Profiles in Leadership: Past President Glenn Lau-Kee
7.17.2025
Describe your journey on becoming a NYSBA leader.
I was admitted to practice in 1975, but it wasn’t until 1990 that I first joined the Asian American Bar Association of New York, first serving on its board and then as its president. I also became a member of the New York County Lawyers Association and served on its board. I then joined NYSBA, drawn to the mentorship I had been receiving and the stimulation of committee work dealing with challenging issues of the profession.
NYSBA had established two diversity seats on its Executive Committee for a ten-year period, and I was encouraged to submit my candidacy. I was elected to one of the seats, but after having served for two years, I declined to run again (to some bewilderment) for that particular seat. My feeling was that the diversity seats would be best served by giving valuable Executive Committee experience to as many diverse leaders as possible during the ten-year period. (It should be noted that the diversity seats were recently made permanent.) After a year hiatus, I successfully ran for an at-large seat on the Executive Committee. During this time, I participated in the NYSBA committees and became more acquainted with the landscape and workings of the Association. A number of years afterwards, I was honored to be elected as president of NYSBA.
How do you describe your leadership style?
I favored a collaborative style in dealing with the various issues that arose during my presidency, while I recognized that it is always the leader’s responsibility to bring issues to an appropriate decision or resolution. The input of both colleagues and Association staff were particularly important for me, because there are many experts and much relevant knowledge throughout the Association, and it was important to me to get a range of perspectives and advice to make decisions. I also tried not to micromanage, to delegate appropriately, and to always recognize the significant contributions by others, including staff. Leadership is a team effort, and I have learned so much from all those I have interacted with.
What leadership skills do you find most useful when working with NYSBA members?
The ability to communicate effectively and, just as importantly, to listen carefully, is critical in an organization as wide and complex as NYSBA. Another important skill is the ability to set priorities, because the resources of the Association, like any organization, can be overstretched. For leaders who are chairs, it should be remembered that the power of the chair is to the power of the agenda, and therefore the chair can decide what deserves focus and to frame the deliberations. I always try to have as a wide perspective as possible, and to understand not only what is happening in the Association, but also the court system, the government, and the public.
How do you determine which goals to set and work on as a NYSBA leader?
When I assumed the presidency of NYSBA, my major responsibility – resolving the then contentious pro bono reporting issue – had already been set for me, and I spent a great deal of my time and attention on this issue. However, during my year as president, I encountered other opportunities that I thought could be the basis for further action. Some situations were not yet ripe for further action, and others required more Association resources than were available. But other opportunities proved to be productive. I was fortunate to have the opportunity to build upon an existing NYSBA legislative initiative that, with the help of Association staff and other colleagues, resulted several years later in important legislative changes to New York State criminal law.
What advice would you give to future leaders?
During my inaugural address as president to the NYSBA House of Delegates 10 years ago, I had asked, “who are your heroes?” Recently, the same question came back to me. I read again the biography, “Archibald Cox, Conscience of a Nation,” to remind myself of a pantheon of legal heroes and their struggles. Much has changed since the times of the Watergate crisis, when I was just beginning law practice. But principles still matter. A lawyer’s character still matters. And the organized bar must always be the conscience of the profession and the steadfast guardian of the rule of law. We cannot take anything for granted.
