More Than a Changing of the Guard

It’s April in Austin. That means spring time, perhaps the last month of beautiful weather before the summer heat, and, last but not least, a new slate of candidates for the AYLA board of directors! This year’s candidates are particularly impressive; they are already incredibly involved in AYLA. It’s great to see this kind of talent on the ballot, and we wish all of the candidates luck. AYLA’s elections are, of course, a yearly occurrence, but they are not merely a ceremonial changing of the guard. This leadership change serves an important purpose. Any organization, whether it be a private business, a non-profit, or a government agency, needs to be able to change and adapt. As I’ve written in previous columns, this past year’s challenges have made change all the more critical.

It seems as soon as we pivot in response to one challenge (say, a global pandemic), another one is waiting right around the corner. Probably one that we never expected, like an unprecedented winter freeze that the state’s infrastructure was unequipped to handle. In the face of such a devastating disaster, it has been humbling to see the legal community in Austin—and across the state—mobilize to offer time and resources to help those in need, whether it be through donations to the Texas Access to Justice Foundation or through volunteering to assist on FEMA appeals.

One of the ways that organizations are able to pivot more quickly in response to new challenges is by encouraging the development of new leaders. With new leadership comes new thinking, new ideas, and a willingness to change—indeed, often a mandate for change. Here at AYLA, we don’t only encourage new leadership; we have an election every year that ensures it. Now, that’s not to say that everything in an organization should change from year to year. For example, in the absence of the long-term guidance and institutional knowledge of our AYLA director, Debbie Kelly, AYLA would be a ship without a rudder. But the infusion of different ideas via new members and leaders certainly keeps AYLA vibrant and forward-thinking.

As lawyers, we see this principle play out in other places, too. Among litigators, I suspect many would agree that it helps to get the perspective of someone removed from your case from time to time. We ask a trusted colleague to read our brief, even if he or she has never worked on the case. We ask a friend or a spouse to listen to our opening statement or closing argument, even if (or perhaps even because) he or she is not a lawyer. We do this because, after being immersed in a case for months or even years, we may know the facts from front to back, but we also develop blind spots. Bringing in an outsider—someone perhaps more sensitive to the bigger picture—can help us uncover those blind spots. Adding a new perspective can help us find our weaknesses, improve our arguments, and bring about positive change.

Similarly, we see this principle play out in our career choices. It’s difficult to make a job change. It forces us to get out of our comfort zones, develop new skills, and re-establish our value with a new team. And yet it is precisely this transitional discomfort that drives not only our own personal growth, but the growth of the organization itself. We learn from our new colleagues and they learn from us. Again, by bringing on new team members, the team becomes more dynamic, more self-aware, and more receptive to change.

So, cheers to this year’s AYLA officer and director candidates— for getting out of your comfort zones and making AYLA stronger because of it. AL