What Six Months of Crisis Have Taught Us
A Crisis That Changed Everything
After 33 years of professional experience across six countries —through personal bankruptcies, two major crises, a divorce and intermittent successes— I assumed I had learned a thing or two. Yet the last six months have proven to be an intensive course on the nature of crisis itself.
Many lawyers are uncomfortable showing vulnerability; in our profession, it is often perceived as weakness. But after decades in practice, one develops little tolerance for self-deception. The truth is that we are frequently less prepared than we believe.
If we fail to confront reality head-on, we should not worry — reality will eventually confront us. So, if you prefer to wear the emperor’s new clothes, you might want to stop reading here.
Clarity Is the First Step to Resolution
Let’s speak frankly. Beyond the usual debates about August vacations, the wearing of robes, or complaints about an imperfect judicial system, there is a much deeper issue confronting the profession: the financial strain on law firms.
Each practice has responded differently, depending not just on financial resources or debt capacity, but on the lessons learned from past failures and successes. Early in the pandemic, cost-cutting seemed the dominant strategy. A minority reinvested in marketing or expanded professional capacity to attract new clients. Yet six months on, most firms remain dependent on monthly billing cycles, which have barely recovered in line with the broader economy.
The stark reality is this: traditional long-term planning does not withstand prolonged uncertainty — a lesson that became painfully clear in 2020.
Agility, Resilience and Strategic Reorientation
At DelCanto, we have viewed this period not as a disruption, but as an imperative to reassess how we practice law and define our professional identity.
We have learned that:
Long-term horizons must be reconsidered — in times of volatility, a semester can feel like a long term.
Firms must develop the capacity to adjust constantly, much like piloting an aircraft against shifting winds.
Monitoring financial performance and client feedback in real time is far more critical than relying on rigid forecasts.
Agility and responsiveness — launching new services, adjusting fee structures or expanding expertise — have become competitive advantages rather than optional strategies.
The underlying truth we have learned is this: the goal is not to avoid errors, but to avoid repeating the same mistakes.
A New Professional Playbook
Above all, the most valuable lesson of the past six months has been the importance of continuous learning and honest dialogue about missteps.
At DelCanto, we embrace resilience — not as mere survival, but as a strategic capability. We invite colleagues and clients alike to join us in a collective effort to rethink how we practice, innovate and lead in a world where unpredictability has become the new normal.