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“YOU SHOULD BE KNOWN FOR YOUR PRACTICE OF LAW, NOT YOUR


MANAGEMENT ROLE.” — ANTHONY PIERCE


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which I think is important to tell other folks who may come into these jobs, is that you want to continue practicing law. You don’t want to let the management task overwhelm your practice. I see that as a big danger. If I thought my practice suff ered in anyway because of my management role, I wouldn’t do the management role.” It’s a sentiment shared by John Daniels Jr., chairman of


Quarles & Brady in Milwaukee. Daniels is one of a hand- ful of attorneys of color nationwide to occupy the top spot at his fi rm. He says that above all, a managing partner of color must strive to be an exceptional managing partner. And for young attorneys of color hoping to one day make partner or managing partner, he has a simple piece of advice: Don’t seek out the management roles. Instead,


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Daniels says, work hard and the recognition will come. “My path to chair of the fi rm has really involved


my going from an associate of the fi rm and then to part- ner and then taking on other leadership roles,” Daniels said. “I went through all the major functions of the fi rm. But frankly speaking, I’m a client guy. I wake up and go to sleep focusing on how I can drive the interests of clients, and that has been the thing that has distinguished my career. You’ve got to be able to create value for your colleagues in the enterprise, and you’ve got to be able to create value for the people you’re going to serve. T ere’s no road map, but ultimately what partners and clients want is to see a person who provides value and good judgment.” D&B


MAY/JUNE 2011 DIVERSITY & THE BAR®


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