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FEATURE CROSS EXAMINED 12 www.canadianlawyermag.com BUILDING FIRM CULTURE FROM WITHIN Managing partner Danielle Robitaille talks about developing a new set of skills as she supports an elite team of litigators BEING A managing partner at a law firm requires a specific combination of skills that is very different from practising law, says Danielle Robitaille. She describes this as a coach mentality. "If you're someone who finds themselves being the go-to person for advice and guidance, you may be the kind of person that would suit this sort of role," she says. Robitaille leads Henein Hutchison Robitaille LLP with an approach rooted in supporting her firm's celebrated liti- gators rather than competing with them. She spent her first 15 years practising criminal defence before gradually shifting focus toward investigative work and firm management about five years ago. The tran- sition wasn't accidental. "It's very difficult to manage a firm when you're in court a lot," she notes, explaining how the investi- gations practice and management respon- sibilities aligned naturally at her boutique Toronto firm. Robitaille didn't stumble into leadership. She recognized that her firm's high-profile litigators – including Marie Henein and Scott Hutchison – required someone willing to step up and provide support behind the scenes. "I have these two complete titans at the bar who are extraordinary litigators and really icons who perform best when they've got a smooth operating firm supporting them," she says. Her management philosophy centres on a principle she learned from her own mentors: creating environments where lawyers can build their own practices and define their careers. That philosophy now extends across her firm, particularly in how she's restructured mentor- ship, mental health support, and recruitment. The firm has invested heavily in training its partners on a skill most lawyers never formally develop – delivering timely, action- able feedback. "Very few people are excellent at it naturally," Robitaille says, emphasizing that this capability is essential for associates to learn and grow without being blindsided during annual reviews. The firm works on this skill under the guidance of Rose Yanco, the firm's director of professional resources and business development, treating feedback as a core competency rather than an afterthought. Beyond structured mentorship, Robitaille has prioritized peer relationships among associates as a central component of the firm's culture. She recognized that her own career trajectory was shaped as much by lateral connections as it was by formal mentors. "So much has to do with my peer relationships," she explains. "You're a team, you're to work and develop and work on your relationships with your fellow associates. And that's what makes life fun, ... going to work and seeing people that you care about." That philosophy has translated into delib- erate efforts to strengthen associate networks across the firm. Mental health support emerged as another critical priority. Rather than relying on standard employee benefits or waiting lists, Robitaille partnered with a psychology firm to offer two free, anonymous counselling sessions monthly – cutting through logistical barriers that often prevent struggling lawyers from seeking help. "I didn't want to wait to help associates who were struggling. I didn't want them to be on a waiting list. I didn't "I have these two complete titans at the bar who are extraordinary litigators and really icons who perform best when they've got a smooth operating firm supporting them"