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From helping finance the construction of the Schermerhorn Symphony Center to advising Nashville entrepreneurs and businesses, Nancy Stabell has built a career around big decisions. As founder and lead attorney of Wood Stabell Law Group, she brings more than two decades of corporate, M&A, and real estate experience to her work.

We caught up with Stabell to talk leadership, lessons learned, and advice for the next generation of CEOs.

1. What is your leadership philosophy?

My job as a leader is to create clarity. Whether I'm working with a client or my own team, people do their best work when they understand where we're going, why it matters, and how they contribute. I believe leaders should remove confusion, empower people to make good decisions, and create an environment where people can grow.

I also believe leadership is about serving others. My goal isn't to have all the answers — it's to ask better questions, develop future leaders, and build a culture where people feel trusted, challenged, and supported.

At the end of the day, I want our clients to make their biggest decisions with clarity, confidence, and conviction. I want the same thing for our team.

2. What is something that you learned recently?

Systems create freedom. For years, like many founders, I believed that being indispensable created value. It’s exactly the opposite.

Great organizations aren't built around one person but around strong systems, clear communication, and people who are empowered to lead. That's changed how I think about my law firm, my clients, and even my own leadership. The goal isn't to be needed for everything. The goal is to build something that thrives because you've developed other people.

3. What advice would you give future CEOs?

Stay curious. Listen more than you speak. Hire people who are smarter than you in their areas of expertise. Be willing to make difficult decisions early, and never stop investing in your culture.

Businesses don't become great by accident. They become great because leaders consistently make small, intentional decisions that compound over time. And remember: your reputation is one of your greatest assets. Protect it fiercely.

4. What is something you are proud of?

The relationships we've built. Many of our clients have trusted us for 10, 15, even 25 years. We've helped them start businesses, grow them, acquire competitors, navigate crises, transition family businesses, and ultimately sell companies they've spent a lifetime building.

I'm equally proud of the culture we've created inside our firm. We've intentionally built a sophisticated place without being intimidating, where people can do exceptional work while still being authentic, collaborative, and human.

If our clients feel more confident because they worked with us — and our team feels like they're growing into trusted advisors — that's success to me.

5. What is something that everyone should be reading, listening to, or watching right now?

I think everyone who leads people should spend more time studying people. Read biographies, especially about family businesses. Read behavioral psychology and history. Businesses fail because of relationships, communication, trust, fear, and human behavior. The better you understand people, the better you'll lead them.

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