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At the time he announced his departure, Dinsdale was still a partner at Heenan Blaikie and still held fiduciary obligations to the firm. He says he wanted to make sure any discussions that occurred were consistent with those fiduciary obligations. "Certainly there were absolutely no conversations with clients prior to speaking to the managing partner," he says. "To do that would have been contrary to my obligations and ensuring that any conversations that took place after that were known to be occurring by the managing partner of the firm and the conversations themselves have to be very professional." At Heenan, Dinsdale and the managing partner developed a joint letter outlining the options for clients. They could stay with Heenan Blaikie, in which case Dinsdale would help facilitate another lawyer to head up their work, or they could move with him, in which case they would have to complete a direction. The client could also choose to take their work to a third firm. What Dinsdale describes is a very textbook, civil approach, but one not always followed, says Berger of Marsden International. "I think there are firms who have not acted gentlemanly about departures, which is not a wise way to go. FMC has managed it well in terms of how they've spoken on the street about it — I'm not aware of any negative play," she says. Becoming part of the team I ntegration of the transplanted lawyers to the new firm is also important. In early February, five lawyers from EnerLAW in Calgary moved to Lawson Lundell's energy practice. "The advantage of bringing in a group like this is their whole practice just moved down the street to us, plugged in, and away they went with little disruption," says managing partner Mann, adding steps were also taken to integrate the team into Lawson Lundell's regulatory practice. "That's probably the best way to integrate a group — get them to work with others with their respective clients and see each other in that context." Dinsdale is philosophical about what others see as big shifts in the legal landscape. "Those interested in working at a big firm will do that and if it takes seven or eight years to be partner that's just what they're going to do," he says. "When partnership track was five years — which was 20 years ago — it may be that people didn't have enough time to think about alternative career paths." Mann says there has definitely been a change in the attractiveness of what it means to be a partner. "I think years ago it meant something — it was a carrot to reach. I don't know that people still view it in quite the same way as the brass ring they will work away at even if it takes them a few extra years to do it." What it does mean though is both law firms and lawyers will likely be strategic about their futures in the years ahead. "Managing partners need to keep an eye on their flock," says Mackay. "It's kind of like the first divorce — it takes a long time to accept this isn't working for me anymore, but once you've done it, you know you're going to survive." Chair, Law Society Tribunal A commitment to sound governance and high professional standards. The Law Society of Upper Canada, founded in 1797, is the oldest and largest of all Canadian law societies. As a self-governing regulator funded through annual lawyer and paralegal fees, the Law Society has a duty to regulate the profession in the public interest, to maintain and advance the cause of justice and the rule of law, to facilitate access to justice for the people of Ontario, and to act in a timely, open and efficient manner. Today, the Law Society of Upper Canada licenses and regulates Ontario's 44,000 lawyers and 4,200 licensed paralegals. Central to the Law Society's primary responsibility for public protection is a tribunal hearing process that is fair, transparent and efficient. As Chair of the Law Society Tribunal, you are accountable to the Law Society's governing board and will be responsible for the implementation of the Tribunal's strategic direction, the performance of the Tribunal, which is composed of the Hearing and Appeal Panels, and providing leadership in all areas of the Tribunal process. Overseeing an increasingly complex and growing number of hearing and appeal files, you will be instrumental in enhancing the way the Tribunal administers its adjudicative functions. With a focus on transparency, quality and timely adjudication, objective adjudicator appointment and evaluation criteria and cost effectiveness, you will lead in the Law Society's proper discharge of its adjudicative responsibility to address licensee conduct, capacity, competence and licensing issues. Stronger people, Stronger organization. You are a lawyer licensed in Canada and have a thorough understanding of the purpose and function of the Law Society or similar regulator, professional regulation and administrative law and practice. Together with a strong background in adjudication and alternative dispute resolution, you bring an understanding of the importance of independence in the adjudicative function, and the ability to incorporate sound financial and operational planning, accountability and business practices in that function. You also bring superior analytical and communication skills to resolve, under public scrutiny, complex matters involving multiple interests. You are adept at setting strategic direction, articulating and working toward goals, and overseeing the implementation of plans and strategies to deliver high-quality services. Please reply in confidence, with a current resume referencing the position, to lsuc@amropknightsbridge.ca. We appreciate your interest and will contact you if a meeting is required. The Law Society of Upper Canada is an equal opportunity employer and welcomes applications from a diversity of backgrounds. To ro nto Untitled-2 1 Montrea l Cal gar y Vanco uver H al i fa x M o n c to n St. Jo h n 's www.CANADIAN amropknightsbridge.ca L a w ye r m a g . c o m 13-04-11 10:47 AM M ay 2013 33

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