Diana Manning | What’s Surprising About Becoming Managing Partner

<p>Diana Manning is the Managing Principal of Bressler, Amery & Ross, a full-service law firm with more than 150 attorneys across multiple states. She is also Co-chair of Bressler’s Business and Commercial Litigation practice group and spearheads the firm’s Appellate practice team. As a law firm leader, Diana strives to involve her team in decisions, work through surprising challenges, and transform the conversation around what leaders should look like.</p> <p>Diana has over two decades of experience in complex commercial litigation and is certified by the Supreme Court of New Jersey as a civil trial attorney. She lectures and writes on a number of issues important to attorneys and clients, including legal ethics, business litigation, and professional liability. Diana is also the President-Elect of the New Jersey Women Lawyers Association and a member of the New Jersey State Bar Association’s Board of Trustees. </p> <p>Diana served on the District XA Ethics Committee for 10 years and was appointed Chair by the New Jersey Supreme Court from 2017 to 2019. She is also a past President of Trial Attorneys of New Jersey, the Morris County Bar Association, and the Morris County Bar Foundation.</p> <h2>In this episode…</h2> <p>There’s a great deal of responsibility that comes with the role of managing partner — but it may not be what you expect. In addition to ensuring the firm runs smoothly, managing partners must also balance the personal side of leadership, from navigating team health concerns to developing a strong culture. So how can law firm leaders learn to lead through the unexpected?</p> <p>Diana Manning’s background in different committees, associations, and legal roles has helped her jump into her leadership position with enthusiasm. Not only has Diana succeeded as Managing Principal of her firm, but she has also defied the traditional image of a law firm leader. In Diana’s experience, there’s a high level of mental responsibility required for leaders, and a managing partner has to balance both personal and pr