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an
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ATL
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here.
Data-driven
roles
are
redefining
industries
worldwide,
bringing
the
ability
to
analyze
and
act
on
data
to
the
forefront
of
business
strategies.
For
law
firms,
embracing
data
presents
an
exciting
opportunity
to
optimize
processes,
better
serve
clients,
and
stay
competitive.
However,
hiring
for
data
roles
in
a
law
firm
should
encompass
more
than
finding
people
with
the
desired
technical
qualifications
and
practical
experience.
The
goal
should
be
building
teams
that
thrive
in
a
complex,
dynamic
environment.
Beyond
technical
skills,
three
critical
soft
skills
—
intellectual
curiosity,
a
spirit
of
service,
and
comfort
in
gray
space
—
are
essential
for
building
high-performing,
resilient
data
teams
in
the
legal
sector.
This
white
paper
explores
why
the
three
qualities
above
are
essential
for
success
in
legal
data-driven
roles.
Moreover,
law
firms
can
use
them
to
create
a
team
that
drives
innovation
and
operational
excellence.
Intellectual
Curiosity:
Fueling
Innovation
and
Growth
in
Law
Firms
Intellectual
curiosity
is
the
drive
to
learn,
ask
questions,
and
seek
continuous
improvement.
This
quality
is
crucial
in
the
legal
data
landscape
because
data
roles
require
professionals
to
stay
current
on
rapidly
evolving
trends,
technologies,
and
best
practices.
Data
science
constantly
changes,
and
new
tools
and
techniques
are
always
emerging.
For
example,
a
data
analyst
in
a
law
firm
might
need
to
keep
up
with
advancements
in
predictive
analytics
to
stay
competitive
or
understand
new
regulations
that
affect
data
usage.
Without
curiosity,
teams
risk
stagnation
and
may
fall
behind
on
innovative
solutions
that
could
improve
the
firm’s
offerings.
But
intellectual
curiosity
does
more
than
keep
a
team
updated;
it
drives
creativity
and
the
ability
to
look
beyond
the
obvious.
When
team
members
are
genuinely
curious,
they
are
more
likely
to
propose
unique
solutions,
experiment
with
new
methods,
and
take
a
proactive
approach
to
problem-solving.
They
look
at
data
for
patterns
and
stories,
asking
more
profound
questions
that
reveal
insights
beneficial
to
clients.
For
law
firms,
having
a
team
motivated
by
curiosity
means
having
a
team
that
can
anticipate
clients’
needs,
adapt
to
changes,
and
constantly
push
for
improvement.
Law
firms
can
look
for
candidates
passionate
about
learning
and
improving
during
recruitment.
One
way
to
identify
this
trait
is
by
asking
candidates
about
projects
they
have
pursued
independently
or
exploring
how
they
keep
up
with
changes
in
their
field.
Look
for
candidates
who
view
setbacks
as
learning
opportunities,
as
this
reflects
an
eagerness
to
grow
—
a
quality
that
will
serve
both
the
individual
and
the
team
well.
Spirit
of
Service:
Creating
Value
for
Clients
and
Building
Strong
Relationships
In
law,
where
client
relationships
are
paramount,
a
spirit
of
service
is
indispensable.
This
quality
is
about
putting
the
needs
of
others
first
and
being
committed
to
delivering
exceptional
value.
For
data
professionals
in
law
firms,
a
spirit
of
service
involves
understanding
and
empathizing
with
the
needs
of
clients,
partners,
and
internal
stakeholders.
It’s
about
going
beyond
the
numbers
to
provide
insights
that
help
clients
make
informed
decisions
and
solve
real
problems.
A
spirit
of
service
builds
trust
and
rapport,
essential
for
long-term
client
relationships.
For
example,
a
data
scientist
in
a
law
firm
with
a
strong
service
mindset
might
not
just
report
on
trends
in
legal
data;
they
may
also
anticipate
clients’
questions,
interpret
the
data
meaningfully,
and
ensure
that
insights
are
accessible.
They
might
even
collaborate
with
lawyers
to
present
data-backed
recommendations
in
client
meetings,
adding
value
by
showing
how
the
data
applies
directly
to
client
needs.
In
data-driven
roles,
a
spirit
of
service
also
means
recognizing
that
one’s
role
is
to
make
complex
data
understandable
and
actionable
for
others.
This
way
of
interacting
with
others
is
especially
relevant
in
law
firms,
where
lawyers
and
clients
may
not
be
familiar
with
the
technicalities
of
data.
The
best
data
professionals
find
ways
to
communicate
complex
insights
in
simple,
practical
terms,
ensuring
that
data
becomes
a
tool
for
decision-making,
not
just
a
report
that
sits
on
a
shelf.
Firms
can
assess
this
quality
during
hiring
by
exploring
a
candidate’s
past
experiences
working
in
client-facing
or
collaborative
roles.
Asking
how
they
have
handled
difficult
situations
or
worked
to
understand
client
needs
can
reveal
their
orientation
toward
service.
This
assessment
might
also
involve
looking
for
people
who
actively
seek
feedback
and
are
dedicated
to
improving
the
quality
of
their
work
for
the
benefit
of
others.
Comfort
in
the
Gray
Space:
Thriving
in
Ambiguity
and
Complexity
Comfort
in
the
gray
space
is
the
ability
to
navigate
ambiguity,
deal
with
uncertainty,
and
remain
effective
in
complex
situations.
This
skill
is
essential
in
data-driven
roles,
especially
in
the
legal
sector,
where
data
is
often
incomplete,
regulations
change
frequently,
and
multiple
stakeholders
bring
different
needs
and
perspectives
to
a
project.
Legal
data
projects
can
be
intricate
and
require
interpreting
inconsistent
or
conflicting
information.
A
data
analyst
comfortable
in
the
gray
space
can
handle
these
complexities
without
feeling
overwhelmed,
working
through
challenges
logically
and
confidently.
For
example,
a
legal
data
analyst
working
on
a
case
law
data
project
might
face
issues
where
specific
data
is
unavailable
or
contradictory.
Rather
than
becoming
discouraged,
they
will
find
ways
to
work
around
the
gaps,
using
approximate
solutions
and
being
transparent
about
uncertainties.
Comfort
in
gray
space
also
involves
resilience
and
flexibility.
Professionals
with
this
quality
can
adjust
their
approach
when
unexpected
changes
arise
—
such
as
a
sudden
shift
in
data
policy
or
a
new
client
request.
Instead
of
seeing
change
as
an
obstacle,
they
view
it
as
an
opportunity
to
test
their
skills,
learn,
and
improve.
Having
data
teams
that
can
adapt
to
ambiguity
is
crucial
for
law
firms.
Legal
issues
are
often
complex
and
unique,
and
data
roles
in
this
field
require
team
members
who
can
make
decisions
and
provide
value
even
without
clear-cut
answers.
Navigating
the
gray
space
allows
data
professionals
to
maintain
momentum
and
contribute
meaningfully,
even
amid
uncertainty.
In
interviews,
law
firms
can
assess
this
skill
by
asking
candidates
to
describe
situations
where
they
had
to
work
without
clear
direction
or
when
they
faced
unexpected
challenges.
Look
for
candidates
who
demonstrate
a
sense
of
calm
and
composure
in
these
situations
and
take
the
initiative
to
find
solutions
even
when
conditions
are
less
than
perfect.
Building
a
Resilient,
Innovative
Data
Team
The
legal
sector
is
at
a
transformative
crossroads,
with
data-driven
insights
poised
to
play
a
pivotal
role
in
shaping
the
industry’s
future.
However,
law
firms
need
data
teams
that
bring
technical
expertise
and
a
spirit
of
service,
intellectual
curiosity,
and
comfort
in
the
gray
space
to
make
the
most
of
this
transformation.
Firms
can
build
an
adaptable,
empathetic,
and
resilient
team
by
focusing
on
these
three
soft
skills.
This
type
of
team
can
handle
the
technical
aspects
of
data
and
communicate
insights
effectively,
meet
client
needs,
and
thrive
in
a
dynamic
environment.
Law
firms
that
invest
in
hiring
and
nurturing
these
qualities
in
their
data
professionals
ensure
a
better
position
for
their
team
to
innovate
and
offer
meaningful
value
to
clients.
Ultimately,
a
well-rounded
data
team
is
a
valuable
asset
for
any
firm.
By
valuing
curiosity,
service,
and
adaptability
in
hiring
and
development,
law
firms
can
build
teams
prepared
to
navigate
the
complexities
of
the
legal
data
landscape
and
drive
positive
change
in
an
ever-evolving
industry.
Rachel
Shields
Williams
is
a
Director
of
Knowledge
Management
at
Sidley
Austin,
with
extensive
experience
in
legal
business
development,
marketing,
sales,
and
technology.
She
identifies
and
meets
customer
needs,
creates
and
executes
innovative
solutions,
and
leads
impactful
global
initiatives.
She
is
also
a
leader
and
contributor
in
the
legal
community,
serving
on
the
LMA
International
Board,
the
ILTA
Program
Planning
Council,
and
a
Fellow
in
the
College
of
Legal
Practice
Management.