November 19, 2025 • 26 mins
Rebecca discusses the evolution of the Sam Bernmstein Law firm over many years into a large organization that deeply cares for helping people in times of trouble. She shares their commuinity endeavors, and their employees' involvement in those efforts as well.
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Episode Transcript
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Speaker 1 (00:01):
Welcome to Light Up the D, focus on what's happening
in our community for the people who make it happen.
Here's your host, iHeartMedia Detroit Market President Colleen Grant.
Speaker 2 (00:19):
Good morning and welcome to another episode of Light of
the D. I'm your host, Colleen Brant. Today's Light of
the D is the CEOs You Should Know Edition, and
in CEOs you Should Know, we spotlight the most innovative
leaders in our community who are paving the way in
their industry.
Speaker 3 (00:33):
Today I'm joined.
Speaker 2 (00:34):
By Rebecca Sposida, president of the Sam Bernstein Law Firm,
one of Michigan's leading personal injury firms.
Speaker 3 (00:40):
You've probably heard of it.
Speaker 2 (00:41):
She is a dedicated attorney with over twenty years of experience.
Rebecca has been a strong advocate for victims of personal injury,
medical malpractice, and sexual assault. In twenty twenty five, she
published Win Win Helping Organizations Mitigate Legal Risk for the
Common Good, which offers strategies to reduce legal risk while
promoting ethical business practices. Please join me in welcoming Rebecca Sposito.
(01:03):
Welcome Rebecca, Thank you, I appreciate being here.
Speaker 3 (01:07):
Thank you. Kelly.
Speaker 2 (01:08):
Well, why don't we talk a little bit first about
you and what drew you to a career in law.
Speaker 3 (01:12):
How did you get started.
Speaker 4 (01:13):
I was drawn to a career in law because I've
always been interested in advocating for those that have difficulty
advocating for themselves. That was my initial interest in the
pursuit of law.
Speaker 2 (01:25):
And how is your perspective of the legal system changed
over time?
Speaker 4 (01:30):
My perspective has changed over time in that while the
advocacy portion of our work is extremely important, of course,
I've learned that it's as much about listening and providing
guidance and counsel to our clients as well as advocating
for them.
Speaker 3 (01:46):
So it's a combination of all those things.
Speaker 2 (01:47):
When you started, did you feel that way or what
do you think caused the evolvement of that.
Speaker 4 (01:52):
I think that watching my clients go through very difficult
situations and not having the answers to how to cope
with those things at the same time as trying to
pursue their cases, it lended itself to, you know, a
greater appreciation for me of what my role was.
Speaker 2 (02:09):
And why don't we share everybody? What is the role
that you have at the firm?
Speaker 3 (02:13):
I'm the president, and what does Samburnsay Law firm. What
does that entail?
Speaker 4 (02:17):
So I manage all of the operations of the firm,
both legal and operational.
Speaker 2 (02:23):
And what what do you think when do you think
of the sam Burns d Law Firm. I mean, it's
hard not to be super familiar with that brand. And
congratulations to you guys, because you've certainly established it in
the marketplace. What do you think for those who don't,
who haven't had to use your services? What do you
think the differences between what you do and other personal
injury law firms?
Speaker 4 (02:44):
Without a doubt, our firm is a fierce client advocacy firm.
We put our clients first in all things and always have.
The firm is started by and run by a family,
Sam first and then Mark and Beth as well. We
treat our clients that way. We have a tremendous amount
of experience in the firm and many of our attorneys
(03:07):
have been there twenty thirty, forty years, so it's a
great environment to take care of our clients.
Speaker 2 (03:13):
So with a staff that's been there that long, they
also subscribe to that philosophy too.
Speaker 3 (03:20):
They do, they do.
Speaker 4 (03:22):
I've been there fifteen years and I'm a newbie relatively
in the firm and.
Speaker 3 (03:27):
The people that are there.
Speaker 4 (03:29):
We surrounded ourselves with the best legal minds in the state,
and I'm really excited and proud to be a part
of it.
Speaker 2 (03:35):
So you run an obviously a high volume law firm,
very large in the marketplace, and certainly substantial. Tell us
some of the lessons you've learned about leading an organization
like that.
Speaker 4 (03:47):
There are so many amazing lessons that I learn every
day leading this organization. But most of all, I've learned
that who is part of the team is probably the
most important piece of it all well, making sure that
you have the right people surrounding you, people that complement
and people that I learned from every day.
Speaker 3 (04:08):
I completely agree.
Speaker 2 (04:09):
I think that, you know, having the right people who
have the same mindset makes everything operate just so much
easier and so much better.
Speaker 4 (04:17):
Yes, definitely, we wouldn't be able to do all the
things that we do without the team that we have,
And those are the things that you learn over time.
Speaker 3 (04:24):
When you're a young leader.
Speaker 4 (04:26):
You think I can do all of this, and you
know I'm going to show what I know how to do,
and the more mature I get in my leadership the
more I realize that it's about having people on the
team that know how to do all the things and
watching them develop and grow as well.
Speaker 3 (04:40):
What's your favorite thing about what you do?
Speaker 4 (04:41):
I think that mentorship and professional development is one of
my favorite things that I do at the firm, as
well as connecting with the clients when I get the opportunity.
Speaker 2 (04:52):
Do you get to do Do you have time for
much mentorship? I would imagine you're extremely busy. How much
you know, how much of your or role are you
able to focus on the development of your team members?
Speaker 3 (05:05):
Interestingly, an extraordinary amount of time I spend on that.
Good for you.
Speaker 4 (05:08):
We have a really we have a great leadership team
that's developing, and I engage regularly in that world.
Speaker 3 (05:15):
Oh, that must be so rewarding for it. It definitely is.
Speaker 2 (05:19):
How do you balance the business side of running a
large firm with the responsibility you had mentioned? You know,
you wanted to do the right thing, deliver justice for
your clients, feel like you're making a difference for them
as you've you know, spent years and years kind of
developing those feelings of that's the most prior, you know,
of the most priority to you and also your teammates.
How do you balance the business side of that with
(05:41):
the personal desire to always spend the time and do
the right thing for your clients.
Speaker 4 (05:47):
You know what, that is probably the most important component
of this, being able to balance those things. We have
a very large firm. There are one hundred and sixty
one hundred and seventy people now, oh wow, and have
been doing this work for a long time. And I
think that the business side, if we look to processes
and systems and strategy and data to enable us to
(06:09):
handle things in an efficient way, it allows for more
time for us to get dedicate to the cases and
to our clients, where that's the most important work that
we do. So marroring those things together allows us to
do the job that we do well. You have a
book that you wrote, I do tell us about it.
Speaker 3 (06:25):
Yes.
Speaker 4 (06:26):
The name of the book is Win Win Helping Organizations
Mitigate Legal Risk for the Common.
Speaker 3 (06:30):
Good, which is in itself a title about balance.
Speaker 4 (06:35):
It is definitely I think that that's something that I'm
drawn to in all areas of my life. So yes,
that's what the book is called. It came out in January,
and I'm very excited about it. Congratulations, Thank you. Tell
us a little bit about the book. So the book
was born out of decades of watching my clients facing
very difficult times when they're coming forward with their lawsuits
(06:56):
and not being treated in a way that really helps
them get through the process by the other side and
by insurance companies, and watching the way that their complaints
and their cases have been handled, and seeing that there's
a I believe that there's a better way for this
to take place. So that's really what it came from.
Speaker 2 (07:16):
There's the cliffhanger. Folks find out what the better way
is by getting more. No.
Speaker 4 (07:21):
I think that, you know, treating people in a trauma
informed and empathetic way when they come forward with these
things can help not only the person coming forward, but
also the organization in the long run.
Speaker 3 (07:33):
So that's an interesting comment. Trauma informed.
Speaker 2 (07:35):
How long does it take for somebody who's come out
of school to really understand and become trauma informed?
Speaker 3 (07:42):
You know, I don't think that it is time. Maybe
it's not time.
Speaker 4 (07:45):
Yeah, I think it is time in learning how to
work through that and show up in a way that's
trauma informed. I think that it's it's not a natural
thing for people. And when you think about an organization
who receives points, right, hospitals, educational institutions, things of that nature. There,
you know, their legal departments are structured in a way
(08:07):
that when people come forward, you're met with, you know,
legally in some way resistance and resistance and kind of
you know, all that that comes with it. And so
I think that people when they come forward, they're really
going through a lot in those moments, and it's it's
how those initial conversations happen that really gauge how it's
going to proceed and how things will resolve eventually. And
(08:29):
if organizations handle it in a way that's trauma informed
and in service of the person coming forward, it will
not only help them identify problems within their organization that
they need to fix, but it will also help this
person get through the moment.
Speaker 2 (08:45):
Oh, that's an interesting way to look at it that
it's also helping the organization.
Speaker 3 (08:50):
Yes, definitely.
Speaker 4 (08:51):
You know, the University of Michigan Health System did this
a similar program with their former risk manager.
Speaker 3 (08:58):
His name is Rick Boothman. He's amazing.
Speaker 4 (09:00):
But they the the way that they handle their cases
coming forward is when they when they believe somebody has
a legitimate complaint, they handle it and work with the
person rather than kind of fight against them, and it's
it's resulted in them saving a lot of money and
you know, helping people through these times. And so it's
really something that we can apply in all different types
(09:24):
of companies, an organization.
Speaker 2 (09:25):
You can, I mean, it's that's just wonderful to hear
because really it builds trust among human beings. You know, like, hey,
if I mess up, I messed up, and I'm going
to take responsibility for it and I'm going to figure
out how to remedy that. To you, And just the
relief a person must feel knowing that the person is
taking responsibility and wants to help figure it out just
really just a fascinating thing to hear that an organization
(09:49):
of that size is doing right.
Speaker 4 (09:51):
And you know, most of my clients who you know,
over the years, you hear people say over and over
and over, you know, if they had just sent a
card to my mom's funeral, or if they had just
well you know, fill in the blank. Right, it's people
are looking for humanity in those moments and they're not
met with it often enough.
Speaker 2 (10:09):
Right, Oh my goodness, So You've seen these kinds of
situations for more than fifteen years. You've been in the
legal industry for more than fifteen years, So why was
now the right time to write this book?
Speaker 4 (10:22):
So in twenty twenty two, I decided to go back
to school and get a business degree, and I went
to Harvard Business School. And while I was a student there,
I went through an incident that required a reporting. And
while you were at Harvard Business School, yes, yes, And
so after all the years of advocacy that I have,
(10:42):
you know, done, I found myself in the seat of
the person coming forward to make a complaint. And what
I found in those moments was profound actually to me,
because I've heard my clients talk about these things, and
I've you know, fought for them through these things, but
never really understood what it was. And I did for
(11:04):
the first time. And so while I was still a student,
I worked with administration and talked through some of these issues.
And after I graduated, they actually flew me back out
to meet with some of the administrators and talk to
them about what could have been done differently or how
things could have been handled better, and they actually put
some things into place that I recommended and so that
(11:25):
was really where the book was born out.
Speaker 2 (11:26):
Of, Wow, what a journey to go through that, and
then the insight that you now have for your own clients. Yes, absolutely,
and I'm sorry about that whatever it was, but no.
Speaker 3 (11:39):
I appreciate that.
Speaker 4 (11:39):
But it was really it was one of those things
where you know, I never anticipated writing a book. I
not something I ever thought of, But when it was over,
I was like, how can I not do this?
Speaker 3 (11:48):
I think it's really important and I think it will
help a lot of people.
Speaker 2 (11:51):
So the book was based on, you know, your learnings
of that journey and how to help companies like.
Speaker 3 (12:01):
Do what yep?
Speaker 4 (12:03):
So I talk about the incident universities in this case, yeah, sure, anyone.
Speaker 1 (12:07):
Yeah.
Speaker 4 (12:07):
I talk about the incident itself, what happened, and kind
of walk through the details of that to show the
different touch points along the way and how things could
have been handled differently. But then I use it to
apply to any other situation, and I bring in a
bunch of other real world examples of times that has
just gone terribly wrong. And you see the you know,
you see these things in the media, and you know
(12:29):
the Harvey Weinstein, you know, all the all the different
scenarios that you've seen and we all know of what
I do in the book is talk about how those
things could have gone differently if they had been handled
in a different way, and I give organizations, you know,
a way to do that.
Speaker 2 (12:43):
And just so we can stop down here for sex,
so everybody knows. The book is called again.
Speaker 4 (12:48):
When when helping organizations mitigate legal risk for the common good.
Speaker 2 (12:52):
And I'm joined today by Rebecca Sposiito, she's president of
the sam Burnstein Law firm. Continuing on, you talk about
the on target Response framework, how does that help organizations
handle complaints differently?
Speaker 4 (13:05):
Sure, so the book is more theoretical and explains kind
of the background, but I also wrote a workbook to
go alongside with it and included a framework called the
on target framework, which is an acronym for the steps
that you go through, and it really does provide a
step by step guide on what organizations can do in
those moments to handle the complaints when they come forward,
(13:26):
regarding transparency and accountability and being genuine and responsive in
your handling.
Speaker 3 (13:32):
What an interesting idea tell us more about the workbook.
Speaker 4 (13:35):
So the workbook is a guide that accompanies the book
and can be together with or apart from the book,
and it gives information and then it gives questions and
information and then questions, So typical workbook style. I also
didn't built an online course that you can use as well,
depending on your learning style.
Speaker 3 (13:54):
And I understand there's an on target response AI assistant. Yes,
so I built an AI.
Speaker 4 (14:01):
AI is something that I'm very interested in and spend
a lot of time thinking about when I'm not working.
But yes, I built an AI assistant that in real
time organizations can use to give information and insight about
how to handle something in the moment.
Speaker 2 (14:16):
How do how do you think those tools take the
ideas from the book into real world practice?
Speaker 4 (14:21):
You know, we read a lot of books and we
hear a lot of things, and sometimes it's hard to
bring those things to light into work. And so I
built those other tools to enable the concepts to be
broken down in a way that makes an organization see.
Speaker 3 (14:34):
How it can be applicable to their work.
Speaker 2 (14:36):
Okay, and we mentioned a cliffhanger before, so let's let's
give another cliffhanger right now. If a leader could only
remember one principle, but there are many from win WIN,
what would you want it to be.
Speaker 4 (14:47):
The most important principle to take away from win WIN
would be you can handle a complaint in a way
that doesn't retraumatize the person coming forward and at the
same time protect your business in your organization.
Speaker 3 (15:01):
It's a very important thing. It's not one or the other.
Speaker 4 (15:03):
You can do both and oftentimes by handling these complaints
properly from the beginning, you are protecting your organization as well.
So that's the most important thing that I hope people
take from it.
Speaker 2 (15:13):
What an interesting concept retraumatize. Tell us more about how
that comes about.
Speaker 4 (15:18):
Sure, any of the incidences that I've worked with, and
you know, our firm represents people that have had grievous
and terrible things happen to them, and so that's the
first incident, right, this is the difficult thing. You come
forward to present this or ask for help from somebody,
and when you're met with defensiveness and you know, denial,
(15:39):
it's like a secondary assault. And so that's the retraumatization
that people go through, which oftentimes is more harmful to
them than the original injury, and it's more damaging over
the long run because it doesn't enable somebody to get
through it and to kind of move on from it.
Speaker 2 (15:56):
Let's talk more about your leadership style. What is the
most important leadership lesson you've learned? Do you think over
the fifteen years that you've been at the sam Bernstein
Law Firm.
Speaker 4 (16:05):
Ironically, I think the most important leadership lesson that I've
learned at the firm has been that I always have
more to learn. That the more I know, the less
I realize I know, and that there are exceptional people
everywhere that I can learn from every day.
Speaker 3 (16:21):
That's the biggest takeaway for me. Can't we just get
older and know everything that has not been my experience?
You know, it's terrible. I would love for that to
be true. You're thinking, oh, I'm getting older, I should
get wiser.
Speaker 2 (16:31):
And the more you're the more you listen to other people,
You're like, oh my gosh, I have so much more
to learn.
Speaker 3 (16:37):
Yes, it's absolutely true, but.
Speaker 2 (16:40):
Thank goodness because it keeps life interesting. I suppose it does.
How do you balance being you know, being you know
it's again Sam Bernstein Law Firm, huge law firm. Being
a decisive leader with being empathetic and people focused. How
do you think you carry that balance?
Speaker 4 (16:54):
Due that is a challenge right, being able to make
decisions hundred decisions a day, along with hold yourself and
your colleagues accountable to the work that we're all doing,
and at the same time letting them letting them know
that you care about them and care very deeply about
the work that we do. I don't think that those
things are opposite things. I think that you show how
(17:15):
much you care and have empathy for your colleagues when
you are honest and giving feedback and you know, expecting
the same from your colleagues.
Speaker 3 (17:24):
So I think that's the way that I balance.
Speaker 2 (17:26):
Yeah, it's funny that you mentioned that's hard to give
honest feedback, but when you do, it really creates actually
does create more trust because people know, people know the
truth about.
Speaker 4 (17:35):
What's going on, right, And you know, I know that
because I appreciate it genuinely when I receive it, and
so I give it equally as you know, willingly.
Speaker 3 (17:44):
Yeah, or it gives insight into what's going on. Yes, definitely.
Speaker 2 (17:49):
What role do you do authenticity and vulnerability play in
leadership today?
Speaker 3 (17:54):
Do you think?
Speaker 2 (17:55):
And I asked that because people think of law firms
as you know, kind of hard and hard hitting, but
you guys really take such a different approach we do.
Speaker 4 (18:05):
I mean, you know, starting with Sam and then now
Mark and Beth, the way that they've always handled the
firm and our clients is treating them as family. And
you know, Sam used to talk to every single client.
Mark and Beth now do and it's it's real and
it's genuine. It's not a you know, it's not something
just for advertisements. It's just part of the fabric of
(18:26):
the firm. And so it's very special in that way,
and I think that permeates throughout the whole firm. Just
the care that they have always put into the firm.
We are eager to match that. That's got to be
hundreds and hundreds and hundreds and hundreds.
Speaker 3 (18:39):
Of people every year, thousands, thousands of people every year. Yes, wow.
Speaker 2 (18:43):
But they have a personal, you know, personal vested interest
in knowing what's going on and helping them know.
Speaker 3 (18:48):
That they care. They do, they really do.
Speaker 2 (18:50):
It's wonderful. You know, when you think about success and
now you've written a book and you work with obviously
a very successful law firm, how do you find success
in your business and in your life.
Speaker 4 (19:04):
Success in the business, I for me is just feeling
like I'm doing good work and I'm making a difference
in people's lives. And as long as I have that,
I'm continuing to learn and grow, and I you know,
I find very deeply at the firm that that is
the truth. In my personal life. I'm you know, I've
married twenty six years, i have two children, and they
are the joys of my life, and so making sure
(19:27):
that I always have time and energy to spend with them,
I think that's what What else is really remarkable about
the Sam Bernsty Law Firm is that not only do
we provide the level of care that we do for
our clients, but we also make sure that our employees
and our team has time to be with their families
and meaningful ways.
Speaker 3 (19:45):
And so it's just again balance.
Speaker 2 (19:48):
Well, and you guys do meaningful things at the San
Bernstein Law Firm, like the Chopper shop, yes, and many
other things.
Speaker 3 (19:54):
Yes, absolutely, so.
Speaker 2 (19:55):
I would imagine that's really not only you know, we're
barding to help people who are suffering in some way
with some kind of remedy, but also to touch the
community in so many different ways.
Speaker 4 (20:07):
Absolutely, the Sanparancy Law Firm is very involved in community affairs.
And you mentioned the Chopper Shop. We've been doing this
for many years now. We've raised over one hundred thousand
dollars and that money goes directly to Metro Detroit area veterans,
and we partner with Voami and that. It's just it's
a wonderful opportunity for us to be able to be engaged. Also,
(20:28):
we're in football season. We're official partners Lyons coach Dan Campbell,
alex Aanzeloni. So we love you know, we love Detroit
and everything about it and being so ingrained in the
fabric of the city has just been it's amazing.
Speaker 2 (20:41):
You have to admit the commercials with Mark and Beth
and Dan are really good at because Dan's always like
he looks so tough and then you look at Mark
and we're like, you don't just you don't think of like,
Mark's such a sweet, nice guy, you know, a hard
working guy and a successful lawyer obviously, but all of
a sudden he looks really tough next to Dan.
Speaker 4 (20:59):
You're like, hey, don't mess with him either. You know what,
you'd be surprised about Mark. No way, that's certainly not Beth. No,
it's it's awesome. Dan Campbell's amazing and you know, having
the opportunity to you know, shoot those ads and spend
the time with them is fantastic.
Speaker 2 (21:17):
Yeah, it's had to have been so much fun and
just fun in the partnership to watch them do well.
Speaker 3 (21:22):
Yes, absolutely, it's so exciting.
Speaker 4 (21:24):
You know, we're always Lions fans, and it's awesome after
all the years, you know that we weren't as successful
being in the in this position we're in right now.
Speaker 3 (21:32):
It's a great team, awesome environment. It is.
Speaker 2 (21:34):
The feeling around that team is just great and it's
nice to see you guys attached to such a good organization.
Speaker 3 (21:39):
Two good organizations come together. Yes, we're appreciative of that.
Speaker 2 (21:44):
What would you say to someone who wants to be
in a leadership position similar to what you're in, Like,
what kind of advice would you give them? You know,
they're just let's say there's let's say somebody who's been
in a business for a while and they are being
you know identified as you know, hey, you probably you
will be in leadership, you know, so they're right there
and there are things that you can impart to them
(22:05):
that might help them. What would you give a couple
pieces of sage words.
Speaker 3 (22:10):
Sure. So first of all, I would say, as advice
to give to.
Speaker 4 (22:14):
A young leader who was coming up in the ranks,
I would say that if you're interested in being a boss,
it's probably not the path for you. I think that
it's important for people to realize that leadership is so
much more about service than it is about leadership. In many,
many ways, most of my time is spent in service
of others, and I would not have that any other way.
And I think it's really important that that's how it's
(22:36):
approached or else it's a title for titles sake. I
think that that's the most important thing and piece of
advice that I would give.
Speaker 3 (22:43):
It's hard work. Yeah, give one more. You know.
Speaker 4 (22:47):
Sam gave me the best piece of advice when I
became the CEO, before I turned into the president. He said,
if you don't want to see what you're doing on
the front page of the newspaper, then don't do it.
And it's just something that's always stuck in my head,
like ethical leadership is just tremendously important, especially in today's
day and age, you know. And so I think that
that's a really great piece of advice, and it's simple
(23:08):
you know, when choosing between two paths, I kept in
mind at all times what.
Speaker 3 (23:14):
Was it like being with Sam?
Speaker 4 (23:15):
He is just such an extraordinary person and personality, So
I think that in equal parts hard work. He was
there every day all the time talking to clients. They're
just a kind, wonderful human and so I learned a
tremendous amount from him about client service and just being
(23:36):
a just being a good person. I learned from him
and from Mark and Beeth every day. Honestly, it's a joy.
Speaker 2 (23:43):
What's your favorite thing about your whole staff and what
you do with them.
Speaker 3 (23:49):
We're a fun bunch.
Speaker 4 (23:50):
You have a lot of amazing, interesting, different personalities that
we just it's a great team to get together. We
just moved into a like a sixty five thousand square
foot space that's triple the size of our last office,
and so it's great post COVID.
Speaker 3 (24:03):
To get everybody back together.
Speaker 4 (24:06):
We still kind of do a hybrid schedule, but everybody
being back in the office together has just been phenomenal
and so much fun to be together as a team.
Great to be around the team together. What do you
want to see happen for your book? I would love
to see companies, read it, understand it and learn what
I'm trying to say, because I think it's actually really
(24:27):
truly important and it would be helpful for institutions organizations
to learn this and understand that they can do this
a different way and still, you know, abiding by the
legal requirements, and still you know, that's the most important
thing for me. It's not about selling the book. Don't
even care about that at all. I would really just
love for people to understand what it is that I'm
(24:48):
talking about. I think it can change the world if
people are just treated better and differently.
Speaker 2 (24:54):
Is there a movement toward that kind of philosophy do
you think or do you think there's just a really
long way to go.
Speaker 4 (25:00):
We're just in such polarizing times right now that I
do believe that there is a movement in some ways,
but I don't think it's always pushed forward and seen
as the most important thing. And so I try to
show it in a way that I try to show
it in a way that not only emphasizes the care
for the human but also showing how it can benefit
the business, in hopes that that will make people more
(25:23):
interested in it.
Speaker 2 (25:25):
As a leader of the Sam Bernstein Law Firm. What
do you see in the coming years for the firm?
Speaker 4 (25:29):
I see continued growth and ongoing dedication to our clients
and our purpose.
Speaker 3 (25:37):
Do you see you rooting the Detroit Lions onto a
Super Bowl?
Speaker 2 (25:41):
Yes?
Speaker 3 (25:42):
Yes, yes, that's the right answer. Let's go. Let's go Lions.
Speaker 2 (25:47):
Our guest today has been Rebecca Sposito, president of the
Sam Bernstein Law Firm, and her new book is called
Win Win, Helping organizations mitigate legal risk for the common Good.
Speaker 3 (25:58):
Thank you for joining us today, Rebecca, Thank you so
much for having me.
Speaker 1 (26:02):
This has been Light Up the D, a community affairs
program from iHeartMedia Detroit. If your organization would like to
get on the program, email Colleen Grant at iHeartMedia dot com.
Here are all episodes on this station's podcast page.
Welcome to Light Up the D, focus on what's happening
in our community for the people who make it happen.
Here's your host, iHeartMedia Detroit Market President Colleen Grant.
Speaker 2 (00:19):
Good morning and welcome to another episode of Light of
the D. I'm your host, Colleen Brant. Today's Light of
the D is the CEOs You Should Know Edition, and
in CEOs you Should Know, we spotlight the most innovative
leaders in our community who are paving the way in
their industry.
Speaker 3 (00:33):
Today I'm joined.
Speaker 2 (00:34):
By Rebecca Sposida, president of the Sam Bernstein Law Firm,
one of Michigan's leading personal injury firms.
Speaker 3 (00:40):
You've probably heard of it.
Speaker 2 (00:41):
She is a dedicated attorney with over twenty years of experience.
Rebecca has been a strong advocate for victims of personal injury,
medical malpractice, and sexual assault. In twenty twenty five, she
published Win Win Helping Organizations Mitigate Legal Risk for the
Common Good, which offers strategies to reduce legal risk while
promoting ethical business practices. Please join me in welcoming Rebecca Sposito.
(01:03):
Welcome Rebecca, Thank you, I appreciate being here.
Speaker 3 (01:07):
Thank you. Kelly.
Speaker 2 (01:08):
Well, why don't we talk a little bit first about
you and what drew you to a career in law.
Speaker 3 (01:12):
How did you get started.
Speaker 4 (01:13):
I was drawn to a career in law because I've
always been interested in advocating for those that have difficulty
advocating for themselves. That was my initial interest in the
pursuit of law.
Speaker 2 (01:25):
And how is your perspective of the legal system changed
over time?
Speaker 4 (01:30):
My perspective has changed over time in that while the
advocacy portion of our work is extremely important, of course,
I've learned that it's as much about listening and providing
guidance and counsel to our clients as well as advocating
for them.
Speaker 3 (01:46):
So it's a combination of all those things.
Speaker 2 (01:47):
When you started, did you feel that way or what
do you think caused the evolvement of that.
Speaker 4 (01:52):
I think that watching my clients go through very difficult
situations and not having the answers to how to cope
with those things at the same time as trying to
pursue their cases, it lended itself to, you know, a
greater appreciation for me of what my role was.
Speaker 2 (02:09):
And why don't we share everybody? What is the role
that you have at the firm?
Speaker 3 (02:13):
I'm the president, and what does Samburnsay Law firm. What
does that entail?
Speaker 4 (02:17):
So I manage all of the operations of the firm,
both legal and operational.
Speaker 2 (02:23):
And what what do you think when do you think
of the sam Burns d Law Firm. I mean, it's
hard not to be super familiar with that brand. And
congratulations to you guys, because you've certainly established it in
the marketplace. What do you think for those who don't,
who haven't had to use your services? What do you
think the differences between what you do and other personal
injury law firms?
Speaker 4 (02:44):
Without a doubt, our firm is a fierce client advocacy firm.
We put our clients first in all things and always have.
The firm is started by and run by a family,
Sam first and then Mark and Beth as well. We
treat our clients that way. We have a tremendous amount
of experience in the firm and many of our attorneys
(03:07):
have been there twenty thirty, forty years, so it's a
great environment to take care of our clients.
Speaker 2 (03:13):
So with a staff that's been there that long, they
also subscribe to that philosophy too.
Speaker 3 (03:20):
They do, they do.
Speaker 4 (03:22):
I've been there fifteen years and I'm a newbie relatively
in the firm and.
Speaker 3 (03:27):
The people that are there.
Speaker 4 (03:29):
We surrounded ourselves with the best legal minds in the state,
and I'm really excited and proud to be a part
of it.
Speaker 2 (03:35):
So you run an obviously a high volume law firm,
very large in the marketplace, and certainly substantial. Tell us
some of the lessons you've learned about leading an organization
like that.
Speaker 4 (03:47):
There are so many amazing lessons that I learn every
day leading this organization. But most of all, I've learned
that who is part of the team is probably the
most important piece of it all well, making sure that
you have the right people surrounding you, people that complement
and people that I learned from every day.
Speaker 3 (04:08):
I completely agree.
Speaker 2 (04:09):
I think that, you know, having the right people who
have the same mindset makes everything operate just so much
easier and so much better.
Speaker 4 (04:17):
Yes, definitely, we wouldn't be able to do all the
things that we do without the team that we have,
And those are the things that you learn over time.
Speaker 3 (04:24):
When you're a young leader.
Speaker 4 (04:26):
You think I can do all of this, and you
know I'm going to show what I know how to do,
and the more mature I get in my leadership the
more I realize that it's about having people on the
team that know how to do all the things and
watching them develop and grow as well.
Speaker 3 (04:40):
What's your favorite thing about what you do?
Speaker 4 (04:41):
I think that mentorship and professional development is one of
my favorite things that I do at the firm, as
well as connecting with the clients when I get the opportunity.
Speaker 2 (04:52):
Do you get to do Do you have time for
much mentorship? I would imagine you're extremely busy. How much
you know, how much of your or role are you
able to focus on the development of your team members?
Speaker 3 (05:05):
Interestingly, an extraordinary amount of time I spend on that.
Good for you.
Speaker 4 (05:08):
We have a really we have a great leadership team
that's developing, and I engage regularly in that world.
Speaker 3 (05:15):
Oh, that must be so rewarding for it. It definitely is.
Speaker 2 (05:19):
How do you balance the business side of running a
large firm with the responsibility you had mentioned? You know,
you wanted to do the right thing, deliver justice for
your clients, feel like you're making a difference for them
as you've you know, spent years and years kind of
developing those feelings of that's the most prior, you know,
of the most priority to you and also your teammates.
How do you balance the business side of that with
(05:41):
the personal desire to always spend the time and do
the right thing for your clients.
Speaker 4 (05:47):
You know what, that is probably the most important component
of this, being able to balance those things. We have
a very large firm. There are one hundred and sixty
one hundred and seventy people now, oh wow, and have
been doing this work for a long time. And I
think that the business side, if we look to processes
and systems and strategy and data to enable us to
(06:09):
handle things in an efficient way, it allows for more
time for us to get dedicate to the cases and
to our clients, where that's the most important work that
we do. So marroring those things together allows us to
do the job that we do well. You have a
book that you wrote, I do tell us about it.
Speaker 3 (06:25):
Yes.
Speaker 4 (06:26):
The name of the book is Win Win Helping Organizations
Mitigate Legal Risk for the Common.
Speaker 3 (06:30):
Good, which is in itself a title about balance.
Speaker 4 (06:35):
It is definitely I think that that's something that I'm
drawn to in all areas of my life. So yes,
that's what the book is called. It came out in January,
and I'm very excited about it. Congratulations, Thank you. Tell
us a little bit about the book. So the book
was born out of decades of watching my clients facing
very difficult times when they're coming forward with their lawsuits
(06:56):
and not being treated in a way that really helps
them get through the process by the other side and
by insurance companies, and watching the way that their complaints
and their cases have been handled, and seeing that there's
a I believe that there's a better way for this
to take place. So that's really what it came from.
Speaker 2 (07:16):
There's the cliffhanger. Folks find out what the better way
is by getting more. No.
Speaker 4 (07:21):
I think that, you know, treating people in a trauma
informed and empathetic way when they come forward with these
things can help not only the person coming forward, but
also the organization in the long run.
Speaker 3 (07:33):
So that's an interesting comment. Trauma informed.
Speaker 2 (07:35):
How long does it take for somebody who's come out
of school to really understand and become trauma informed?
Speaker 3 (07:42):
You know, I don't think that it is time. Maybe
it's not time.
Speaker 4 (07:45):
Yeah, I think it is time in learning how to
work through that and show up in a way that's
trauma informed. I think that it's it's not a natural
thing for people. And when you think about an organization
who receives points, right, hospitals, educational institutions, things of that nature. There,
you know, their legal departments are structured in a way
(08:07):
that when people come forward, you're met with, you know,
legally in some way resistance and resistance and kind of
you know, all that that comes with it. And so
I think that people when they come forward, they're really
going through a lot in those moments, and it's it's
how those initial conversations happen that really gauge how it's
going to proceed and how things will resolve eventually. And
(08:29):
if organizations handle it in a way that's trauma informed
and in service of the person coming forward, it will
not only help them identify problems within their organization that
they need to fix, but it will also help this
person get through the moment.
Speaker 2 (08:45):
Oh, that's an interesting way to look at it that
it's also helping the organization.
Speaker 3 (08:50):
Yes, definitely.
Speaker 4 (08:51):
You know, the University of Michigan Health System did this
a similar program with their former risk manager.
Speaker 3 (08:58):
His name is Rick Boothman. He's amazing.
Speaker 4 (09:00):
But they the the way that they handle their cases
coming forward is when they when they believe somebody has
a legitimate complaint, they handle it and work with the
person rather than kind of fight against them, and it's
it's resulted in them saving a lot of money and
you know, helping people through these times. And so it's
really something that we can apply in all different types
(09:24):
of companies, an organization.
Speaker 2 (09:25):
You can, I mean, it's that's just wonderful to hear
because really it builds trust among human beings. You know, like, hey,
if I mess up, I messed up, and I'm going
to take responsibility for it and I'm going to figure
out how to remedy that. To you, And just the
relief a person must feel knowing that the person is
taking responsibility and wants to help figure it out just
really just a fascinating thing to hear that an organization
(09:49):
of that size is doing right.
Speaker 4 (09:51):
And you know, most of my clients who you know,
over the years, you hear people say over and over
and over, you know, if they had just sent a
card to my mom's funeral, or if they had just
well you know, fill in the blank. Right, it's people
are looking for humanity in those moments and they're not
met with it often enough.
Speaker 2 (10:09):
Right, Oh my goodness, So You've seen these kinds of
situations for more than fifteen years. You've been in the
legal industry for more than fifteen years, So why was
now the right time to write this book?
Speaker 4 (10:22):
So in twenty twenty two, I decided to go back
to school and get a business degree, and I went
to Harvard Business School. And while I was a student there,
I went through an incident that required a reporting. And
while you were at Harvard Business School, yes, yes, And
so after all the years of advocacy that I have,
(10:42):
you know, done, I found myself in the seat of
the person coming forward to make a complaint. And what
I found in those moments was profound actually to me,
because I've heard my clients talk about these things, and
I've you know, fought for them through these things, but
never really understood what it was. And I did for
(11:04):
the first time. And so while I was still a student,
I worked with administration and talked through some of these issues.
And after I graduated, they actually flew me back out
to meet with some of the administrators and talk to
them about what could have been done differently or how
things could have been handled better, and they actually put
some things into place that I recommended and so that
(11:25):
was really where the book was born out.
Speaker 2 (11:26):
Of, Wow, what a journey to go through that, and
then the insight that you now have for your own clients. Yes, absolutely,
and I'm sorry about that whatever it was, but no.
Speaker 3 (11:39):
I appreciate that.
Speaker 4 (11:39):
But it was really it was one of those things
where you know, I never anticipated writing a book. I
not something I ever thought of, But when it was over,
I was like, how can I not do this?
Speaker 3 (11:48):
I think it's really important and I think it will
help a lot of people.
Speaker 2 (11:51):
So the book was based on, you know, your learnings
of that journey and how to help companies like.
Speaker 3 (12:01):
Do what yep?
Speaker 4 (12:03):
So I talk about the incident universities in this case, yeah, sure, anyone.
Speaker 1 (12:07):
Yeah.
Speaker 4 (12:07):
I talk about the incident itself, what happened, and kind
of walk through the details of that to show the
different touch points along the way and how things could
have been handled differently. But then I use it to
apply to any other situation, and I bring in a
bunch of other real world examples of times that has
just gone terribly wrong. And you see the you know,
you see these things in the media, and you know
(12:29):
the Harvey Weinstein, you know, all the all the different
scenarios that you've seen and we all know of what
I do in the book is talk about how those
things could have gone differently if they had been handled
in a different way, and I give organizations, you know,
a way to do that.
Speaker 2 (12:43):
And just so we can stop down here for sex,
so everybody knows. The book is called again.
Speaker 4 (12:48):
When when helping organizations mitigate legal risk for the common good.
Speaker 2 (12:52):
And I'm joined today by Rebecca Sposiito, she's president of
the sam Burnstein Law firm. Continuing on, you talk about
the on target Response framework, how does that help organizations
handle complaints differently?
Speaker 4 (13:05):
Sure, so the book is more theoretical and explains kind
of the background, but I also wrote a workbook to
go alongside with it and included a framework called the
on target framework, which is an acronym for the steps
that you go through, and it really does provide a
step by step guide on what organizations can do in
those moments to handle the complaints when they come forward,
(13:26):
regarding transparency and accountability and being genuine and responsive in
your handling.
Speaker 3 (13:32):
What an interesting idea tell us more about the workbook.
Speaker 4 (13:35):
So the workbook is a guide that accompanies the book
and can be together with or apart from the book,
and it gives information and then it gives questions and
information and then questions, So typical workbook style. I also
didn't built an online course that you can use as well,
depending on your learning style.
Speaker 3 (13:54):
And I understand there's an on target response AI assistant. Yes,
so I built an AI.
Speaker 4 (14:01):
AI is something that I'm very interested in and spend
a lot of time thinking about when I'm not working.
But yes, I built an AI assistant that in real
time organizations can use to give information and insight about
how to handle something in the moment.
Speaker 2 (14:16):
How do how do you think those tools take the
ideas from the book into real world practice?
Speaker 4 (14:21):
You know, we read a lot of books and we
hear a lot of things, and sometimes it's hard to
bring those things to light into work. And so I
built those other tools to enable the concepts to be
broken down in a way that makes an organization see.
Speaker 3 (14:34):
How it can be applicable to their work.
Speaker 2 (14:36):
Okay, and we mentioned a cliffhanger before, so let's let's
give another cliffhanger right now. If a leader could only
remember one principle, but there are many from win WIN,
what would you want it to be.
Speaker 4 (14:47):
The most important principle to take away from win WIN
would be you can handle a complaint in a way
that doesn't retraumatize the person coming forward and at the
same time protect your business in your organization.
Speaker 3 (15:01):
It's a very important thing. It's not one or the other.
Speaker 4 (15:03):
You can do both and oftentimes by handling these complaints
properly from the beginning, you are protecting your organization as well.
So that's the most important thing that I hope people
take from it.
Speaker 2 (15:13):
What an interesting concept retraumatize. Tell us more about how
that comes about.
Speaker 4 (15:18):
Sure, any of the incidences that I've worked with, and
you know, our firm represents people that have had grievous
and terrible things happen to them, and so that's the
first incident, right, this is the difficult thing. You come
forward to present this or ask for help from somebody,
and when you're met with defensiveness and you know, denial,
(15:39):
it's like a secondary assault. And so that's the retraumatization
that people go through, which oftentimes is more harmful to
them than the original injury, and it's more damaging over
the long run because it doesn't enable somebody to get
through it and to kind of move on from it.
Speaker 2 (15:56):
Let's talk more about your leadership style. What is the
most important leadership lesson you've learned? Do you think over
the fifteen years that you've been at the sam Bernstein
Law Firm.
Speaker 4 (16:05):
Ironically, I think the most important leadership lesson that I've
learned at the firm has been that I always have
more to learn. That the more I know, the less
I realize I know, and that there are exceptional people
everywhere that I can learn from every day.
Speaker 3 (16:21):
That's the biggest takeaway for me. Can't we just get
older and know everything that has not been my experience?
You know, it's terrible. I would love for that to
be true. You're thinking, oh, I'm getting older, I should
get wiser.
Speaker 2 (16:31):
And the more you're the more you listen to other people,
You're like, oh my gosh, I have so much more
to learn.
Speaker 3 (16:37):
Yes, it's absolutely true, but.
Speaker 2 (16:40):
Thank goodness because it keeps life interesting. I suppose it does.
How do you balance being you know, being you know
it's again Sam Bernstein Law Firm, huge law firm. Being
a decisive leader with being empathetic and people focused. How
do you think you carry that balance?
Speaker 4 (16:54):
Due that is a challenge right, being able to make
decisions hundred decisions a day, along with hold yourself and
your colleagues accountable to the work that we're all doing,
and at the same time letting them letting them know
that you care about them and care very deeply about
the work that we do. I don't think that those
things are opposite things. I think that you show how
(17:15):
much you care and have empathy for your colleagues when
you are honest and giving feedback and you know, expecting
the same from your colleagues.
Speaker 3 (17:24):
So I think that's the way that I balance.
Speaker 2 (17:26):
Yeah, it's funny that you mentioned that's hard to give
honest feedback, but when you do, it really creates actually
does create more trust because people know, people know the
truth about.
Speaker 4 (17:35):
What's going on, right, And you know, I know that
because I appreciate it genuinely when I receive it, and
so I give it equally as you know, willingly.
Speaker 3 (17:44):
Yeah, or it gives insight into what's going on. Yes, definitely.
Speaker 2 (17:49):
What role do you do authenticity and vulnerability play in
leadership today?
Speaker 3 (17:54):
Do you think?
Speaker 2 (17:55):
And I asked that because people think of law firms
as you know, kind of hard and hard hitting, but
you guys really take such a different approach we do.
Speaker 4 (18:05):
I mean, you know, starting with Sam and then now
Mark and Beth, the way that they've always handled the
firm and our clients is treating them as family. And
you know, Sam used to talk to every single client.
Mark and Beth now do and it's it's real and
it's genuine. It's not a you know, it's not something
just for advertisements. It's just part of the fabric of
(18:26):
the firm. And so it's very special in that way,
and I think that permeates throughout the whole firm. Just
the care that they have always put into the firm.
We are eager to match that. That's got to be
hundreds and hundreds and hundreds and hundreds.
Speaker 3 (18:39):
Of people every year, thousands, thousands of people every year. Yes, wow.
Speaker 2 (18:43):
But they have a personal, you know, personal vested interest
in knowing what's going on and helping them know.
Speaker 3 (18:48):
That they care. They do, they really do.
Speaker 2 (18:50):
It's wonderful. You know, when you think about success and
now you've written a book and you work with obviously
a very successful law firm, how do you find success
in your business and in your life.
Speaker 4 (19:04):
Success in the business, I for me is just feeling
like I'm doing good work and I'm making a difference
in people's lives. And as long as I have that,
I'm continuing to learn and grow, and I you know,
I find very deeply at the firm that that is
the truth. In my personal life. I'm you know, I've
married twenty six years, i have two children, and they
are the joys of my life, and so making sure
(19:27):
that I always have time and energy to spend with them,
I think that's what What else is really remarkable about
the Sam Bernsty Law Firm is that not only do
we provide the level of care that we do for
our clients, but we also make sure that our employees
and our team has time to be with their families
and meaningful ways.
Speaker 3 (19:45):
And so it's just again balance.
Speaker 2 (19:48):
Well, and you guys do meaningful things at the San
Bernstein Law Firm, like the Chopper shop, yes, and many
other things.
Speaker 3 (19:54):
Yes, absolutely, so.
Speaker 2 (19:55):
I would imagine that's really not only you know, we're
barding to help people who are suffering in some way
with some kind of remedy, but also to touch the
community in so many different ways.
Speaker 4 (20:07):
Absolutely, the Sanparancy Law Firm is very involved in community affairs.
And you mentioned the Chopper Shop. We've been doing this
for many years now. We've raised over one hundred thousand
dollars and that money goes directly to Metro Detroit area veterans,
and we partner with Voami and that. It's just it's
a wonderful opportunity for us to be able to be engaged. Also,
(20:28):
we're in football season. We're official partners Lyons coach Dan Campbell,
alex Aanzeloni. So we love you know, we love Detroit
and everything about it and being so ingrained in the
fabric of the city has just been it's amazing.
Speaker 2 (20:41):
You have to admit the commercials with Mark and Beth
and Dan are really good at because Dan's always like
he looks so tough and then you look at Mark
and we're like, you don't just you don't think of like,
Mark's such a sweet, nice guy, you know, a hard
working guy and a successful lawyer obviously, but all of
a sudden he looks really tough next to Dan.
Speaker 4 (20:59):
You're like, hey, don't mess with him either. You know what,
you'd be surprised about Mark. No way, that's certainly not Beth. No,
it's it's awesome. Dan Campbell's amazing and you know, having
the opportunity to you know, shoot those ads and spend
the time with them is fantastic.
Speaker 2 (21:17):
Yeah, it's had to have been so much fun and
just fun in the partnership to watch them do well.
Speaker 3 (21:22):
Yes, absolutely, it's so exciting.
Speaker 4 (21:24):
You know, we're always Lions fans, and it's awesome after
all the years, you know that we weren't as successful
being in the in this position we're in right now.
Speaker 3 (21:32):
It's a great team, awesome environment. It is.
Speaker 2 (21:34):
The feeling around that team is just great and it's
nice to see you guys attached to such a good organization.
Speaker 3 (21:39):
Two good organizations come together. Yes, we're appreciative of that.
Speaker 2 (21:44):
What would you say to someone who wants to be
in a leadership position similar to what you're in, Like,
what kind of advice would you give them? You know,
they're just let's say there's let's say somebody who's been
in a business for a while and they are being
you know identified as you know, hey, you probably you
will be in leadership, you know, so they're right there
and there are things that you can impart to them
(22:05):
that might help them. What would you give a couple
pieces of sage words.
Speaker 3 (22:10):
Sure. So first of all, I would say, as advice
to give to.
Speaker 4 (22:14):
A young leader who was coming up in the ranks,
I would say that if you're interested in being a boss,
it's probably not the path for you. I think that
it's important for people to realize that leadership is so
much more about service than it is about leadership. In many,
many ways, most of my time is spent in service
of others, and I would not have that any other way.
And I think it's really important that that's how it's
(22:36):
approached or else it's a title for titles sake. I
think that that's the most important thing and piece of
advice that I would give.
Speaker 3 (22:43):
It's hard work. Yeah, give one more. You know.
Speaker 4 (22:47):
Sam gave me the best piece of advice when I
became the CEO, before I turned into the president. He said,
if you don't want to see what you're doing on
the front page of the newspaper, then don't do it.
And it's just something that's always stuck in my head,
like ethical leadership is just tremendously important, especially in today's
day and age, you know. And so I think that
that's a really great piece of advice, and it's simple
(23:08):
you know, when choosing between two paths, I kept in
mind at all times what.
Speaker 3 (23:14):
Was it like being with Sam?
Speaker 4 (23:15):
He is just such an extraordinary person and personality, So
I think that in equal parts hard work. He was
there every day all the time talking to clients. They're
just a kind, wonderful human and so I learned a
tremendous amount from him about client service and just being
(23:36):
a just being a good person. I learned from him
and from Mark and Beeth every day. Honestly, it's a joy.
Speaker 2 (23:43):
What's your favorite thing about your whole staff and what
you do with them.
Speaker 3 (23:49):
We're a fun bunch.
Speaker 4 (23:50):
You have a lot of amazing, interesting, different personalities that
we just it's a great team to get together. We
just moved into a like a sixty five thousand square
foot space that's triple the size of our last office,
and so it's great post COVID.
Speaker 3 (24:03):
To get everybody back together.
Speaker 4 (24:06):
We still kind of do a hybrid schedule, but everybody
being back in the office together has just been phenomenal
and so much fun to be together as a team.
Great to be around the team together. What do you
want to see happen for your book? I would love
to see companies, read it, understand it and learn what
I'm trying to say, because I think it's actually really
(24:27):
truly important and it would be helpful for institutions organizations
to learn this and understand that they can do this
a different way and still, you know, abiding by the
legal requirements, and still you know, that's the most important
thing for me. It's not about selling the book. Don't
even care about that at all. I would really just
love for people to understand what it is that I'm
(24:48):
talking about. I think it can change the world if
people are just treated better and differently.
Speaker 2 (24:54):
Is there a movement toward that kind of philosophy do
you think or do you think there's just a really
long way to go.
Speaker 4 (25:00):
We're just in such polarizing times right now that I
do believe that there is a movement in some ways,
but I don't think it's always pushed forward and seen
as the most important thing. And so I try to
show it in a way that I try to show
it in a way that not only emphasizes the care
for the human but also showing how it can benefit
the business, in hopes that that will make people more
(25:23):
interested in it.
Speaker 2 (25:25):
As a leader of the Sam Bernstein Law Firm. What
do you see in the coming years for the firm?
Speaker 4 (25:29):
I see continued growth and ongoing dedication to our clients
and our purpose.
Speaker 3 (25:37):
Do you see you rooting the Detroit Lions onto a
Super Bowl?
Speaker 2 (25:41):
Yes?
Speaker 3 (25:42):
Yes, yes, that's the right answer. Let's go. Let's go Lions.
Speaker 2 (25:47):
Our guest today has been Rebecca Sposito, president of the
Sam Bernstein Law Firm, and her new book is called
Win Win, Helping organizations mitigate legal risk for the common Good.
Speaker 3 (25:58):
Thank you for joining us today, Rebecca, Thank you so
much for having me.
Speaker 1 (26:02):
This has been Light Up the D, a community affairs
program from iHeartMedia Detroit. If your organization would like to
get on the program, email Colleen Grant at iHeartMedia dot com.
Here are all episodes on this station's podcast page.
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