Leadership rarely follows a straight line. It often evolves through experience, difficult decisions, unexpected challenges, and, most importantly, the people a leader encounters along the way.
For Jane Higgins Marx, Managing Partner at Carlile Patchen & Murphy LLP (CPM), leadership has developed alongside more than two decades of advising business owners, families, executives, and fiduciaries. Her work has meant helping clients plan for succession, navigate transitions, and think carefully about what they want to leave behind.
Now, Marx was recently named to the 2026 Smart 50 Honoree Class, recognizing Central Ohio executives who build and lead successful organizations.
This honor is a chance to reflect on what years of advising other leaders have taught her about what makes an organization last.
“Working through succession plans with clients has taught me that waiting for the ‘right time’ to talk about the future usually means you’re already behind,” Marx shared. “I try to apply that same discipline internally by having conversations about where CPM is headed, and who’s stepping into what roles, well before we need the answers.”
When asked about how she would describe her leadership style, Marx explained that her style is collaborative but decisive.
“I want input, but at some point, someone has to make the call. A coach once told me that being available and present matters more than having all the answers. That’s stuck with me,” she said.
Succession planning goes beyond clients and into her own work at CPM.
“The team must feel safe raising problems early, not just successes. There must also be room for people to change roles,” Marx said. “That’s part of why succession planning within our own practice groups has mattered so much to me.”
When it comes to leadership, Marx explained that it used to feel more “top-down,” but these days it’s much more about listening and building consensus.
“I’ve had to get more comfortable delegating and letting go of things I used to hold onto,” she shared.
Marx hopes that in the future, the firm will be viewed as having a healthier culture and in better shape, with a stronger bench than before.
“Success isn’t just growth; it’s whether the next generation is set up to lead well and carry on the tradition of legal excellence,” she said. “We stand on the shoulders of our
founders and those who were partners before us. We must be in connection with our roots while we make business decisions to secure the future.”
When Marx looks to the future and that next generation of attorneys, she explains that it’s been a privilege to observe the practice transitions the firm worked hard to take hold.
“My advice: sit in on as many rooms as you can, find a champion, and don’t be in such a hurry to get to the next step that you miss what you’re learning right now,” Marx said.
The lessons Marx has drawn from advising business owners and leading a law firm share a common thread: the best organizations don’t just plan for today. They invest in people and culture, confront difficult questions, and prepare thoughtfully for whatever comes next all while honoring traditions.
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