell on every shot.” 

In order to continue playing at an elite level, Federer could not and, indeed would not, allow himself to feel too good when he hit a winner nor too bad when his opponent made a better shot or, worse yet, he made an unforced error or  *gasp *double faulted. He simply moved on to the next point. 

After a match, though, he was able to perform an after-action review of what went well and where he could improve. In the moment though, he would not allow himself to get too high or too low.

3 Key Steps to Crafting a Champion’s Mindset

After a spirited discussion that clearly resonated with my client, it was time to go from hypothetical to practical. How would he go about becoming more like RF? Here are three actions steps my client agreed to undertake:

• Focus on the Process:  Because the our process is all we control, by focusing on it and not the outcome, we do not get too high or too low.

• Emotional Control: Develop the habit of having a measured response when things go well and not-so-well.

• Build Resilience:  Seeing challenges as opportunities for personal and professional growth. 

Is my client perfect at any of these steps yet? Of course not. Is he steadily moving forward, you bet. Is he comfortable. No way. Working with me as your coach isn’t comfortable. It’s not meant to be. Comfort is for those satisfied with the status quo, for those content to be “good enough” or “average.” Growth comes when we, as human beings, move through the discomfort.

My clients are the best attorneys in their field. They are the managing partners and law firm CEOs who understand the benefit of a champion’s mindset in their practices and lives. They increase revenue, master their time and focus, and improve performance while enjoying more free time and suffering less burnout. You can too. Schedule a complimentary 30-minute discovery session with me here, or send me an email.

Mastering the Art of Letting Go: How Law Firm Leaders Can Delegate Effectively

Delegation isn’t just a skill; it’s an art—and let’s face it, one of the hardest to master. As a lawyer and leader, it’s easy to convince yourself that you’re the only one who can do things the “right way.” But the reality is, clinging to every detail isn’t just exhausting—it’s holding you, your team, and your firm back. I know this because I’ve been there. 

Back in the day, when I started my law firm I leaned into doing more than I ought to have—client work, marketing, networking, admin work, everything. It was a different story when I started my coaching business because I had learned to let go, focus on the things I was good at and that moved the needle for my business, that I truly experienced the power of leveraging my team. Delegation is about creating time and space for what only you can do: lead, strategize, and envision the future.

In this post, I’ll break down the four levels of delegation and, more importantly, how you can embrace the pinnacle—**Designing**—to achieve growth and freedom.

Four Common Mindset Barriers to Delegation

Let’s start with the mental roadblocks. If you’ve ever hesitated to delegate, chances are one of these is to blame:

1. Fear of Losing Control  

I see this all the time with my coaching clients—and I’ve struggled with it myself. We worry that if we hand something off, the quality will suffer. But here’s the kicker: trying to control everything creates bottlenecks and limits your firm’s potential.

2. Perfectionism  

Lawyers often tell me, “No one will do it as well as I do.” That may be true initially, but without delegating, your team will never rise to meet or even surpass your standards. Remember, perfection is the enemy of progress.

3. Fear of Being Less Essential  

I call this the “busy equals valuable” trap. If your calendar isn’t packed, do you still feel like a leader? Delegation gives you the space to breathe and think strategically, which is where your real value lies.

4. The Time Investment Misperception  

“It’s faster/easier if I just do it.” Sound familiar? While that might be true in the short term, it’s a myth in the long run. Training someone else to handle repeatable tasks pays dividends over time.

The Four Levels of Delegation

Let’s walk through the progression of delegation. Understanding where you are—and where you need to go—is the key to transforming how you lead.

Level 1: Doing

Here, you’re stuck in the weeds, executing tasks yourself. It’s exhausting and unsustainable. When I started Advocatus Coaching, I wasted hours scheduling appointments and managing my inbox. Once I delegated these tasks, my productivity skyrocketed.

Level 2: Deciding

This is the micromanagement zone—you assign tasks but require constant approvals. It’s a step forward, but not enough to truly free up your time or empower your team.

Level 3: Delegating

At this level, you delegate both the task and the authority to complete it. Your team begins to take ownership, but there’s still a gap between independence and innovation.

Level 4: Designing

Now we’re talking. Designing is where you, as a leader, define the vision, align your team’s goals, and trust them to innovate and execute with excellence.

Level 4: Designing — The Pinnacle of Delegation

Designing is where leadership meets vision. It’s not about stepping away but stepping up—moving from managing tasks to inspiring outcomes. Here’s what it looks like in action.

What Does Designing Look Like?

Imagine you’re a managing partner tasked with expanding your firm’s business litigation practice. Instead of dictating every detail, you outline the high-level goal: become the go-to firm in the region within three years. Then, you empower your team to figure out the best way to achieve that goal.

One partner creates a targeted client acquisition strategy. Another revamps internal processes to handle increased caseloads efficiently. By letting go, you’re not just delegating—you’re cultivating leaders within your firm.

Mindset Shifts for Designing

To lead at this level, you must adopt two critical mindset shifts:

1. From Doer to Visionary  

Stop focusing on how tasks get done and start focusing on where you want your firm to go. When I stopped designing every marketing campaign and instead shared my vision for what I wanted my brand to represent, my team produced incredible results—sometimes better than I imagined.

2. From Manager to Leader  

You’re no longer there to supervise; you’re there to inspire. Trust your team to take ownership, and watch them grow into the roles you’ve envisioned for them.

A Real-World Example of Designing Delegation

One of my clients, a managing partner at a mid-sized law firm, was overwhelmed. She was juggling operations, client work, and managing her team—and had no time for strategic thinking. Recognizing the bottleneck, she hired a COO and gave them full ownership of the firm’s operational efficiency.

This move freed her to focus on two critical areas: building client relationships and dedicating time to strategic planning. For the first time, she had space to anticipate market trends, align her team’s efforts with long-term goals, and explore growth opportunities.

The results were transformative and her ability to step back and think strategically made all the difference.

Principles for Success in Designing Delegation

1. Clarity of Vision: Define the “why” and the end goal, then let your team determine the “how.”

Example: When delegating client onboarding, outline the ideal experience and allow your team to design the process.

2. Trust and Autonomy: Let go of micromanagement. You hired your team for a reason—let them shine.

Example: Entrust your associates to develop new legal strategies for complex cases, stepping in only for final approval.

3. Continuous Feedback: Create a culture of learning. Celebrate successes and use setbacks as opportunities for growth.

Example: After a major project, host a debrief to identify lessons learned and refine processes for the future.

The Time to Start is Now

Delegation isn’t about giving up control—it’s about building a stronger, more resilient team and creating space for yourself to lead effectively. What’s one task you can delegate at Level 4 today? The sooner you start, the closer you’ll get to transforming your leadership—and your firm’s future.

My clients are the best attorneys in their fields. They’re managing partners and law firm CEOs who are comfortable with being uncomfortable, who think big to keep their firms thriving. They increase revenue, master their time and focus, improve performance, and ultimately enjoy more freedom with less burnout. You can too. Schedule a complimentary 30-minute discovery session with me here, or send me an email.

Case Study: How One Law Firm CEO Broke Through Limiting Beliefs With Executive Coaching.

“When you challenged my thinking by asking why I was thinking so small, it hurt.” Is this statement positive or negative? 

One of the many reasons to work with me as your executive coach is to gain a fresh perspective—a perspective that challenges you to see when you’re holding yourself back from reaching your full potential. The saying goes: You can’t read the ingredients on the cereal box from the inside. In other words, you often can’t recognize the limits of your mindset when you’re “in it.” A recent coaching session with a law firm CEO offered a vivid reminder of this truth.

To tell this client’s story, a bit of background is needed. My client is the CEO of a successful personal injury law firm in the Mid-Atlantic U.S. He and I began working together a few years ago when he was at a pivotal point in his business journey—stepping into his role as CEO and building his team. After some time, he “graduated” from coaching. All coaching relationships have a beginning, middle, and end. He had reached a point where he was ready to execute his new CEO mindset independently. Watching clients “take off” is a proud moment for them and for me.

Once you’re a client, you’re always part of the team. As is my habit, I stayed in touch with him. During one of our check-ins, he mentioned he was ready to reengage with executive coaching; he’d maxed out his mindset at his then-current level and wanted to evolve further. My first step was to see if he was thinking big enough to make our coaching sessions impactful. Without that, the investment of time and money wouldn’t be worthwhile.

I asked him where he saw his next level of growth. A straightforward way to measure this is by gross revenue—a metric that, for many attorneys and law firm leaders, is linked to personal growth and mindset transformation. When he shared his revenue goal for the end of our 12-month coaching engagement, the number struck me as uninspiring. It would require no real personal evolution—just increased business efficiencies. So I asked, “Why are you thinking so small?”

He was taken aback. “John, that’s not small!” I told him that if that was the goal, it wouldn’t be worth his time or money to work with me. He and his team could grind harder and get there without executive coaching. I let the silence linger; he was clearly thinking. As a law firm CEO, few people challenged him like this.

I repeated, “Why are you thinking so small?” This time, I added, “What if you couldn’t fail? What would the number be then?” He then shared a figure ten times higher than his initial goal. I asked, “What shifted to make you believe that level of revenue is achievable?” His response was pure gold: “If I couldn’t fail, I’d be a lot more confident in going big.”

My next question was, “Who would you need to become to achieve that goal?” His answer was equally profound: “I’d have to be someone entirely different than I am today. My leadership, communication, and performance would all have to evolve.” With this new goal and an understanding that personal growth would be essential, we agreed to move forward together.

Flash forward six months.

In a recent coaching session, we discussed a crucial leadership skill all managing partners and law firm owners must master: saying no to a thousand things. He paused and revisited the initial conversation, saying, “When you challenged my thinking by asking why I was thinking so small, it hurt.” I asked why. He replied, “It hurt because I’ve never thought of myself as someone who thinks small. I was trapped in my own thinking, and without you challenging me, I would never have realized it.”

Working with me as your executive coach isn’t comfortable—and it’s not meant to be. Comfort is for those who are satisfied with the status quo, content with “good enough.” Growth occurs when we move through discomfort.

My clients are the best attorneys in their fields. They’re managing partners and law firm CEOs who are comfortable with being uncomfortable, who think big to keep their firms thriving. They increase revenue, master their time and focus, improve performance, and ultimately enjoy more freedom with less burnout. You can too. Schedule a complimentary 30-minute discovery session with me here, or send me an email.