23 February

Somewhere out there, a senior associate is watching the firm he loves change shape. Ever since the Founder announced his retirement, something steady has felt unmoored. There were people he would have trusted with the reins — maybe even himself — but not this new leader, with his sharp expectations and visible impatience. When the room goes quiet under that gaze, the associate feels both protective of his team and quietly ashamed that he hasn’t spoken up more.

Somewhere out there, a newly appointed leader is carrying the weight of a title he worked years to earn. He asks for input and is met with silence, then learns through side conversations that his decisions are unpopular. He tightens his standards, convinced the team needs clarity, not coddling. Beneath the frustration is a private fear: what if he was chosen to steady the firm — and instead he’s the one unraveling it?

Consider This:

Both authority and opposition are based on a longing to be trusted with something that matters.