March 6, 2024 – Next month, two candidates from the Milwaukee area will square off for the post of State Bar of Wisconsin president-elect. In this Q&A, Jennifer Johnson and Ryan Billings discuss their ideas for meeting the challenges facing the State Bar, if elected.

Billings is the chair of the business litigation at Kohner, Mann and Kalias, S.C. Johnson is director of diversity and inclusion for Legal Action of Wisconsin.

You can learn more about the candidates in this profile article, published in February.

The president-elect serves a one-year term, followed by a one-year term as president.

Email ballots will be sent on Thursday, April 11. Paper ballots will be mailed to members without email addresses on Wednesday, April 10. The election closes on Friday, April 26 at noon, central time.

In your opinion, what makes a successful State Bar president?

Jennifer Johnson: A successful State Bar president embodies a forward-thinking vision while remaining receptive to all feedback, striking a balance between leadership and adaptability. Strong leadership skills, evident by effective communication, are crucial attributes, enabling the president to convey the organization's goals and engage with diverse stakeholders. A successful leader in this role prioritizes advocacy for the entire legal community, actively promoting diversity and inclusivity.

This involves recognizing the varied needs and perspectives of all members and advocating for policies that foster an equitable and inclusive legal environment. In essence, the ideal State Bar president combines strategic foresight, proficient communication, and a commitment to diversity and inclusivity, ensuring the organization evolves in response to the growing dynamic landscape of the profession.

Ryan Billings: A successful State Bar president combines several very important skills with a deep understanding of how the Bar operates and its strengths and limitations. Leading a group of more than 25,000 lawyers requires substantial people skills and the ability to build bridges between community stakeholders with differing backgrounds and perspectives.

A good president listens well, remains open-minded, thinks creatively, acts diplomatically, stays organized, works hard, is reasonable and practical without being cynical, and possesses the wisdom to distinguish between the two. An effective president pairs those attributes with a strong understanding of the State Bar’s functions, structure, and resources to coordinate and utilize those assets to support lawyers and address challenges.

Last but not least, having a sense of a humor is a must!

The State Bar has about 25,000 members (15,000 active in Wisconsin), 24 sections, and 4 divisions. How can the State Bar best serve a membership with such diverse needs and different challenges?

Ryan Billings: Leading an organization as large and diverse as the State Bar can be a challenge. Individual members, as well as sections and divisions can have differing or even contradictory views of the best path forward.

To some extent that is a good thing. One premise of our legal system is that pitting competing ideas against one another in the crucible of our adversarial process will promote the discovery of truth. Similarly, the marketplace of ideas in a free democracy should sharpen and improve discourse. Thus, encouraging open and earnest dialogue and letting the best ideas rise to the top is the primary way of including and incorporating a spectrum of views.

At the same time, the president can often be in a position where they have to pick one of several opposing positions. In that circumstance, I would be guided by two principles. First, one of my strong beliefs is that the State Bar must represent all Wisconsin-licensed attorneys. I will always favor the position that serves the greatest number of members. Second, I would consider the core mission of the Bar, and let that guide my decision-making.

The purpose of the Bar is not to pick winners and losers, but to support members in delivering legal services, promote access to justice, and help lawyers find professional satisfaction in their work.

Jennifer Johnson: Effectively serving a diverse membership of that magnitude involves a multifaceted approach. Firstly, the State Bar should employ wide-ranging surveys, utilizing an array of mediums from physical magazines to social media platforms like Facebook, LinkedIn, and X (formerly Twitter). This aims to gather crucial information about the unique needs of various sections and divisions within the State Bar, recognizing that a one-size-fits-all approach is insufficient. It is imperative to actively listen to members and translate their feedback into actionable initiatives.

Moreover, to enhance inclusivity, networking efforts should extend beyond major cities like Milwaukee and Madison, reaching into rural Wisconsin. This approach ensures that the State Bar is attuned to the challenges faced by attorneys in diverse geographical locations and can tailor its support and resources accordingly. By combining these strategies, it can foster a more responsive and inclusive environment, meeting the distinctive needs of its diverse membership effectively.

Where do you see the future of the legal profession headed, and what can the State Bar do to best prepare its members for the future?

Jennifer Johnson: The future of the legal profession is poised for significant shifts, requiring adaptability and innovation. The industry is witnessing a generational transition as younger attorneys step into leadership roles with our more seasoned professionals gearing up for their well-earned retirement.

To best prepare its members, the State Bar should prioritize technological proficiency by offering CLEs and educational opportunities with a focus on emerging technologies like AI. This can enhance efficiency, allowing lawyers to serve more clients effectively. Additionally, the legal profession's future involves a rise in remote and hybrid work environments, promoting diversity by facilitating the inclusion of professionals from various locations and backgrounds.

Recognizing this trend, the State Bar can provide resources and guidance on navigating remote work effectively. Moreover, as societal attitudes evolve, mental health topics within the legal profession are becoming less stigmatized. The State Bar can contribute to this positive shift by fostering an environment that openly addresses mental health concerns, providing resources, and promoting well-being initiatives. By proactively addressing these future trends, the State Bar ensures its members are well-equipped and resilient in the face of evolving challenges in the legal landscape.

Ryan Billings: The explosion of technological developments in recent years, including but not limited to artificial intelligence, suggests that future lawyers will be expected more and more to understand, utilize, and ethically incorporate new technologies into their core practices. As lawyers cannot spend all of their time studying new technologies, the State Bar can be a great help in providing resources to help explain how AI-based and other programs work and how they can be best used, and to help lawyers think through the ethical implications of various tools.

In addition, the increasing polarization of society and portrayals of lawyers in popular culture can lead to a misperception that lawyers must be uncompromising fighters, eager to contest every issue without surrender. However, legal disputes often reveal numerous opportunities for cooperation and joint problem-solving that offer significant benefits to all involved parties. It would be a disservice to our clients to succumb to a mindset favoring relentless conflict.

Lawyers should advocate vigorously on issues that are crucial, yet also embrace negotiation and conciliation in scenarios where these approaches can substantially lower legal costs, expedite the resolution of disputes, and not impact the final outcome. The State Bar can play a pivotal role in promoting this balanced approach, underscoring that compromise does not signify weakness, and not every dispute is zero-sum.

What, if anything, should the State Bar be doing differently to ensure the organization is providing significant value for all members?

Ryan Billings: First and foremost, the State Bar must actively seek feedback from members to gauge its effectiveness, pinpoint areas for improvement, and identify what additional services could be offered to better meet members’ needs. The State Bar exists to serve its members, and its actions and priorities should be guided by its members’ expressed desires and requirements. In addition, the State Bar should leverage its unique position and resources.

As the largest legal organization in Wisconsin, the State Bar benefits from unparalleled economies of scale and an enduring, not-for-profit structure that enables it to tackle issues over an extended timeframe. However, there is a crucial need for the State Bar to focus these advantages on providing tools, knowledge, support, and guidance that directly responds to both the immediate and long-term needs and challenges faced by its members and their communities.

This approach requires a consistently forward-looking perspective, ensuring that even if the State Bar were to meet current expectations perfectly, it remains agile and responsive to evolving circumstances and emerging trends. By doing so, the State Bar can ensure that its resources are deployed in the most impactful way, directly addressing the areas where they are most needed, rather than pursuing broad policies that may not align with the needs of its members and their communities.

Jennifer Johnson: To ensure the State Bar delivers significant value for all its members, there are key areas that merit attention. First and foremost, a heightened emphasis on mental health initiatives is crucial. The State Bar should continue and enhance its efforts in breaking down the stigma associated with mental health issues within the legal community. This involves fostering an environment that prioritizes well-being, providing resources, and supporting initiatives that promote mental health awareness and resilience.

Furthermore, an unwavering commitment to diversity, equity, and inclusion is imperative. The State Bar should actively work to implement and reinforce initiatives that champion diversity at all levels of the legal profession. This includes addressing racial, gender, geographical, and intellectual diversity, to name a few, ensuring that every attorney feels valued, supported, and included.

Additionally, comprehensive support programs should be established to assist attorneys facing various challenges. This encompasses initiatives such as mentorship programs, like the State Bar's "Ready.Set.Practice," which can empower attorneys to navigate obstacles and thrive in their careers. By strategically focusing on mental health, diversity, equity, inclusion, and comprehensive support, the State Bar can ensure it provides enduring and meaningful value for all its diverse members.

Is there a specific problem that you would address, or a specific goal that you would like to achieve as State Bar president?

Jennifer Johnson: As State Bar President, I am committed to addressing the critical issue of mental health within the legal profession. My specific goal is to collaborate with mental health professionals to implement educational programs on essential topics such as burnout, secondary trauma, and stress management. By providing resources and workshops, attorneys across the state and various practice areas can gain valuable insights and tools to navigate these challenges.

Additionally, I aim to foster a culture of open dialogue surrounding mental health matters, actively working to destigmatize the topic. Encouraging candid conversations will not only contribute to a more supportive environment but will also illuminate the diverse ways mental health issues manifest among attorneys. This insight is crucial for tailoring effective support initiatives that address the unique needs of our legal community. Through collaboration, education, and open dialogue, I aspire to create a State Bar environment where mental health is prioritized, and attorneys feel empowered to seek help and support when needed.

Ryan Billings: Many of the challenges facing Wisconsin-licensed lawyers and clients in need of legal services are clear and have been for some time. The practice of law is very hard on the mental and physical health of lawyers. There is an increasing shortage of lawyers in greater Wisconsin, in prosecution and defense positions, and lawyers serving clients who cannot afford legal services. Lawyers have an undeservedly poor reputation among certain sectors of the public that does not fairly reflect the good that lawyers do.

The curve of technological development is starting to resemble a vertical line, making it increasingly difficult to keep up. As president, I will promote good mental health practices, channel resources to support lawyers in areas where they are needed most, serve as an ambassador of goodwill for Wisconsin-licensed lawyers, and help the State Bar keep lawyers in step with the latest developments impacting the practice of law.

The State Bar should provide tailored solutions to address both the common and diverse challenges of all communities we serve, which is why my platform is centered on these issues, and my presidency would be devoted to addressing them diligently.

Finish this sentence in 30 words or less: I am the best person to lead the State Bar because:

Ryan Billings: I love this profession, and would use my experience, skills, temperament, and toil to provide meaningful value to every State Bar member and advance the practice of law in Wisconsin.

Jennifer Johnson: My candidacy brings a unique perspective shaped by diverse experiences. I aim to amplify the voices of marginalized communities ultimately fostering an inclusive legal community for everyone.