Making partner is a huge step up for any lawyer and it’s one that can have a major impact on your earning profile. Here, Private Banker Emily Bernstein and Financial Planning Lead Simon Bashorun from Investec talk about the unique challenges they could help you overcome.
Nathan Peart, managing director at Major, Lindsey & Africa, says firms must become flexible or lose their best associates.
Without much choice, the legal industry got flexible last year. Even firms that snubbed working from home pre-pandemic had to get on board. Through the lens of recruitment, this has laid bare the realities of law firm life – without the fancy offices, wining and dining and team camaraderie, associates have reflected on the core of their job and what they get in return for mounting workloads and blurring lines between work and home. Many are questioning whether their firm is all it is cracked up to be. Continue reading “Guest comment: The post-pandemic recruitment race”
Leading a professional firm with offices spread across multiple countries always creates a tension between global and local priorities. Professor Laura Empson and David Morley argue that what feels like a leadership challenge, is actually a deeper and very human struggle.
In our podcast –Leading Professional People – and in these blogs, we find ourselves frequently grappling with a timeless and very human paradox that sits right at the centre of what it means to lead a professional firm. Continue reading “Guest comment: the global/local leadership conundrum”
Traditional leadership models suggest people hanker for a hero in time of crisis. That’s an unfamiliar and uncomfortable role for law firm leaders say Professor Laura Empson and David Morley
What do people look for in their leaders when crisis strikes – especially one as profoundly disconcerting, enduring and uncertain as the current Covid-19 pandemic? Continue reading “Guest comment: Whatever happened to the heroes?”
In March last year – as the Covid-19 crisis gathered pace – I wrote in Legal Business that if you’re a leader when an emergency happens, you need to act like one. I added that, as the leader, you are also communicator-in-chief.
Talking to leaders over the last few months, it’s striking how acting like a leader has meant adapting their style as this crisis has rolled on. A more approachable, informal and open approach that connects more personally with their people has become key. Continue reading “Talking sheds – A&O’s former chief on why the personal touch is critical in a crisis”
To be a leader as an in-house lawyer today is to be faced with a bewildering array of ideas, strategies and influences. Reports are written with grim regularity, it is impossible to read them all. Conferences are organised with grim regularity, it is impossible to attend them all. Consultants always have the next great idea with grim regularity, it is impossible to take a sharp stick and poke them all.
The quality of leadership in-house is nothing like as strong as the quality of the legal work our in-house lawyers do or the quality of the people who are the in-house counsel. Collectively we need to get better at leadership. Continue reading “Guest post: How should in-house counsel lead? It’s all about purpose”
There are some interesting comments highlighted in a story on Legal Futures this month by the president of the Solicitors Disciplinary Tribunal (SDT) regarding a BSB consultation.
‘The SDT will remain the master of its own destiny in this debate. Its membership will do what it believes to be right in a rational, informed, evidence-based manner. Continue reading “Guest post: You’re masterful, Mr President: Standards of proof debate takes odd turn”
Totum’s Deborah Gray on achieving a global presence.
The vision of a truly global legal business offering a seamless service to multinational clients is an alluring one for law firm leaders. But achieving a global presence and making it work in practice is a challenge. According to PwC’s annual survey 2015, the UK continues to subsidise international offices with UK profit per partners far outweighing those in international offices. Continue reading “Harnessing business talent for global growth”
Kate McMahon of Edmonds, Marshall, McMahon on EMM’s unique offering to victims.
Edmonds, Marshall, McMahon (EMM) was set up in 2012 as a boutique firm specialising solely in private prosecutions, the first and only specialist private prosecution firm in the country. The three founding partners are all experienced prosecutors, with Tamlyn Edmonds previously heading up the prosecution team for the Department of Health, Kate McMahon prosecuting for the bribery and corruption team at the Serious Fraud Office (SFO), and Andrew Marshall being a Grade 4 Advocate for the Crown Prosecution Service (CPS) and Standing Counsel for the Attorney General’s list of prosecuting counsel.
CC’s David Bickerton says the profession is yet to master training the lawyers of the future
New entrants to the legal profession will be competing head on against Kim, the virtual assistant from Riverview Law, and Ross, IBM Watson’s ‘super-intelligent’ attorney, in delivering services to clients. Ross, unlike most of us, has the ability to research every resource of legal knowledge in seconds, and, even more impressive to the older ones among us, remember it.