CBA Record July-August 2026

Responsive and Ready: What Public Sector Leadership Requires By Judge Nishá N. Dotson

I n public defense, leadership is not abstract. It shows up in whether you return a call, whether you are prepared in court, and whether people can trust you to follow through. Until recently, as an Assistant Public Defender in the Felony Trial Division, I was in court litigating most days. The pace was constant, the stakes were high, and there was little room for error. Early on, I believed that leadership meant taking on as much as possible. I said yes to everything. Over time, though, I learned that what matters more than volume is consistency. Leadership in the public sector requires responsiveness and organization. Responsiveness builds trust. It sounds simple but is the cor nerstone of establishing trust. Clients are often navigating some of the most stressful moments of their lives. A delayed response can deepen that anxiety. A timely one can restore a sense of hope and stability. The same is true for colleagues. In the courtroom and in bar leadership, people need to know they can reach you and get a clear answer. Being responsive shows respect for other people’s time and urgency. Organization makes that responsiveness possible. Without it, even the best intentions fall short. Managing a high-volume caseload while serving in leadership roles with The Chicago Bar Association, the Cook County Bar Association, and LAGBAC – Chicago’s LGBTQ+ Bar Association requires organized systems to track responsibilities and priorities. Calendaring, preparation,

and clear processes are not just personal habits. They are leader ship tools. They ensure that nothing is missed and that people are not left waiting. One of the hardest lessons I have learned is not to overcom mit. In public service and bar leadership, the instinct is to help wherever you are needed. But without structure and limits, that instinct can undermine your effectiveness. Being organized also means being honest about your capacity and making thoughtful decisions about where you can have the greatest impact. For newer attorneys, leadership might feel like something that comes later. In reality, it starts with how you manage your work right now. Be responsive. Be prepared. Build systems that allow you to deliver on your commitments. Those habits do more than make you efficient. They make you reliable, and reliability is the foundation of leadership in public service and beyond.

Nishá N. Dotson, an Associate Judge in the First 0XQLFLSDO 'LVWULFW &LUFXLW &RXUW RI &RRN &RXQW\ is an Adjunct Law Professor at Loyola University Chicago School of Law and a former Assistant Public Defender in the Cook County Public 'HIHQGHU·V )HORQ\ 7ULDO 'LYLVLRQ

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