Podcast Ep. 21: Margaret Battersby Black's story of success as a woman lawyer
One of the questions I am most often asked by women lawyers is what it actually takes to make partner. Not just in theory, but in practice. What does the journey look like? What skills matter? And what separates those who progress from those who remain stuck?
Recently, I had the pleasure of speaking with Margaret Battersby Black, Managing Partner at Levin & Perconti in Chicago. Her story offers some powerful answers.
Margaret joined the firm as a law student in 2006. Six years after qualifying, she made partner. Two years ago, she became Managing Partner. What struck me most was not just the speed of her progression, but the culture that made it possible.
Early in her career, Margaret was given opportunities that many young lawyers never receive. She was encouraged to attend depositions, mediations, and court hearings. She was trusted with meaningful responsibilities and treated as someone whose views mattered. As she described it, she was given the chance to operate at the highest level she was capable of, rather than being limited by her years of experience.
Of course, opportunity alone is not enough. Margaret made the most of every opportunity she was given. She sought out learning, stayed curious, and consistently looked for ways to add value.
One of the themes that came through strongly in our conversation was the importance of mentorship. Margaret was fortunate to work with a senior lawyer who believed in developing talent. Today, as Managing Partner, she is committed to doing the same for the next generation.
She also spoke candidly about the realities of leadership. Managing people, she said, is often the hardest part of the job. Lawyers frequently feel overwhelmed, and part of leadership is helping them distinguish between genuine overload and the normal pressures that come with a demanding profession. It is not about removing all pressure. It is about helping people develop the tools to navigate it.
We also discussed business development, a topic that many lawyers avoid until it becomes urgent. Margaret's message was simple: if you want to progress, you cannot wait for business development to happen by itself.
Importantly, business development is not limited to attending networking events. It can involve staying in touch with former colleagues, building relationships online, contributing to professional communities, or simply making sure people understand what you do. The key is consistency.
Another part of our conversation focused on women in the profession. Margaret has been instrumental in creating opportunities for women lawyers through the Illinois Trial Lawyers Women's Caucus, helping to build a pipeline of future female leaders.
Within her own firm, she has also played an important role in supporting women through major life transitions, including maternity leave and the return to practice afterwards. Often, it is these informal networks of support and mentorship that make the biggest difference.
Perhaps the most important lesson from our conversation was about advocacy itself.
Many young lawyers believe they need to be aggressive to be effective. Margaret disagrees. In her experience, some of the strongest lawyers are those who combine excellent advocacy with strong human relationships. You can fight hard for your client while still treating opposing counsel with respect. You can be ambitious without becoming adversarial. You can be professional and kind at the same time.
For women lawyers in particular, this is an important reminder. The qualities that are often seen as "soft skills" such as listening, empathy, relationship building, and emotional intelligence are not weaknesses. They are often some of the most powerful tools we have.
Margaret's career is a wonderful example of what can happen when talent, opportunity, mentorship, and determination come together. It is also a reminder that successful leadership is not just about personal achievement. It is about creating opportunities for others to succeed as well.