In this article, we explore why informed, considered decision-making matters at every stage of a legal career. We look at practical ways to approach career decisions, including how asking better questions can reveal the information that matters most. We also share how one lawyer’s thoughtful decision-making opened the door to an exciting career in projects law, from Abu Dhabi and beyond. Most lawyers can trace their career back to a decision made early, and often, made quickly. For some, it was inspired by courtroom dramas or the influence of family already in the profession. For others, it was a more pragmatic choice. But as many will admit, that first decision to study law is rarely made with a full understanding of what the career actually involves day to day. And that is where the challenge begins. Because from that point on, a legal career is shaped by a series of decisions. Practice area. Firm. In-house versus private practice. The right time to move. The right people to learn from. The question is not whether those decisions matter. It is whether they are being made well. Better decisions start with better questions In The Book of Beautiful Questions by Warren Berger, there is a simple but powerful idea. The quality of your decisions is directly linked to the quality of the questions you ask. A good question acts like a torch in a dark room. It does not give you the answer immediately, but it illuminates the right areas so you can find it yourself. In a legal career decision context, that might look like: ● What kind of work will I actually be doing in this new role in the first 6 to 12 months? ● How will this role develop me beyond my current capability? ● Does this environment support mistakes as part of learning, or penalise them? Too often, lawyers focus on surface-level questions. Salary. Title. Brand name and reputation of the firm. Those matter, particularly in the current cost-of-living environment, but they are unlikely to be the factors that determine whether a move is successful two or three years down the track. There is no single “right” way to decide In our many years of legal recruitment in the Queensland legal market, we have found that decision making is a very individual skillset, and lawyers approach decision making in all sorts of different ways. Some take a highly structured path. They map the market, speak to multiple firms, engage mentors, and weigh up detailed pros and cons. In one recent example, a lawyer spent three months exploring options, meeting multiple teams, and workshopping final offers with trusted advisers before making a call. Others take a more intuitive approach. They meet a team, get a sense of the culture, and make a decision based on how it feels. That instinct is often shaped by time invested in informal data gathering, conversations, and observations along the way. Both approaches can work. What matters is not whether the process looks analytical or intuitive on the surface, but whether you are asking the right questions and aligning the decision to where they want to go longer term. Georgia’s decision: instinct, but not without intent In our recent Friends in Law Podcast episode, we interviewed Projects Lawyer Georgia Huf. The delicate balance between instinct and informed decision making came through in our discussion about her initial move into construction law. On the surface, it might be described as a “gut decision”. She was drawn to the nature of the work, particularly its grounding in contract law and the tangible outcomes it delivers. Construction law offers something many lawyers look for but struggle to define early in their career: the ability to see your work translate into something real. Georgia actively sought out environments where she could learn. She placed importance on being surrounded by strong mentors, being given the opportunity to draft, make mistakes, and improve. That “safe place to learn” became a critical factor in her development. She also made deliberate decisions to broaden her exposure. Her advice to junior lawyers is simple but often overlooked: take full advantage of rotations. Understanding how matters play out end to end makes you a better lawyer, particularly in transactional work where poor drafting upstream can create significant issues later. Even her later decision to move overseas to Abu Dhabi followed a similar pattern. It was opportunistic, sparked by a conversation (and a LinkedIn message from a recruiter – yes, you should respond to those!) rather than a long-term plan, but grounded in clear motivations. Professional growth. Exposure to large-scale projects. Broader life experience. The common thread is not in the decision-making method. It is the clarity behind the decision. You can listen to Georgia’s full interview here. The risk of getting it wrong and why that is often overstated Lawyers are trained to identify risk. Naturally, that carries over into career decisions. What if the role is not what was promised? What if the team is not the right fit? What if the move sets me back? These are valid concerns. There are real examples of experienced practitioners stepping into partnership roles that did not meet expectations and having to move on quickly. But there is another risk that is often less discussed. Doing nothing. Career paralysis is a genuine issue in the legal profession. Waiting for the perfect role, the perfect timing, or complete certainty can stall progression just as much as a poor move. A useful way to reframe this is through a simple model introduced by James Clear, the author of Atomic Habits: ● Some decisions are like a hat. Easy to change. ● Some are like a haircut. They grow out over time. ● Very few are like tattoos. Truly permanent. Even decisions that feel significant, moving in-house, changing firms, going overseas, are rarely irreversible. The Queensland market continues to see alumni hires returning to the fold and lateral moves that correct career courses. The focus should be on making a considered decision, not a perfect one. There will always be compromises to be made along the way. Beyond salary: what drives long-term outcomes It is hard to ignore salary, particularly in the current high-pressure, cost of living environment. But decisions driven purely by remuneration tend to create issues later. Higher pay can sometimes come with trade-offs. Limited development. Repetitive work. Environments that are not sustainable long term. And once a certain salary level is reached, it can become difficult to move without taking a step back if the underlying experience does not support it and is not highly valued outside your organisation. The more effective approach is to assess roles on three dimensions: ● The quality and complexity of work ● The people and mentorship available ● The alignment with longer-term career direction Salary sits alongside these factors, not above them. The huge role of timing and personal context A sound decision is not made in isolation from personal circumstances. A role that might be ideal from a technical perspective may not be sustainable for someone managing young children and late-night global conference calls. Conversely, a move that offers flexibility and balance at the right stage of life can be a strategic decision, not a compromise. Timing matters. So does self-awareness. The most effective decisions tend to come from lawyers who understand what they need at that point in their career, rather than what they think they should want. There is More than One Way One of the most consistent themes across experienced lawyers is that careers are not shaped by a single defining decision. They are shaped by a series of decisions, each informed by better questions, stronger self-awareness, and accumulated experience. As Georgia said to us in her episode of Friends In Law, seek advice, listen to perspectives you trust, but ultimately make the decision that is right for you. Trust your judgement. For lawyers considering their next move, consider this: ● Do the work to ask better questions. Particularly in an interview setting [AC1] ● Gather the right information. ● Understand what matters to you now and where you want to go longer term. Then make the decision. Because in most cases, the bigger risk is not making the wrong move. It is not making one at all. If you are considering a move, or simply want to understand how you are positioned, it is worth taking a more strategic approach to your next step. If you are looking for your next ideal step in the legal market, then reach out to find out how we can help you build the career you aspire to. Get in touch here. 

In this article, we discuss how important strategic and intentional personal branding is to differentiate lawyers in a complex QLD legal recruitment market. We touch on the concepts of quiet confidence and quiet influence and how they intersect and add value to your career. Find out how to truly understand your own values and how that builds trust with clients and colleagues. If you have been keeping an eye on the market, you have probably noticed something. There are many career opportunities available, but they do not always feel straightforward to access. That is because the Queensland legal hiring market is not behaving in the way people expect. Traditionally, hiring demand in law has followed economic cycles. When conditions are strong, transactional work increases. During downturns, disputes and insolvency tend to take the lead. At the moment, that pattern is not holding. Across Queensland, there is strong demand in construction, property, corporate, commercial and litigation, along with continued strong activity in family law. What stands out is that transactional work remains busy despite economic tightening, while insolvency, unexpectedly, is not seeing the same level of demand. At the same time, firms continue to experience a shortage of high-quality candidates, particularly at both junior and senior associate level. So, while the market is highly active, it is also candidate tight. Why the Process Feels More Difficult Than It Should Despite the level of demand, many lawyers are finding that securing the right role is not as simple as it once was. One of the key reasons is that firms are hiring with far more precision. It is no longer enough to demonstrate strong technical capability. Firms are thinking carefully about how a new hire fits into the broader picture. They are assessing the type of work that needs to be done, how that work is currently distributed across the team, and what capability gaps genuinely exist. They are also considering long term structure, future leadership pathways, and alignment with firm values. At the same time, candidates are approaching their careers with greater intention. Some are actively looking, others are open to the right opportunity, and many are simply curious about what might be possible. Regardless of where they sit, most have a clear idea of what they want from their next role. Flexibility, quality of work, culture, and career progression all feature strongly in their wish lists. The difficulty is that these preferences do not always align neatly with where demand sits. That tension is what makes the current market feel complex. The Shift Beyond Technical Excellence Another significant change is what firms now value most. Technical ability is still important, but it is no longer what sets candidates apart. Increasingly, firms are looking for lawyers who can communicate effectively, manage stakeholders, think commercially, and build strong professional relationships. There is still space for highly technical specialists, but fewer opportunities compared to those who can combine technical strength with broader influence. This is particularly evident at more senior levels, where leadership capability and the ability to contribute to the growth of a practice are becoming essential. What Actually Makes a Candidate Stand Out In practice, at Alex Correa Executive, we have found that the candidates who stand out tend to demonstrate a broader contribution to the profession. They are involved in industry groups, contribute to publications, mentor junior lawyers, and show an interest in developing their networks. More importantly, they have a clear sense of who they are and what they value. That clarity comes through in how they communicate, the decisions they make, the communities they are part of and the consistency of their actions over time. One recent example comes to mind. A candidate we worked with created a strong impression through a number of conversations before they had sent us their CV. When the CV did come through, it reinforced everything that had already been established. It was thoughtful, well structured, and communicated their experience with clarity. What stood out most was not just their legal work, but their long-term commitment to coaching and mentoring outside of their role. They did not list their values explicitly, but they were evident. Leadership, community, and a genuine investment in others came through clearly. That level of alignment builds trust, and trust plays a significant role in hiring decisions. The Cost of Misalignment The opposite is also true. When a role does not align with a lawyer’s values, it can become unsustainable, even if it appears to be a good opportunity on paper. In recent years, we worked with a lawyer who was in defendant insurance. This lawyer was instructed by his firm to prolong a legitimate claim involving a terminally ill individual. While the work may have been legally sound, it conflicted strongly with the lawyer’s personal values. Over time, that disconnect became too significant to ignore. A move into construction law, where the work felt more aligned and meaningful, changed the trajectory of their career entirely. It is a reminder that long term career satisfaction depends on more than just the work itself and the importance of values alignment. Quiet Confidence and Influence Confidence in the legal profession is often misunderstood. It is easy to assume it belongs to the most vocal person in the room, the one who speaks first and most often. In reality, the lawyers who leave the strongest impression are rarely the loudest. Quiet confidence has a different quality to it. It is the presence someone carries into a room before they have even spoken. It creates a sense of credibility and composure that draws people in, rather than competing for attention. It shows up in judgment. Knowing when to contribute, when to listen, and what is worth saying. It is grounded in self-awareness and a clear understanding of one’s role in the conversation. It is not about holding back, nor is it about dominating. It is about choosing the moment and delivering with intent. Importantly, quiet confidence is not passive. It does not mean being spoken over or sidelined. Some of the most effective lawyers are those who can assert a position, whether legal or commercial, with clarity and calm authority. They understand how to frame an argument so that it lands, not just intellectually but persuasively. This is where quiet confidence intersects with quiet influence. The ability to guide a discussion, shape a decision, or move a matter forward without force. Influence is built on trust, consistency, and credibility rather than volume. In many cases, this capability is developed over time. Experience plays a role, but so does exposure to the right mentors. The best mentors are often those who demonstrate that influence does not require performance. They model restraint, precision, and timing. They show that carefully chosen words, delivered at the right moment, carry far more weight than speaking for the sake of being heard. For lawyers thinking about their own development, quiet confidence is less about changing who you are and more about refining how you show up. It is built through consistency, self-awareness, and a deliberate approach to communication. Over time, it becomes one of the most defining traits of trusted advisers and future leaders in the profession. Reframing Personal Brand Personal branding is another concept that can feel uncomfortable, but it is worth reframing. Every lawyer whether they recognise it or not, already has a reputation. The difference is whether it is being shaped intentionally. Essentially, you either make a deliberate and conscious decision to build your personal brand over time, or it gets developed for you by others in the absence of any strategy. A personal brand is not about self-promotion. It is about clarity, authenticity, and consistency. It is reflected in how you communicate, the work you prioritise, how you contribute to your team, and how others experience working with you. If you do not define it strategically, you create a vacuum in which others will. The Queensland legal market is full of opportunity, but it is also more complex than it has been in previous years. Being a strong lawyer is no longer enough on its own. The candidates who navigate this market most effectively are those who understand their values, can articulate their strengths, and are clear about what they want next. They exert quiet confidence and walk proudly in their sphere of quiet influence. Their brand is aligned with their career plans, and they are authentic in their interactions with peers, colleagues, clients, and all they encounter. That might sound like a lot, but I talk to a number of lawyers every day that are navigating this exact path with grace, wisdom and hard-won skills and experience. If you are struggling to articulate your own values or to be clear about who you are and how you make people feel when they interact with you, then I encourage to you listen to the latest episode of our podcast Friends in Law. In it Jason Malouin from Superpower Portraits talks about branding, belief, differentiation, and why trust is not something you manufacture, but something that grows when you remove uncertainty. If you have ever struggled to explain your value without sounding rehearsed, overly polished, or like everyone else in your field, this conversation is for you. You can listen here , and Jason’s values exercise is included in the show notes. In a complex recruitment market like we are experiencing, alignment is what drives the best outcomes. If you are considering a move, or simply want to understand how you are positioned, it is worth taking a more strategic approach to your next step. If you are looking for your next ideal step in the legal market, then reach out to find out how we help you build the career you aspire to. Get in touch here.

Adrian has spent over a decade as General Counsel at Ausco Modular and has since expanded into one of the most expansive executive roles in the business, covering legal, HR, IT and property across APAC. Alongside that, he has built a genuinely global following as a voice on in-house legal leadership, and this conversation covers the territory he knows best: what it actually takes to move from senior counsel to general counsel, and why those are fundamentally different jobs. We get into the story of a deputy GC who was passed over for a role everyone assumed was hers, and what that moment reveals about the gap between technical excellence and executive readiness. Adrian also talks about the communication traps in-house lawyers fall into, why he bans the word no in his team, and how he coaches lawyers to reframe their advice around business decisions rather than legal positions. Listeners will leave with a clear and honest picture of what the path to general counsel actually demands, and some practical ways to start building it now. Enjoyed the podcast? Share and Enjoy! Please don't forget to leave a rating via Apple Podcasts Never miss a drop by subscribing on Apple Podcasts or Spotify If you want to talk about your career in law reach out to us here Or why not connect with Alex on LinkedIn  Credits Host: Alex Correa - Career Coach in Law Brought to you by Alex Correa Executive With thanks to our guest: Adrian Moffatt Friends in Law is edited and produced by Dayera Creative

In this article we discuss the challenges Queensland lawyers have in positioning themselves for a career transition. Discover why clarity and moving with strategic intention towards a long-term goal is always going to get a superior outcome compared to reactively aiming for a “better job.” As Queensland-based legal recruiters placing lawyers across private practice, government and in-house roles, we have one consistent observation: most lawyers don’t struggle because they lack capability. They struggle because they lack clarity. The Queensland market is competitive. There are numerous available roles across private practice, government and corporate. What there isn’t, in equal supply, is talent that can clearly articulate its value. Our team regularly meets with strong lawyers who have solid experience, good technical skills and respected firms on their CV. Yet when we talk about a career move, they can’t quite explain what makes them different, where their real strengths lie, or how their background positions them for the role they want next. Their CV lists matters. They describe tasks. They outline chronology. But hiring decisions are not based on task lists. They are based on your clearly articulated value. The Market Is Fluid. Your Career Doesn’t Have to Be Linear. In the last decade in Queensland, we’ve seen far more fluidity than ever in legal careers: ● Private practice lawyers moving in-house. ● In-house lawyers returning to private practice. ● Government lawyers stepping into corporate roles. ● Commercial litigators using their experience as a stepping stone into construction. ● Senior lawyers recalibrating into more specialist streams. There is no longer a single, linear path. And there is nothing wrong with that. Where we often find problems arise is when a move is reactive rather than deliberate. When lawyers move purely for title, salary or flexibility, misalignment often follows. It might feel like a step up on paper, but if the scope, influence and mandate aren’t there, it won’t deliver long-term progression. The best career moves are intentional. They build on your strengths, expand your scope and shape your longer-term trajectory. If you are considering moving, don’t just move away from something. Move toward whatever that ideal role, goal or stepping stone might be. The Common Thread: It’s Not Capability. It’s Clarity. At every stage of a legal career, the challenge shifts: Early career lawyers struggle to gain exposure in a competitive graduate and junior market. Mid-career lawyers sometimes struggle with differentiation. After several years in private practice, what sets you apart? Is it your specialisation? Client exposure? Technical depth? Industry insight? Senior lawyers often struggle with trajectory. Where is this leading? Partnership? General Counsel? A sector pivot? A broader mandate? The common issue across all levels is clarity. Can you articulate what you are genuinely good at? Can you describe where you consistently add value? What kind of problems do people trust you to solve? One of the most useful exercises our team often suggests to candidates is to undertake a mini skills audit. Go back to your performance reviews. What skills do supervisors consistently praise? What themes show up? What feedback do you get from clients or colleagues? Sometimes your “superpower” feels mundane to you. Perhaps you are exceptional at managing clients and are only early in your career. Or maybe you thrive in complex contractual negotiations. Or you have an instinctive talent in building trust with executives. Because talent comes naturally, you may not realise how valuable it is. The market does not reward potential. It rewards clearly articulated value. Title Is Not Strategy. Scope Is. In recent months, I’ve spoken with several senior lawyers wrestling with their titles. An insufficient title for a significant role. Or an inflated title with a lower salary. A “Legal Counsel” title attached to what is effectively a General Counsel mandate. Or conversely, a “General Counsel” title with limited influence and no strategic seat at the table. Title can matter in a legal career. But title does not determine seniority. Scope does. Influence does. Reporting lines do. A big title without a mandate is not career progression. When considering a move, we recommend that you ask: ● Who will I report to? ● What is the scope of responsibility? ● How does this position shape my longer-term positioning? ● What type of business decisions will I influence? Sometimes part of our roles as specialist legal industry recruiters is educating corporate clients on these distinctions and how they relate to role titles. Sometimes, we find ourselves helping lawyers see beyond the title. Storytelling Is a Strategic Skill One of the biggest gaps we often see is in how lawyers present themselves. Most CVs read like this: ● Acted for… ● Advised on… ● Drafted… ● Assisted… But hiring decisions are not based on lists of tasks. They are based on narrative. What problems did you solve? In what environment did you thrive? What patterns show up across your career? Where did you create a measurable impact? Instead of saying: “Advised on commercial contracts.” Consider: “As Senior Legal Advisor for a multinational expanding into a new market, I led the redesign of their commercial contracting framework, reducing risk exposure and accelerating deal turnaround by 20 percent.” That is a commercial story. It shows context, challenge, role and impact. Storytelling is not a soft skill. It is a strategic skill. When you position yourself well, you become the chief storyteller of your own career. Your LinkedIn profile, your CV and your cover letter should reflect that narrative. Unless you are applying for truly vanilla roles, don’t write a vanilla CV. Transferable Skills: Often Undersold Lawyers frequently underestimate the portability of their strengths. Private practice lawyers often underplay: ● Their commercial exposure. ● Their resilience under pressure. ● Their client management capability. ● Their ability to operate in high-performance environments. In-house lawyers often underplay: ● Their proximity to executive decision-making. ● Their enterprise risk perspective. ● Their cross-functional influence. ● Their ability to align legal advice with commercial realities. An in-house lawyer who understands the business’s risk appetite and can bring together sales, operations and executive teams has far more than “stakeholder management” experience. They have strategic influence. But these strengths are only useful if you can articulate them in language that hiring managers understand. Technical skills might get you shortlisted. Strategic clarity gets you appointed. Alignment Is a Two-Way Responsibility Before you apply for a new role, ask yourself: Do I genuinely want this role? Does it align with my strengths, life stage and ambitions? Have I researched the firm or organisation properly? Do I understand their client base and culture? Alignment is not just the employer’s responsibility. It is yours as well. The in-house market in particular is increasingly competitive. We regularly see three-way competition: ● Private practice lawyers wanting to move in-house. ● In-house lawyers moving laterally. ● In-house lawyers competing for step-up roles. The “grass is greener” narrative doesn’t always hold. In-house can be just as demanding. Salaries can plateau. Expectations can grow as internal dependencies increase. Clarity about what you want, and why, is critical. The Magic Moment In conversations with candidates, my team often finds that there is often a moment when their eyes light up. When they talk about client engagement. Or untangling a particularly complex contract. Or navigating a difficult regulatory environment. It is that moment that tells us something important. It tells us where their energy is. Where they naturally add value. Where their longer-term narrative might lie. When we join those dots, positioning becomes easier. Intentional Careers Win Our role in recruitment is not just to introduce lawyers to opportunities. It is to help them uncover and refine the commercial narrative in their careers and to help them make strategic and intentional moves. Sometimes the most valuable advice we give is, “this is not the right role for you”. Movement for movement’s sake is not strategy. A better job is not necessarily a bigger title or a higher salary. It is a move that aligns capability with opportunity and builds toward a defined end goal. If you are considering a transition, whether it be private practice to in-house, in-house back to private practice, government to corporate, or into a more specialised stream, start here: Understand your value. Articulate it clearly. Ensure the move aligns with your long-term trajectory. When you do that, you compete better. You transition better. And you build a career that is intentional, not reactive. If you are unsure what your next step should be, or how to position yourself effectively in this Queensland market, get in touch. Sometimes clarity is the only missing piece. Are you looking for your next ideal step in the legal market? Reach out to find out how my team at Alex Correa Executive can help you build the career you aspire to. Get in touch here .

What does a fulfilling legal career actually look like when you’re in it, not just planning it? In this episode of Friends in Law, Alex sits down with Georgia Huf for a conversation about career uncertainty, non-linear paths, and the decisions that quietly shape where you end up. Georgia shares how she didn’t set out to study law, why her early exposure to the profession through recruitment changed the way she thought about “fit”, and how she found her way into projects and construction law, an area most law students don’t even realise exists. They talk about the reality of starting out in top-tier firms, navigating imposter syndrome, and learning that perfection isn’t the goal. Instead, it’s about curiosity, relationships, and being willing to try things before you feel ready. The conversation also explores what it means to build a career without a fixed plan. From working with barristers and mentors, to making the decision to move overseas early in her career, Georgia reflects on the moments that required her to trust her instincts, even when the path wasn’t clear. Together, Alex and Georgia unpack the idea that there is no single way to “do” a legal career. They discuss why culture and people matter just as much as the work, how exposure to different areas shapes better lawyers, and why some of the most rewarding paths are the ones you didn’t initially consider. Georgia also shares what surprised her most about practicing in Abu Dhabi, the pace and scale of projects work, and why saying yes to a single LinkedIn message can sometimes open doors you didn’t know existed. If you’ve ever felt unsure about your direction, questioned whether you’re making the “right” decisions, or felt pressure to have everything figured out early, this episode is a reminder that you don’t need a perfect plan to build a meaningful career. Enjoyed the podcast? Share and Enjoy! Please don't forget to leave a rating via Apple Podcasts Never miss a drop by subscribing on Apple Podcasts or Spotify If you want to talk about your career in law reach out to us here Or why not connect with Alex on LinkedIn Credits Host : Alex Correa - Career Coach in Law Brought to you by Alex Correa Executive With thanks to our guest : Georgia Huf Friends in Law is edited and produced by Dayera Creativ e

What makes someone choose you when there are ten other people offering the same service? In this episode of Friends in Law, Alex sits down with Jason from Superpower Portraits for a conversation about branding, belief, differentiation, and why trust is not something you manufacture, but something that grows when you remove uncertainty. Jason shares how one awkward meeting in Dubai forced him to confront a hard truth. He knew his work mattered, but he couldn’t clearly explain why. That moment sent him down a much deeper path, figuring out how to communicate not just what he does, but what sits underneath it. The values, beliefs, and personal convictions that make someone’s work feel distinctive rather than just competent. Together, Alex and Jason explore what this means for lawyers, especially in a profession where so much communication sounds polished, credible, and technically strong, but often feels interchangeable. They unpack why credentials and expertise are only the baseline, how lawyers can communicate the human outcome of their work, and why the strongest professional brands are built not on performance, but on clarity. From client relationships and interviews to bios, websites, and personal positioning, this episode is a thoughtful look at what it really means to connect with people in a way that feels honest, memorable, and aligned. Jason also shares why he thinks confidence is overrated, why “trusted advisor” is not the goal, and how asking better questions about belief, identity, and feeling can completely shift the way you talk about your work. If you have ever struggled to explain your value without sounding rehearsed, overly polished, or like everyone else in your field, this conversation is for you. Extra Links Identity Alchemy - https://bit.ly/4rIbKay Vision & Values Alignment Guide - https://bit.ly/3OjzjYR Small Hinges Swing Big Doors - Behavioural Branding 'Swipe File' - https://bit.ly/4tJHGxk 5 Powerful Habits that Attract Fully Aligned Clients - https://bit.ly/4bJSNzL 13 Questions to Ask When Hiring a Photographer (beyond "What does it cost?" and "What do I get?") - https://bit.ly/4qxwhh8 Topics Personal branding for lawyers Trust and credibility Lawyer bios and LinkedIn profiles Differentiation in professional services Client connection and communication Brand positioning Identity, belief and values Authenticity in legal careers Professional storytelling Career development in law Enjoyed the podcast? Share and Enjoy! Please don't forget to leave a rating via Apple Podcasts Never miss a drop by subscribing on Apple Podcasts or Spotify If you want to talk about your career in law reach out to us here Or why not connect with Alex on LinkedIn Credits Host : Alex Correa - Career Coach in Law Brought to you by Alex Correa Executive With thanks to our guest : Jason Malouin Superpower Portraits Friends in Law is edited and produced by Dayera Creativ e

As both the younger sister and trusted colleague of ACE’s Founder and Director, Alex Correa, Jen works closely with Alex, our Senior Recruitment Consultant, to uphold the high standards of service, care, and insight that ACE is known for.

Welcome to this month’s edition of Alex Advocates. My name is Alex Correa and I‘m a Brisbane based Legal Industry recruiter, and the Founder of Alex Correa Executive . In this newsletter, I talk about how AI is changing the nature of the legal industry and whether its prevalence is likely to further influence agism in the legal profession. Find out what Queensland’s market is currently telling us here. I spent some time in late November in Sydney at the NPAworldwide Power Up conference where many of the professional development sessions related to the future of work, how Gen AI will impact jobs, careers and industries and uncovering the tips and pitfalls of AI utilisation in recruitment processes. It was an exciting couple of days, full of optimism and possibilities and it nicely tied in with conversations I’ve been having with candidates and clients in the most recent weeks. In Ross Clennett , FRCSA 's presentation about “The disrupted future of how Gen AI will impact jobs, careers, industries and the recruitment industry”, one graphic stood out to me. It was Indeed’s research on the impact of AI on skills at work . Ross has nicely summarised the findings in this graph demonstrating roles that require physical labour increase in demand and those that are more cerebral decline. 

In this newsletter, I talk about the how influence is changing in the legal industry in Queensland and how your approach and style can significantly impact the success of your career.