“A typical neuron makes about ten thousand connections to neighboring neurons. Given the billions of neurons, this means there are as many connections in a single cubic centimeter of brain tissue as there are stars in the Milky Way galaxy.”
DAVID EAGLEMAN
The City of London Solicitors’ Company Court of Assistants
Master
EDMUND PARKER
Senior Warden
VIRGINIA CANNON
Junior Warden
SIMON DAVIS
Stewards
GARETH LEDSHAM
LEE MCLERNON
Full Assistants
Past Master RUPERT JONES
Past Master JOHN WOTTON
Past Master ROBERT BELL
Past Master TONY KING
Past Master SARAH DE GAY
JOHN ABRAMSON
MARY-ANN WRIGHT
DOMINIC GRIFFITHS
CLARE MURRAY
LUCY RILEY
CLARE WILSON
RAFIQUE KHAN
ASTER CRAWSHAW
Additional Assistants
SIMON MCMENEMY
JULIA SMITHERS EXCELL
CLIONA O’TUAMA
LUCA CORDELLI
Chair of the City of London Law Society
COLIN PASSMORE
Ex-officio assistants
Past Masters
JOHN YOUNG
DAVID BIDDLE
STUART BEARE
WILLIAM KING
MICHAEL MATHEWS
MICHAEL CASSIDY, C.B.E., Dep.
BRIAN GREENWOOD
ALASTAIR COLLETT.
NIGEL BAMPING
KAREN RICHARDSON
ALEXANDRA MARKS, C.B.E.
ALDERMAN SIR DAVID WOOTTON
JOHN WHITE, T.D.
MARTIN ROBERTS
ALDERMAN VINCENT KEAVENY
DAME FIONA WOOLF, D.B.E, D.L.
NICHOLAS HUGHES
DAVID GRAVES
Clerk
KERRI MANSFIELD, J.P.
The City of London Law Society
President
*THE MASTER
Chair
COLIN PASSMORE
Chief Executive
MATTHEW ROUS
Treasurer
VICTORIA YOUNGHUSBAND
Administrator
ELIZABETH THOMAS
Legal Policy Analyst
KEVIN HART
Committee
CHAIR
PRESIDENT
ELISABETH BALTAY
VIRGINIA CANNON
SALOME COKER
*ASTER CRAWSHAW
ED CROSSE
SIMON DAVIS
CHRISSY FINDLAY
RICHARD HARRISON
†DAVID PATIENT
ALEX KYRIAKOULIS
CHRISTOPHER PUGH
†LAURA UBEROI
†PETER YOUNG
* Ex-officio, appointed by the CLSC
† Ex-officio as members of the Council of The Law Society
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The City of London Solicitors’ Company
7 TO SWITCH OFF, SWITCH ON.
If you thought watching ‘Strictly’ is a waste of time, think again. We look at how a TV programme is a great way to de-stress your mind.
18 IN-HOUSE; AN EASIER EXISTENCE - OR NOT?
9 STRESS. SOMETHING LAW FIRMS WANT PASSIONATELY TO ADDRESS - OR JUST ANOTHER TICK BOX EXERCISE?
Is the supposition that life as a lawyer is less stressful fact or fiction?
We spoke to Nicholas Eldred who has worked on both sides of the fence and who now has his own in-house consultancy to find out.
26 FASHION IS THE ARMOUR TO SURVIVE THE REALITY OF EVERYDAY LIFE.
Far from being just a practical necessity, clothes can define our moods and the different facets of our personality. We highlight what the stars are on
32 COME PLAY WITH US.
16 THE RIGHT TO DISCONNECT. A FUTURE LAW - OR WISHFUL THINKING?
A recent survey amongst young lawyers suggested law firms are paying more lip service than justice to addressing mental health issues in the workplace. We explore the reality of what is happening.
THE VALUE OF TIME.
Father and daughter, Robert Bell and Sophia Watson, discuss how the pressures on lawyers have changed over the past few decades - and what can be done to alleviate the pressure.
As our Government looks into the possibility of legalising the right to switch off from work after hours, we look at how this works in Ireland where the right to disconnect is already in place as a code of good practice.
Whichever sport you love, the City of London Solicitor’s’ Company has it all covered. From football to tennis, rugby to golf, even some clay pigeon shooting - you will find the perfect way to decompress and de-stress from work with a full diary of sporting events.
40 A REAL LIFE GARDEN OF EDEN.
We travel to Mazzorbo, a little island in Venice, to taste some if the most unique white wines in the world and to learn about the story of how the Dogano grape was brought back to life.
28 HAVE YOU THOUGHT ABOUT JOINING THE CITY OF LONDON SOLICITORS COMPANY?
The City of London Solicitors’ Company has a rich history - but is looking forward to a very exciting future. Find out how you can be a part of it.
30 THE ALMONERAN ANCIENT ROLE REDEFINED.
We look at how the original premise behind every Guild of offering support has developed and changed in the last Century, including some dismal failings and great successes from our own Company and culminating in a complete redefinition of a historical role to bring it in line with today’s requirements.
We visit BAO City; the perfect spot just around the corner that offers fabulous Taiwanese food, the most delicious cocktails and - best of all - somewhere completely private to sing all your stress away.
43 FOR PETROLHEADS AND A SIDE OF ADELE.
We review a selection of the books on wine from Academie du Vin Library; some must haves for every wine lover and coffee table.
46 THE LAST WORD
The idea of truly separating work from personal life feels almost impossible— no matter how much we try. Even as I binge-watch Severance on Apple TV, a show where office workers have their memories surgically divided between their professional and personal lives, I find myself thinking about work.
In this issue, we explore whether law firms are doing enough to combat workplace stress and improve the well-being of lawyers. Mental health isn’t just an individual concern—it’s a widespread issue that affects everyone, from trainees to senior partners. We look at generational differences in how lawyers approach work-life balance and whether well-being initiatives truly address the pressures of the profession.
The City of London Solicitors’ Company’s charitable initiatives are a key part of this discussion. We speak with Dominic Griffiths, the newly appointed Almoner, about his role in supporting members during times of need and why mental well-being is high on his agenda. LawCare, the mental health charity for the legal profession, also shares practical strategies to counter unhelpful thinking patterns and improve day-to-day resilience.
For many, sports and physical activity are powerful stress relievers. We talk to Luca Cordelli, recently appointed Captain of Livery Sports, about his plans to reignite participation in inter-livery sports events—including rugby, golf, football, and netball (which, as a longtime netball player, I’m particularly excited about). If you’re interested
WELCOME TO THE WINTER EDITION OF CITY SOLICITOR MAGAZINE.
in getting involved, reach out to Luca (luca.cordelli@ studiopirola.co.uk) or Oliver (oliver.williams@cms-cmno. com) to sign up.
And if your idea of switching off involves good food and music, BAO City offers the perfect escape—stylish dining and a hidden karaoke bar to sing away the stress of the day.
Finally, in our wine column, we take a trip to Venice to discover the wines of Venissa on the island of Mazzorbo. Following the devastating floods of 1966, Venice’s vineyards were nearly lost—but now, the Dorona de Venezia grape has made a remarkable comeback. A reminder that resilience isn’t just about enduring—it’s about rebuilding too.
We hope this issue offers both insight and inspiration, whether you’re looking to recharge, rethink work-life balance, or simply enjoy a good glass of wine.
Salome Coker Editor mail@citysolicitors.org.uk
TO SWITCH SWITCH
We are all fully aware and constantly reminded of the benefits that exercise has, not just on our bodies but also on our minds; movement really does boost our physical and mental health. A run or a yoga class are the perfect antidote for those long days in the office.
But how often have you found yourself pounding on that treadmill while still thinking about the current transaction you are working on? While exercise may benefit the brain, it certainly does not clear it.
In order to turn the brain off from work, to give ourselves a proper opportunity to switch off, we need to replace it with something else.
Enter 'I'm A Celebrity’ or ‘Strictly’ or the latest series of ‘Slow Horses’; whatever your favourite flavour of trash TV happens to be, know it’s a great way of engrossing your mind in matters less stressful than legal ones.
A recent study at Birmingham City University showed that both TV and Radio are ‘great at providing distractions from real life. Engaging in a fictitious show or listening to a story being played can allow your brain to relax and engage in another reality.’
Other studies have shown that people with anxiety tend to continually watch the same TV shows, podcasts, and movies and that this is known to make the person feel calmer and more relaxed.
Where proven relaxation techniques like meditation clear your mind, watching TV can replace what’s there with something less stressful. So instead of feeling guilty about switching the TV on in the evening instead of doing another hour’s work, enjoy it, knowing by the time you go back to the files your brain should be better refreshed to deal with them.
So important is the subject of well-being and mental health in our profession that we have extended the SWITCHING OFF theme we had
in our Winter edition to encompass our Spring issue also.
In the following pages, we look at how the pressures have changed in the legal profession over the years, we discuss coping mechanisms, we examine whether the stresses are the same or different for in-house lawyers, we look at different surveys and reports that have been carried out to understand specifically what our younger lawyers are actually feeling and experiencing in order that we can put in measures that help. And, while our Government examines the idea of making switching off a legal requirement, we see how that is working in Ireland where the right to disconnect is outlined in a voluntary code of practice established by the Workplace Relations Commission. We even look at how what we wear can contribute our sense of well-being.
Law or not, switching off is essential. We need to relax. Not only will we feel better but we will be able to work better too. Time to grab that remote. ■
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STRESS. SOMETHING LAW FIRMS WANT PASSIONATELY TO ADDRESSOR JUST ANOTHER TICK BOX EXERCISE?
The City of London Law Society Chair, Colin Passmore, has always shown a keen interest in the pressures and strains that lawyers face but has been concerned that the debate around mental health has largely been conducted with senior members of the profession, especially law firm leaders, and that the voices of younger lawyers were not necessarily being heard by the seniors. In an effort to try to address this, Colin devised an anonymous online survey, in conjunction with Roll On Friday (ROF), to reach its extensive readership. While the responses summarised below are apparently high for a survey of this kind, in context, given both the many thousands of solicitors working in the City and ROF's readership, feedback was given by less than 1% of City solicitors so, whilst all feedback is valuable, what follows has to be seen in the context of the small number who did take the time and trouble to respond and the fact that law firm leaders genuinely are trying to get to grips with and to address empathetically the challenges their lawyers encounter.
The responses painted quite a negative picture with 62% of respondents saying they felt unable to talk about their problems with senior management at their firms. The same percentage said that even though their firms provide training and / or presentations they did not find these to be helpful. A further 14% said they were not even provided.
Over 57% felt that their firms did not take mental health seriously with 75% saying they are not consulted about such issues or listened to.
There was a clear understanding by almost 90% of the audience that along with the privilege of working for a City law firm comes an expectation of working longer hours but over 92% felt that these extended working days had a negative impact on their health and almost 65% felt this was a subject they were unable to discuss with their firm. Well over half of the respondents said they would be willing to take a lower salary in exchange for less hours and only 26% felt earning City law firm levels of salary was very important to them.
Looking ahead, 85% saw partnership as something that brings with it a lot more pressure and, as a result, only 18% saw it as something that is very important to achieve.
Only 2% said they found it very easy to “switch off” outside working hours and, at the other end of the scale, over 40% are finding it very difficult.
The factors that seem to be causing stress are, as stated above, excessive working hours, unreasonable demands and, sometimes, even ‘fake’ urgency - these all come both from clients and management. The ‘billable hour’ is seen as another pressure cooker. Respondents feel they are on call 24/7 and, as a result, are suffering from lack of sleep, lack of family time, lack of free time, lack of down time. Not having safe spaces, toxicity, unsupportive management and a blame culture add to the stress.
To counter these stresses, some are using positive tools such as exercise, therapy and sleep. But others are admitting to turning to drugs and alcohol to self medicate;
“Only 2% said they found it very easy to “switch off” and, at the other end of the scale, over 40% are finding it very difficult.”
some are eating badly, binge eating and developing food disorders. A lot are planning their escape from the profession.
Nearly all the respondents felt their firms did little more than pay lip service to mental health issues and saw it as a tick box exercise rather than a serious problem that they need to grasp by the horns. There were several comments about being told this was what had been signed up for, that it was part of the job. Providing yoga / pilates classes, free lunches and seminars are not touching the sides of the issue. The overall feeling is that management - and clients - simply don’t care. Nothing really changes, nothing is properly discussed. Barely anyone felt external bodies who offer support and help really make a difference. Overall dealing with stress is seen as something law firms say they do rather than actually do.
Most felt working from home really helped them and that coming into the office brought negative effects with it.
Whilst these findings are obviously concerning, as we say above, they need to be contextualised. Clearly 140 people felt strongly enough to respond. But there are around 30,000 lawyers working in the City of London. Not to diminish the importance of those who responded, Colin and the CLLS felt it important to dig deeper and to try and discover exactly what the situation is more widely.
Kayleigh Leonie is a former trustee and now Champion of LawCare. She is a former Council Member of the Law Society and was involved with the Junior Lawyers Division since she was a trainee solicitor in Brighton in 2010. She has always been at the forefront of the debate around the unwillingness of young lawyers to talk about the pressures and stresses they face and the negative impact these have on their mental health. In 2017, Kayleigh put out a questionnaire - similar in content to the ROF one - to get some statistics. This was really the first time anyone had run a survey in the UK into this and talked about it at a national level.
The statistics came back showing that a lot of young lawyers felt under huge stress and at risk of both suffering mental health issues and making mistakes at work as a result.
Needless to say, the legal press portrayed this risk of error as a compliance issue rather than a human one, but it did get people talking, thinking and, ultimately, taking positive action - irrespective of the motive behind it. Kayleigh repeated the survey, through the Law Society, for three years and the figures showed that although mental health was clearly being talked about more, from a statistical perspective, things were not really improving. The Law Society started to put practical measures in place themselves to try and help by giving people some of the tools and coping mechanisms they needed to better manage their situation. Kayleigh put together some guidance on best practice on well-being for law firms. She did this in conjunction with Nick Bloy, a former lawyer, who is now a coach on well-being.
Kayleigh is quick to point out that stress is not something that is limited to the junior people in law firms but is a factor that goes through all levels of the profession which was a prompt for her to join LawCare to assist with its Life in the Law research project during Covid. This research not only examined people from different age groups but also went beyond solicitors to include barristers, judges and support staff. Interestingly, the research showed that within the profession females at a mid to senior level and people with disabilities and from ethnic minorities were the ones who were most severely affected.
Kayleigh says she has lived experience of mental ill-health including anxiety and OCD - both of which she has had since childhood and which she has learned to manage alongside her work.
“A lot of the traits of anxiety and OCD are actually traits that are extremely helpful for a lawyer looking at risk and having to be meticulous. The two go hand in handso it is unsurprising that there are so many people experiencing mental ill-health in our profession. The rules constantly changing in Covid plus the lack of social interaction were both very difficult for me.” Earlier in her career she worked alongside someone who later died by suicide. Despite working side by side with them for many months, she had not realised the intense struggles they had faced. The experience is one of the reasons Kayleigh
became so passionate about the importance of talking more openly about mental health. “I talk openly about my own mental health - everyone in my team knows I have struggles and take medication and that openness makes me someone that people both in my own firm and outside feel that they can go to and talk to. I am not a counsellor but I can talk about my own experiences and mentor people that way. Also, as an employment lawyer, my clients are regularly experiencing challenges with their employees who are experiencing mental illhealth so I consider myself to be the right person to help them navigate through this.”
Kayleigh does believe there is a genuine shift happening in law firms with people now becoming less reluctant to speak up about their mental health challenges. Junior lawyers are being told they should raise issues on well-being. Many firms have champions or mental health first aiders in place. Where senior lawyers are themselves speaking up and acting as role models, this is causing the culture to finally begin to change. But there is a long way to go.
“Law is cut-throat in nature and the negative stigma of feeling if you aren’t coping at the beginning, you may never make it is one that is hard to completely get rid of. City firms are dealing with high charge out rates and clients wanting everything done yesterday - but this is not true of all law firms so feeling you may not be able
to deal with one particular type of firm should not be a reason to leave the profession altogether. It may be a question of going to a different firm. Some focus more on lifestyle, offering strict 9-5 contracts with no logging on after hours in return for less pay if that suits you better. There is flexibility now to find what is right for you. It is no longer one size fits all.”
Kayleigh says the very newest lawyers are much more confident in speaking up about how they are feeling and what they want and need from work. People take time out for preventive reasons - something which never really happened openly before.
“Current trainees are more cohesive and supportive of each other than in my day where we felt in competition for the same job and, therefore, were more reluctant to admit when we were not coping. Today they encourage each other. I think things are genuinely improving because of how young people are confident enough to behave. They will get up and leave the office to go to the gym or to a dinner engagement. We used to stay in the office until our seniors left. Today they are better at managing their priorities and boundaries. They are all about purpose, questioning whether this is really what they want to do with their lives. Being a partner is no longer the only option to having a great career in the profession.”
It is hard for partners to adjust to this new mentality.
But, truthfully, do they have a choice? This means they have to manage clients better and to push back where necessary. Historic ways of working are changing.
Nick Bloy, mentioned above, originally qualified as a lawyer but quickly decided he was more interested in preventing things from going wrong rather than solving problems once they had materialised. He thought a move into HR might be the answer but realised that was not the case. Eventually, he set up his own business, Wellbeing Republic, almost a decade ago now, to achieve precisely that - to provide the means and support by which people can manage the pressures of the workplace before they become a huge issue, as well as helping organisations create healthier work cultures. Over 80% of his client base are law firms. Nick’s help varies between one off talks to ongoing sessions and / or one-onone coaching for however long is required.
Nick helps people to support both themselves and each other in teams and in organisations by creating cultures that allow them to flourish rather than flounder and fail.
His work can begin very early in the legal career journey; he coaches those studying for their SQE giving them skills which they can put into practice not just for their exams but for their entire career. Knowing how to prevent stress from
“Law is cut-throat in nature and the negative stigma of feeling if you aren’t coping at the beginning, you may never make it is one that is hard to completely get rid of.
“Workloads. Relationships. Trying to prove themselves. Imposter phenomenon is a big one - and one I personally struggled with. The weight of expectations young lawyers place on themselves.”
becoming overwhelming is a preventative approach that is best embarked on sooner rather than later, laying the foundations for life.
What does Nick think are the stresses young lawyers face?
“Workloads. Relationships. Trying to prove themselves. Imposter phenomenon is a big one - and one I personally struggled with. The weight of expectations young lawyers place on themselves. And, obviously, the expectations of the firms on the lawyers to drive high performance - although, ironically, the excessive pressures lawyers often find themselves under, can create the opposite effect.”
Does Nick think law firms are doing enough to alleviate the stresses on these young lawyers - or is it just something they are paying lip service to?
“Obviously it depends on the particular law firm, but I can say that some are genuinely passionate about attempting to make a difference to the lives of their staff. Equally, at the other end of the spectrum, firms sign up to various initiatives and believe that's enough in itself to tick the box and they don’t need to do any more. As a result, the lived experience of ‘well-being’ for lawyers in those firms, is pretty poor. A lot of firms recognise they
need external support; even the ones that are doing a good job rely on external support to help guide them, hold them accountable, and challenge their thinking.”
How does Nick ‘prepare’ people so they don’t find themselves at the point of crisis?
“What drives our mental health? There are physical and psychological drivers. Take Self Determination Theory as an example. This is a theory of psychological well being which tells people that they need three fundamental things to flourish.
Firstly, relatedness - which encompasses both relationships with people but also how purposeful they find their work, does what they do actually matter?
Next, autonomy. Do they have control? At the junior end, the answer is probably not as much as they would like or need, but they can, nonetheless, tweak the way they do things or view things so that they feel that they do have more control.
Lastly, mastery. This is about growingbecoming more competent and confident each day;about moving forward a step every day instead of staying static and stagnating. Some lawyers might also benefit from developing a more optimistic rather than pessimistic thinking style. The latter is linked
to higher rates of mental ill-health. If you are aware of these things and you have the knowledge and the tools to do something about them, then you can ultimately reduce the risk of experiencing poor mental ill-health and decreased performance, while increasing the chances of actually flourishing and realising your potential, in a sustainable way.”
Nick thinks that had more such knowledge and support been available to him when he was younger, he possibly may not have left the profession. He feels he could have made braver and better informed choices.
Michael Davison is the Deputy CEO of Hogan Lovells LLP.
“I think it is a really good thing that people generally feel more empowered to talk about mental health issues today. An important part that law firms can play in this is to create a culture where people feel able to say, without fear, they are struggling, whether that is with work or personal matters. Not all stress is work related, the causes are complex. At Hogan Lovells LLP, we have partners and people within HR who are especially skilled at listening - so we ensure they are there and visible and available to those that need an ear. We have on site counsellors people can also access if they prefer to discuss their issues with someone who is not actually a part of the firm. We bring in external speakers to talk about issues
around how to deal with stress which serves as an initial step to show, as a firm, we are open and willing to have a dialogue. The well-being of our people is a major strategic imperative of our firm. With 46 offices across the globe, trying to create this culture everywhere can be challenging but it is something we consider fundamentally important and we devote a lot of time and resources into getting it right. This is a problem that goes from top to bottom and across the layers. It is not limited to one age group or type of person.
If we are completely honest, stress is something we have all encountered to varying degrees at different points in our careers and lives. I certainly have. Today these stresses are probably more acute than ever because there is a relentless pressure to work long hours and the sheer economics means that a financial burden is also inevitable. This has also been a high performing culture. We need to equip people with the tools and support to be able to successfully deal with that. The impact of Covid has not helped either. It took a big toll on a lot of people’s mental health and that is a societal factor that goes way beyond our own profession.”
Michael says speaking up about such issues is something that even ten years ago simply did not happen.
“People used to sit in silence - and probably drop out of the profession entirely. We have come a long way - but there is still a long way to go.”
Michael is a great believer in walking, alone, as a means of switching off. This gives him the space to be objective, dispassionate, to think more clearly. He exteriorises his stress by running and thinks interiorising is not a healthy option. He also feels that although commuting brings its own set of stresses with it, the benefits of then being with people way outshines working in isolation.
“A sense of community has a huge impact on people’s well-being”
Julian Taylor is the Senior Partner at Simmons & Simmons LLP and Caroline Turner-Inskip is their Global Head of Well-being. On meeting them Caroline’s opening words were that she was “full of cold and therefore grumpy” and Julian apologised for eating his lunch in the interview - both proving being genuine and open was not an issue for them!
Julian says well-being cannot just be a tick box exercise. It has to be important because law is all about talent, all about people.
“It is completely crazy not to care about the well-being of your people. They are the key element of the business and you want them to perform the best that they can. And, quite simply, people are only able to perform at a really good level if they are well. Very few firms would say it is important and not mean it. But there is a difference between having an intention and delivering. We felt it was so important that we needed someone at a senior level to drive this forward - which is why we have Caroline as our Global Head of Wellbeing. That doesn’t mean we have delegated it all to her and stepped away ourselves. This is not something that can be successfully achieved unless we are all committed and in it 100%”
Caroline says to take on a challenge as massive as this can sometimes feel like “wading through treacle.”
“There is a lot here. It’s about a deeper shifting of the concept of mental health. A deeper shifting of the concept of well-being. From a societal perspective, both of those concepts have been demonised. We all have mental health, good, bad and, most often, in between. We operate on a spectrum. Our view is this is a part of our business plan, not a basket to the side, not an HR problem but a thread to our overall plan. Why? Because it
“People used to sit in silence - and probably drop out of the profession entirely. We have come a long way - but there is still a long way to go.”
is critical to the success of our business. We view well-being as the foundation for great performance, for our people being at their best and supported when not and, also, very much about proactive prevention rather than crisis. We are committed to helping anyone in crisis and we have all the support in place but my role is to look at this from a more strategic business lens and not to push people to crisis wherever possible.”
“This sounds fantastic - and makes great sense both for the firm and for the individuals. But how does it practically work?”
The first step was to destigmatise and open up the conversation - something we are now seeing as a recognised requirement.
“This is slowburn, evolution not revolution, There is no magic wand. In the past 12-18 months we have been focussed on getting our people in a place where they have the language of well-being. It’s not a fluffy concept, not about bringing in a bowl of fruit for the team. When we look at how we embed
how we work together as a team, how our leadership functions, how HR interacts - this all has to be underpinned with a foundation of well-being. These are big, vague words. What are we actually doing? We have a whole wellbeing programme which we are rolling out. And we started with a focus on partners. Why? Because if it is going to be the foundation of what we do then we, as partners, need the tools and skills to look after our people. We are not born with these skills. We need to be trained. By specialists. We partner with a GPLed company called Smart About Health who know how to prevent burnout, how to spot parental guilt, in short, how to identify and lift burdens off people’s shoulders. We also look at financial well-being - here we partner with Octopus. Our junior people told us they have felt jettisoned into high paying environments with no support as to what that means. We give them a free planning session. We also, very proudly, are extending who we bring into the business. Our social mobility ambitions are huge. But, again, people may not know how to deal with the situations they find themselves in.”
Both Caroline and Julian feel it is incredibly important to remember that a law firm is more than just lawyers - the other areas cannot be forgotten. Champions of well-being exist in each and every Simmons office globally. These are fully trained to deal with the crisis elementbut they also get the bigger message out. Each champion has a sponsor so they do not feel as though it is just their job to fix everything but are fully supported themselves.
Caroline says it deeply concerns her that this “incredibly talented and hard working group of people” that make up law firms is constantly being told that it is broken. “Working in our profession is an amazing place to be. I get to interact with the biggest, best brains both internally and with clients. But my natural characteristics mean I am constantly on edge, waiting for the next disaster, waiting for a client to not feel satisfied and go to a competitor. Fear runs through us. As a partner group, we don’t have the vocabulary of wellbeing that the younger generation has and we need to harness that. Plus we have the characteristic of feeling when we do say we
“However much things have improved, it is far from perfect and some people - for whatever reason - will not be comfortable to talk about their problems.”
might not be firing on every single cylinder someone will then come back and say they are not going to instruct us. This is why it's crucial to begin any well-being initiative from the top down.”
Julian says whilst the taboo has not gone, it is beginning to dissipate. Partners are stepping forward to share their own problems. Some people will always be hesitant to speak up, but it is becoming more normalised.
“However much things have improved, it is far from perfect and some people - for whatever reason - will not be comfortable to talk about their problems.”
All anyone can do is provide an environment where they feel safe to do so. Relationships need to be built where someone can say they didn’t sleep last night, say, and therefore may not be at their best.
Yes, the legal profession is a stressful one. Yes, there are pressures, expectations, long hours, demanding clients and pressing deadlines. But the culture is changing in law firms to allow people to speak up, to say what they need, to be heard and to be supported. Maybe some are just paying lip service but the smart ones are taking it seriously - and they are the ones who will succeed. ■
LawCare, has launched its new "Life in the Law 2025" surveys and invites you to take part. Please consider doing this, either as an individual lawyer or as a firm - only then can we get real and accurate data and make our profession safer and healthier.
There are two separate surveys: one for individuals in the legal sector, and another for organisations, such as law firms, chambers, and in-house legal departments.
The surveys are anonymous and take approximately 10 to 15 minutes to fill out.
• Complete the Life in the Law 2025 survey for individuals
• Complete the Life in the Law 2025 survey for organisations
The surveys are open until Friday 21 March.
THE RIGHT TO DISCONNECT. A FUTURE LAW - OR WISHFUL THINKING?
Covid changed our lives in so many ways; both good and bad. Working more flexibly, remotely, from home is now an established norm.
Whilst that has brought with it countless benefits; no hours lost or money spent on commuting,less harm to the planet, flexibility around childcare and school runs to name but a few, as with all things it has its downsides too and a major one is that rather than make the work/ life balance better it has blurred the line between the two. In essence, there is no cut off point at which you leave the office and, therefore, leave work behind. At what point is it acceptable to disconnect? To not answer the phone or respond to emails? Rather than work less, a lot of people working from home just don’t know how or when to stop. Add into that the fact that their lives are probably becoming more sedentary and overall there has been higher levels of sickness being reported.
In order to try and counteract this, when in opposition the Labour Party pledged in their Green Paper in 2021 and then in their Plan To Make Work Pay, to introduce the right of an employee to switch off, to disconnect from their work outside of their agreed working hours and for an employer not to be allowed to contact them. As yet, nothing further has happened and it remains to be seen whether it will be included in the Employment Rights Bill.
This right to disconnect already exists in other European countries such as Belgium and Ireland. In Ireland, it is not a law but a code of practice which is not, therefore, legally binding and does not carry any set penalties if breached.
We spoke to Maura Connolly, a partner at Addleshaw Goddard LLP and Head of the Employment Group in Ireland, to see whether and how the Code of Practice has impacted thus far.
Maura explains how the said code of good practice came from an initiative from the Workplace Relations Commission which is, effectively, the equivalent of the Employment Tribunal in the UK. It also has a role in helping the Government put in place new laws and statutory instruments that are relevant to the working environment.
“The Commission, in consultation with various sectors and representatives from employers and trade unions, drafted a document on the right to disconnect. But it doesn’t go as far as to create an actual legal, standalone right. It is a part of the overall obligations that arise under Safety, Health and Welfare at work or under Working Time legislation. The Code indicates that employers should have in place a policy which allows employees to switch off and not be available outside working hours. Where it falls short, in order to bring a claim, you have to bring it under a different piece of legislation. You would have to assert that the employer had
breached the Working Time legislation and evidence of this would be that they did not comply with the Code of Good Practice on the right to disconnect.”
Maura says she has not seen any cases going through the courts thus far, but her expectation is that this would be part of a different claim, such as one for personal injury due to work related stress or in relation to routinely working excessive hours.
“This is one of those things that attracted much media interest but in terms of actually finding its way into a legal claim just has not happened.”
The Code has been in play since 31st March 2021 and whilst it has had little impact, it has, nonetheless influenced policy for employers. Unless it becomes law in the UK, it is unlikely that this code will become more legally binding in Ireland.
“The Government in Ireland is very conscious of the multinational sector which emphasises flexibility in the workplace. The idea of being able to service your clients across multi jurisdictional locations is embedded with many of the tech companies and, if there starts to be reductions in the workforce, the Government would be wary of imposing more rights that would be contradictory to the concept of being available for clients irrespective of their time zones.”
One piece of legislation in Ireland that has had an impact in relation to peoples’ working time came in 2023 which provides for a right for employees to request remote and / or more flexible working. This piece of legislation, called The Work Life Balance and Miscellaneous Provisions Act 2023, captured the imagination and has led to many cases already.
Even this, though, has its shortcomings. It doesn’t actually give people the right to actually work remotely or more flexibly - merely the right to ask for it. It puts an obligation on the employer to reasonably, objectively and fairly consider that request. But there are a lot of provisions in the legislation which allow the employer to say no. In most cases that have been heard, the employer's refusal has been upheld. The legislation makes it clear that the role of the Workplace Relations Commission (who make the decision) is not to assess the merits of the request or the reason for the refusal but to examine the process adopted and look at its fairness but they cannot put themselves in the shoes of either the employer or the employee. If the employer appears to have given a fair evaluation, that is good enough. There is a sense that in time trade unions might feel this is not sufficient and want a more meaty right.
“What I find interesting about this particular piece of legislation is that the right to request flexible working can now be linked to carer responsibilities which include elderly parents as opposed to what was, traditionally, limited to children. Potentially this will increase the number of people requesting such a right as, before, it was mainly women trying to put in arrangements for children. The employer legally must engage with the employee within four weeks of the request being submitted and there is a set of criteria in place by which the employer’s decision can be measured. This is a great step towards balancing family responsibilities and work.”
Another item that was included in this legislation was the concept of domestic violence leave. Employees can avail of up to five days paid leave in any 12 monthly periods when they are a victim of domestic violence and disclose this to their employer.
“This is a challenge for the employee - who may not want to disclose such personal information - but it does put in place a process
where employers should have a contact person employees can speak to and it does bring an awareness of the domestic side of life into the workplace.”
Maura personally feels switching off is beneficial for the mental health of employees and recognises that the downside of remote working is that they cannot get away from their workplace or mobile phone so they are always switched on. Nonetheless she recognises the dynamic of a client service sector where you have to balance giving the client what they require with looking after the well-being of your staff.
Not an easy problem to solve. Whilst Ireland has been at the forefront of attempting to redress imbalances, it is not a system without flaws. We wait to see what our new Government here in the UK comes up with. It is an issue that needs to be addressed - and, hopefully, they will not switch off from doing so. ■
“Switching off is beneficial for the mental health of employees”
IN-HOUSE; AN EASIER EXISTENCE - OR NOT?
Everyone is more than familiar with the stresses of working in private practice, particularly in major City firms. The long hours, client expectations, being on call 24/7 - to name but a few of the pressures. A move in-house is often considered to be a less frenzied and somewhat calmer environment. But is this the reality?
Image by Jon Tyson on Unsplash.com
Nicholas Eldred describes his career as being pretty linear. He studied law, qualified, worked in private practice specialising in M&A in a City law firm; then made the move in-house working for BT, Cellnet (which became O2), BBC and Christie’s. After his in-house career he decided to set up his own consultancy, NE Consulting Services, through which he provides fractional General Counsel services for several companies including the English National Ballet and the Royal Ballet School as well as doing governance work and mentoring in-house lawyers and Company Secretaries.
Nicholas’s decision to move in-house came at the beginning of the 1990s when boom had gone to bust. Nicholas wanted to keep busy to gain experience so leapt at the opportunity to continue doing M&A work at BT. He only ever intended to stay in-house for a couple of years and then return to private practice - which never happened as he loved in-house so much.
How do the stresses of working in private practice differ from those in-house?
“I certainly remember being in the office at midnight and working all-nighters when I was in private practice. There is pressure to hit a certain number of billable hours. But, in essence, what you are doing is giving your clients legal advice and it is their decision whether to act on it or not. In-house it is rather different. You are not there just to give advice but rather to provide solutions, to make issues go away or be an early warning system for problems which may be coming down the tracks. It is a much broader role and, in many ways, can be much tougher. You are expected to be horizon scanning, to consider issues left field, to deal with a whole load of things that are completely outside of the remit you had when in private practice.”
“Quite often you have a huge number of issues flying at you and you have to sift the important ones to give your attention to and then decide the right path to take. But the smaller ones need to be dealt with too. Managing your time effectively is therefore an important tool in minimising stress levels.”
Another pressure facing in-house lawyers is the need which most businesses have of reducing cost. Lawyers are often seen as overheads and on an individual basis more expensive than other employees. Therefore, they always have to justify their existence. It is always at the back of their minds to demonstrate value, to prove they are the right person for that business.
Nicholas is a great believer in going home when you are not busy, when you can. Obviously, there are times when work is such that you work long, hard hours but when that is not the case being in the office for the sake of it achieves nothing. The quiet times should be taken advantage of to recharge the batteries.
“You have to be both right at the time and also right in hindsight - which is extraordinarily difficult. ”
Nicholas says this isn’t something you are necessarily aware of when you first make the move; nobody warns you. He recalls one of his first meetings in-house where he was asked to give his view. That was then labelled as the ‘legal view’ and others were then invited to contribute their perspective. Nicholas realised he was almost in a competition, fighting for air time, and had to develop slightly sharp elbows to get his point across.
“You have to be both right at the time and also right in hindsight - which is extraordinarily difficult. It isn’t enough that what you advise gets you through the issue of the day, it has to be the right thing to have done when you consider it in retrospect six months later. There is pressure to be the wise person in the room. And that sometimes means holding the line, sometimes saying ‘yes, but…’ and occasionally saying ‘no’, going against the consensus. It is an art as much as a science; it is less about knowing the law and more about knowing whether something can be done and what the risks involved entail.”
Nicholas’s view is that the role of an in-house lawyer is, therefore, tougher than many people in private practice think it is, something which many lawyers who have done both roles agree with. Being in-house means being a decision maker not just a giver of advice.
He also sees prioritisation as an important factor in dealing with stress.
“There is always that one thing which is really difficult, which we put off. There is something about facing up to it and doing it as early as possible which makes you mentally lift and then makes all the other tasks somehow easier to tackle. If you don’t want to do something, just make a start on it, that’s the hardest bit - but once you do, it is never as bad as you thought.”
One of the services Nicholas’s consultancy offers is mentorship and this is something Nicholas feels is a hugely valuable tool for well-being.
“Having a go-to, trusted person, whose advice is good and in confidential terms bullet proof, a safe place to talk makes life so much easier. It is particularly helpful when you are going through any period of change. Just having a conversation can help to dissipate issues.”
Nicholas also recommends trusting in what you are feeling.
“If I make a decision and I don’t worry about it, then it usually turns out to have been the correct thing to do. But when I decide on something and I find my mind keeps wandering back to it and turning it over, that is a sure sign that something is not quite right and it needs to be revisited. Things nag for a reason. Explore them. Again, a conversation could help here, an outside perspective be it from a mentor or colleague may shine a light on something you have missed.”
It seems a life in the law is stressful, wherever you choose to practice it, be it in a City law firm or in-house. Whilst the challenges facing both may be different, the ways to manage the pressures are consistentand the rewards, not just financial, but the satisfaction of making a real contribution seem worth it. ■
THE VALUE OF TIME.
Robert Bell and Sophia Watson are father and daughter. Both lawyers in the City. Talking to them can sometimes feel like talking to the same person; they confidently interrupt each other, finishing each other’s sentences. That word ‘confident’ is so applicable to both of them. But it is a confidence that stems not from arrogance but from knowledge, self-awareness and hard work. Both are ambitious and clear that failure is not an option. Both enjoy solving problems and work hard to find solutions. We spoke to them about the stresses and pressures on solicitors - and whether these have changed in the last few decades.
Robert is a Competition & Regulatory specialist with over 30 years’ experience advising clients on complex competition and regulatory matters involving some of the leading cases before the Competition & Markets Authority, the European Commission, and the UK Courts. Formerly he was Master of the City of London Solicitors' Company and President of the City of London Law Society 2020-22 and a partner at several major law firms. He now acts as a nonexclusive consultant to law firms providing competition law expertise to those that don’t have dedicated competition law teams. Thus he now focuses solely on the work rather than management.
Robert says the emphasis on high quality and getting things right has always been there but what has really changed is the need to respond immediately.
“Back in the day, you used to send a letter asking for instructions - and then you waited. There was no email. The pace was very much slower.”
Robert recalls when the profession had way less competition, when there was less international work and more domestic, when there were few US law firms based in the City and the salaries were good but not crazy.
people are really important, there is a tension between getting payback for those huge salaries and looking after people’s well-being. Certain firms get it, some just pay lip service to it.”
He believes the stresses he faced when starting out in his career are very different from what Sophia and other young lawyers have to deal with today - and these changes have been brought about by a “cocktail of changing culture, increased competition and new technology which over the past 40 years has revolutionised the practice of law.”
“There were always long hours but they were not constant, much more sporadic. Now because of the vast amounts of money that junior associates earn, they are working relentlessly to justify their salaries. That leads to mental pressure and a lack of work/ life balance. Whilst everyone realises this is absolutely a people business and, therefore,
Sophia originally studied History of Art at university which, while seemingly unrelated, was still highly analytical and essay based, which proved useful for her legal career. She started her law journey as a paralegal in Banking and Finance before embarking on her training contract at a City Firm, during which she spent 6 months seconded in the Middle East. She qualified four years ago and is a Senior Associate specialising in Real Estate Finance at a City firm. Sophia is also a Freeman of the City of London Solicitors’ Company (CLSC) and Vice Chairman of its Whittington Committee (a committee tasked with promoting the CLSC to junior lawyers).
Sophia says a career in law was an obvious choice for her.
“My father and I are very similar people. We
“My father and I are very similar people. We are logical, analytical and we get satisfaction from problem solving. I knew because law was suited to him, it would suit me too.”
“My father and I are very similar people. We are logical, analytical and we get satisfaction from problem solving. I knew because law was suited to him, it would suit me too.”
When Sophia told her father she wanted to be a lawyer, he told her not to do it. He was honest about how hard it was. Sophia’s mum too was not keen.
“My mum couldn’t see a ‘me’ in law firms. She knew a lot of female lawyers and, in her mind, they were very different from me. She saw me as creative and she did not want to dull that down.”
Like Robert, Sophia is headstrong and once she decides on her path, it’s not easy to get her off it, so she ignored her parents’ advice.
“If anything, them telling me not to do it enticed me more. I love a challenge.”
As a transactional lawyer, Sophia does work long hours. She is also newly wed, so how does she juggle a relationship with a workload that sometimes involves all nighters?
Fortunately, her husband works in Private Equity and is no stranger to long hours himself so he understands and accepts the demands Sophia faces.
“A lot of our weeknights involve sitting on the sofa with our laptops.”
But the relentless pressure does take its toll, inevitably. How does Sophia deal with that?
“Over time, I have learned to take the smaller setbacks less seriously. When I was a paralegal, I remember being nervous and conscious of every move I made. I recall one particular incident, where I asked someone on the other side of a deal a question about delivery of a document under a loan agreement. It quickly became clear that the document had already been delivered and I should have known, having
been copied into the email chain. My inbox had been flooded with emails so I had missed the email. My heart dropped, I felt embarrassed and worried as to how that made me look. Now it wouldn’t bother me. Experience teaches you what mistakes are important - this one in particular was so minor, it didn’t merit a second thought.
Managing your time is also important. I know in the quieter periods I need to conserve my energy so I can deal with the more frantic times. Getting enough sleep is vital for cognitive function. I am an early morning person which can conflict with the late night demands of a transaction. But I try to take autonomy over my time where I can. Obviously, I cannot control partner or client demands but I can, for example, choose to draft something complicated early in the morning when I am at my most productive.”
Does Sophia aspire to being a partner? She says she would be interested in partnership as she is ambitious and wants to progress in her career, but it is about timing. She wants to feel she's ready.
“You see in some firms partners appointed after six/seven years of being qualified. Partnership isn’t something that should be taken lightly. I would like to go through a proper process, have been trained well and have a specialty before I progressed to that stage in my career.”
Robert says the allure of being a partner was always the goal in his day but the attraction has waned considerably today. Young lawyers see the pressure partners go through and it's not very appealing - especially when you factor in that equity partners need to borrow substantial sums of money as capital and there is no guarantee what they will earn.
Working from home has brought about conflict too. Some law firms have huge real estate commitments and would prefer to a greater or lesser extent to see those spaces being filled with people helping pay for that space and visibly earning their salaries. But from a staff
perspective, they prefer the flexibility and the opportunity to inject more of a balance into their lives.
But Robert does see a downside for particularly younger members of the profession working from home;
“They don't have the advantages of being in an office environment and the collegiate effect that has. They are not learning from osmosis. That creates another tension. It doesn’t mean we should throw the baby out with the bathwater and go back to working in the office five days a week. The world has changed and some law firms haven’t recognised that. Law is one of the professions where you can sit at a desk anywhere in the world and do your work effectively with the right technology. Location is becoming far less relevant.”
The increase in international work and the globalisation of business since Robert’s early days has also brought its own unique set of issues to contend with. Competing time zones can mean being on call 24/7. Sophia says that during busy periods, between 10pm and 6am you can get anything from 20 to 100 emails - and you can feel the pressure to be contactable during those hours. As a transactional lawyer, she knows that is what she has signed up for.
of her day. She also loves to run - she says one of the problems about working from home during busier periods, is you can just find yourself at your desk all day without moving away from it. So a run is very therapeutic. She recalls hearing a CEO of a multinational company saying that balance is not always possible. It should be more about a shifting of priorities. Today is about work. But tomorrow could be about you.
Robert takes the dogs for a walk, goes to the gym, gardens and tries to maintain a small piece of woodland to the back of his house - all physical stuff to take himself away from his desk. But he too switches off by binge watching some trash TV.
Overall, it seems life in the law is way more stressful today for younger lawyers than it was a few decades ago. The expectations and pressure are more extreme. And the instantaneous responses that are required bear their toll. There needs to be an investment in making sure people working long hours are OK and that work is allocated fairly between those that always say yes and those that take more of a back seat.
Robert says;
“Managing the situation as opposed to not managing it is paramount to people’s well being. With all the pressure put on partners; to meet clients’ expectations, the concertinaed timeframes for delivery and the increased burden of regulation, it's easy for people to slip into second place. There needs to be an appropriate accommodation for a firm to
Sophia feels it’s important for partners to have visibility over the hours their associates are working. In certain instances, partners should step in and tell their associates to take some down time when they are working too much. Left to the individual, they are more likely just to keep going because they feel they would be letting people down.
Obviously this increased pressure on partners has its effect on their mental well-being too and checks need to be in place to ensure that they too are coping.
Do Robert and Sophia think the price they have paid having chosen law as a profession is worth it? They both agree that if it suits you and you suit it (as they both clearly do) then it is a lifetime commitment that brings a lot of satisfaction with it. Neither of them would do anything else. ■
“Managing the situation as opposed to not managing it is paramount to people’s well being.”
FOR YOUR WELL-BEING TOOLKIT.
Certain behaviour patterns, which are common to many of us, can lead to unnecessary stress and pressure and be detrimental to our well-being.
Unhelpful thinking styles can sabotage reality and lead us to create problems in our minds which do not actually exist.
Procrastination can paralyse us, rendering us unable to perform.
LawCare, the mental health charity for the legal profession has come up with some useful Tips on how to counter these behaviours and, in so doing, really improve how we feel.
Unhelpful thinking styles
We can all develop unhelpful thinking patterns over time. If you can recognise your own patterns, you can start to notice them. This awareness can help you challenge or distance yourself from those thoughts and view your situation in a more positive or helpful way.
All or nothing
Sometimes called black and white thinking, this is believing that something or someone can only be good or bad, or everything has to be perfect and if it isn’t you’ve failed; rather than anything in between or shades of grey.
Mental filter
Only paying attention to certain types of evidence, for example ignoring the times you have been praised in favour of times you’ve been criticised, or focusing on your failures rather than your achievements.
Jumping to conclusions
Assuming you know what others are thinking, or that you know what the outcome of a situation will be, none of us can predict the future.
Emotional reasoning
Assuming because you feel a certain way it must be true. For example, just because you think ‘my boss hates me’ doesn’t mean they do. Feelings are just a reaction to thoughts.
Labelling
Assigning unhelpful labels to yourself or others such as ‘weak’ or ‘stupid’.
Over-generalising
Seeing a pattern based on a single event. For example, having a difficult meeting with a client and then assuming future interactions will be similar.
Disqualifying the positive
Discounting the good things that have happened to you as if they were a one-off or a fluke.
Catastrophising/minimastion
Blowing things out of proportion and believing the worst possible thing will happen or shrinking something to make it seem less important.
Shoulds and musts
Thinking or saying ‘I should’ and ‘I must’ puts pressure on ourselves and sets up unrealistic expectations.
Personalisation
Taking responsibility or taking the blame for something that wasn’t your fault.
Tips for dealing with these styles of thinking
Focus on the here and now
What is actually happening in this moment. Is there another perspective?
Talk to people about your feelings Ask them for feedback.
Keep a list or folder of your achievements Look at it when you need to.
Talk to yourself …..as you would a friend.
Distract yourself from your thoughts read a book, take some exercise, see a friend, do something you enjoy.
Are you a procrastinator?
Many of us will be familiar with procrastinating - putting off or avoiding a task that needs to be done. It often seems as if the more we have to do, the more we procrastinate. There are two types of procrastination, active and passive.
Active procrastinators work better under pressure, they may choose to leave a task until it’s right down to the wire because they thrive on adrenaline.
Passive procrastinators do so to the detriment of their performance. According to a 2013 study procrastination has nothing to do with
poor time management or laziness, it occurs because of our inability to manage negative emotion surrounding a task, either focused on an aversion to the task itself or because of the feelings the task provokes ‘I can’t write this, I don’t know enough about it, my boss will criticise me.’ These thoughts then make us procrastinate further.
Procrastination is closely linked to perfectionism, low self-esteem, fear of failure or of moving forward in our lives. Often procrastination is a red flag that we are finding it hard to cope, it can be a symptom of an underlying issue such as stress, anxiety or depression.
Here are some practical tips to help overcome procrastination.
Practice self-compassion
Be kind to yourself, and don’t beat yourself up for procrastinating. Just accept that you do it. Try and write down some positive things about yourself, perhaps something nice a colleague said to you, or think about a previous time you completed a similar task and it went ok.
Make a list
Start by making a list of everything you have to do. Break big tasks into smaller manageable chunks so they don’t feel overwhelming and set realistic deadlines for each task.
Estimate how long certain tasks will take and block out time in your calendar to complete them. Work out what times of day suit you to complete certain tasks, for example if you’re a morning person you might be better at drafting a document first thing and want to save admin tasks for the afternoon. If possible, turn off your phone and email notifications during these times so you don’t get distracted. You can also block your access to social media on your phone during certain times of day.
Make a start
It’s easy to say just do it – but sometimes exactly what you need to do is just make a start on something. It doesn’t have to be perfect.
Build in rewards
It’s important to build in rest time or reward yourself for meeting deadlines. Perhaps make a deal with yourself that you’ll get a coffee after you’ve completed a certain task, or you’ll go for a walk after clearing your inbox. Short breaks and time away from your desk improve your energy and focus.
We hope these help. But if you need support, call the LawCare helpline on 0800 279 6888, email support@lawcare.org.uk, or visit www. lawcare.org.uk to use the live online chat. LawCare’s website also has lots of information (articles, stories, videos and podcasts) on mental health and well-being.
“Procrastination can paralyse us, rendering us unable to perform.”
“Fashion is the armour to survive the reality of everyday life.”
Bill Cunningham
Just as food is way much more than sustenance for most of us, what we wear is infinitely more than just practical or necessary. Fashion may be considered by some as frivolous or superficial but actually clothes can deeply affect our psychological state, they can change how we feel and they can, most definitely, enhance our feeling of well-being.
Kate Spade once said, ‘playing dress-up begins at age five and never truly ends’ and this really sums it up. Clothes allow us to dress UP, to put on that ‘armour’ Mr Cunningham referred to - and to be the person we want to be. When we are on the sofa watching TV in our pyjamas, we are a different version of ourselves than when we put on that killer silk suit for the office.
Katie Hutley is the publisher of Fabric, a monthly, glossy lifestyle magazine which covers fashion alongside people, interiors and property. She works from home a lot of the time and initially found this to be a dream as it took a lot of the pressure off. But she increasingly found that how she put her game face on - and we are not just talking about her face here - made a massive difference to who she feels she is and how she approaches her day.
“Even if I am not leaving my home office, I still need my ‘armour’. I decided to just wear all the clothes that had been gathering dust since the days when I led a more corporate lifestyle. So I still put on that dress. Why not? What am I waiting for? It really helps me and my mood. I have to really think about who I want to present myself as to the people who are not in my natural circle. I sometimes catch myself just in time - instead of dressing like them to fit in and to be something I am not, I decide to bring ‘me’ to the party - and so I choose my outfit accordingly. Thinking about what I am wearing helps me think more clearly about what I am bringing to the table.”
Serena Hood is the CEO of online shopping platform Collagerie, which she cofounded with renowned fashion editor and creative director Lucinda Chambers. Remember making collages or mood boards? This is precisely what Collagerie does. It curates an entire look, theme or feel, drawn not from just one brand or store, but instead by searching out and sourcing the very best designs. Collagerie extends beyond clothes to home furnishings, art and beauty – fashion is not limited to what we wear.
Serena and Lucinda met while both working at fashion industry bible Vogue, where Serena was Executive Fashion Editor and Lucinda Fashion Director. They originally had no intention of setting up a business together, but when they both left Conde Nast and were chatting over coffee, they observed that, in their role as editors, they always had their antennae switched on to great designs and intriguing ideas. They spent their lives editing the excess of products available to shoppers, identifying the best of the best, and mentally moodboarding looks, and that put them in the perfect position to share their know-how. Thus, Collagerie was born.
“We believed that what was missing from the landscape was a destination that felt inspirational and inclusive, so no matter what your budget, there’d be something for you. An H&M bath mat can sit happily next to a Bottega Veneta handbag. It all started with creating ‘moods’ and inviting customers into a world where they felt inspired to shop.”
Serena believes trust is a crucial element. Just as readers trust what a favourite magazine tells them, Collagerie inspires confidence with its beautifully crafted edits that have done the hard work for shoppers. They cut through the online overload that can be overwhelming and off putting. The team is out there, sourcing inspiration and stylish design – whether celebrating familiar brands or introducing niche labels you’d never heard of.
For some, like Serena, shopping is a joy. But for others, it can be stressful and confusing. Far from inspiring well-being, it can trigger the opposite effect. Collagerie removes all the pressure and makes shopping fun.
Serena’s clear talent for finding the best is a skill she inherited from her mother – a model with a passion for shopping. Together they would scour Portobello Market to find eye-catching vintage pieces at affordable prices. After school in London, Serena went to America and while other friends were getting jobs in Wall Street and the tech industry, she yearned for a life in fashion. Her first job was an internship with Marc Jacobs, a designer she had always loved. Fifteen years after that first job, her passion for great design remains undimmed, and with Collagerie she took it to the next level, bringing the joy back to shopping and helping us all find pieces we’ll love forever.
While fashion may well be fundamental to our wellbeing, a lot has been written about how the industry is one of the most harmful when it comes to the wellbeing of our planet.
What is Collagerie’s view on sustainability?
“Our whole ethos is about buying what you LOVE. It’s about quality over quantity and shopping ‘the one thing over everything’ – the mantra we launched with and stick to today: It is also about bringing joy. I become emotionally connected with what I buy. That doesn’t mean it has to be expensive. You can buy a Zara dress and love it so much you keep it for 10 years. We look at cost per wear, and if you love something you will pull it out again and again.”
This is the sort of thinking that will make fashion a much less polluting industry.
Part of our ‘armour’ is the fragrance we choose. A perfume not only makes us linger in the memory of others; it also can totally transform our own sense of well-being. On Chiltern Street (an area full of unique and special shops and restaurants) you will find anatome, an ‘apothecary’ for today but inspired from the ones from days long since gone, when people chose herbal remedies above pharmaceutical ones. anatome was founded by Brendan Murdock and its products are all about well-being. There is a sleep collection (let's face it who doesn’t feel infinitely
better after a good eight hours?), supplements, home fragrances, skincare - and a range of six perfumes; these are Focus, Order, Support - these three are specifically designed to help when you are travelling - be it across time zones or simply the City, Expression - which enhances your confidence allowing you to express your true self, Balance - this grounds and centres you, instilling a sense of calm and Energy - which refreshes and revitalises Made from natural botanical extracts with no unnecessary synthetics, these fragrances really do deliver what they are named after.
“I spend a lot of money on shoes. Someone once said that if you are not in your shoes, you are in your bed - so I figure if I am going to be in my shoes half my life, they need to be good ones!”
Brendan says;
Dennis McDonald“'We created our exquisite wellbeing parfums to support you through the week, whether you need to find more balance, focus or energy, our eau de parfums combine extraordinary natural botanicals to help with the challenges of each day. We truly believe the power and science of scent can enhance your well-being in 2025, and of course they all smell amazing.”
Stephanie Anais is about to start her training contract at Clifford Chance LLP. A self confessed fashion and beauty addict, Stephanie originally thought a corporate career was not for her and wanted “a glamorous lifestyle”. Having worked at a hairdressers since the age of 12, she left school at 16, got a job in Newbury and then moved to London “to be where it all is” and joined John Frieda where her dreams to live that glamorous lifestyle started to become reality as she attended and assisted at fashion shoots with the world’s top models and stars.
After a few years however, she decided she did want a career that was going to challenge her more intellectually. With no clear idea what exactly she
wanted to do she did temporary work in various places to determine the right path for her. Fate led her to Radcliffe Chambers, her first introduction to the legal world and straight away knew this was her destiny. She decided she wanted to be a solicitor rather than a barrister, to work in commercial law, and to get a job at Clifford Chance. Only Clifford Chance. She applied for the SPARK scheme and didn’t get it. But Stephanie is nothing if not persistent; she tried again the following year and was successful. She says she has a very firm idea about what she wants to wear when she starts at Clifford Chance.
“I applied for Clifford Chance - and only thembecause it is one of, if not the best, law firms in the world. I put all my eggs in one basket with Clifford Chance. I want Clifford Chance to be an extension of me and for me to be an extension of Clifford Chance so I will always look and act professional and put together. I have always loved that really classy, elegant, professional look. I like chic yet classic outfits in neutral colours with hair and makeup looking natural and polished.”
Whilst affordability is important, Stephanie prefers to buy better and buy less. She spends a lot of time looking for really well made clothes and good fabrics that she absolutely loves so she can then wear them for a couple of years. She also looks for clothes that can be versatile; she has some trousers from Claude Pierlot that she can style in different ways to create different looks.
“I spend a lot of money on shoes. Someone once said that if you are not in your shoes, you are in your bed - so I figure if I am going to be in my shoes half my life, they need to be good ones! I have three pairs of shoes for work; Gucci loafers, heeled Louboutins that I have had for 10 years (friends buy cheaper copies and they literally last for 2 months; I don’t have the time for that) and some Chanel pumps.”
Stephanie says that when she is in a good outfit, she feels energised, ready to take on the world and like she can conquer anything. This sounds just what is required from a Clifford Chance lawyer.
So next time you go to the wardrobe, take a breath, think. Clothes really do maketh the man. And their moods. So choose carefully - it could determine both who you are and how you feel for that day.
Have you thought about joining The City of London Solicitors’ Company?
If you are practicing or have practiced as a solicitor in the City of London or Canary Wharf, you should consider doing so. Here’s why.
The City of London Solicitors’ Company is the Livery Company for practising and formerly practising solicitors in the City of London. It was established in 1909 and received its Grant of Livery in 1944.
The Company has around 1000 members, 350 of whom practise at the largest law firms in the City of London. Almost 100 members practice in the City In-house.
There is an active Sports Section; engagement with charities; and new special interest societies are being formed. We have many dinners, an active lecture series and opportunities to network and socialise with professionals.
We have members aged from their 20s to their 90s. Our Livery Company really is for life.
“We have members aged from their 20s to their 90s. Our livery company really is for life.”
In the City of London alone there are 111 such Companies, and some trace their roots back to the 13th Century. Our Solicitors’ Company is one of the ‘newer’ ones, dating back to 1908. We are the second oldest of the so-called ‘modern’ Livery Companies.
Our history is important to us and, yes, we celebrate it with all the splendour and aplomb it deserves. But we are a Livery Company for today. This magazine shows that we are ready to discuss the big, often unspoken issues that affect solicitors; such as discrimination, mental health, ethics - and so much more. We help bring these issues to the fore to make a difference and to make our profession a more enlightened one.
We also try to learn from other jurisdictions and to forge relationships with members of our profession across the waters for the mutual benefit of all.
Just over 100 years ago, in 1924, a “most unique occurrence” took place. The American Bar Association - for the very first time in historyvisited the UK with the purpose of studying - up close and personal - how our own legal system works and compares with their own.
The visit incorporated a combined banquet with the then nascent Solicitors’ Company (formed just 15 years before) at Salters Hall. One of the lawyers. J. Carroll Hayes said;
““It gave us a splendid opportunity and stimulus for the comparative study and weighing of the judicial and social systems of the two countries. As iron sharpeneth iron, so this intimate contact of minds, this friendly comparison of ideas and ideals cannot but bring about fruitful results in the future relations of the great English-speaking countries.”
A century later, in November 2024, the City of London Solicitors’ Company, in collaboration
with the City of London Law Society (CLLS), hosted a breakfast at the Inner Temple as part of the American Bar Association’s Fall Conference in London to celebrate the past and to forge associations for the future.
The theme of the discussions was around the Rule of Law; a subject fundamental to society and the duty of our profession all over the world to uphold.
A huge success, as well as a thoroughly enjoyable affair, this breakfast not only celebrated a century of collaboration but laid the foundations for what is to come.
As well as seeing ourselves as spokespeople and thought leaders on the stuff that really matters, we also have charitable funds which support two educational initiatives, one providing help for people from less fortunate backgrounds to be provided with the support, training and mentorship to enter a profession that may well have considered closed to them and a project, SWSQF which provides funding for those working in social welfare law organisations so they can actually become solicitors in this vital area. This is an initiative we work on with our partners the CLLS who we collaborate with on many pieces of groundbreaking work. Both of these charitable initiatives show how the Company, while celebrating the past, is also working to create a somewhat different, more inclusive picture for the future.
But the Company is not just about doing good works; it is about fun too. A vast array of sports allow you to shake off the stresses of the day over a game of tennis, a football match, a round of golf - whatever your exercise of choice happens to be and you get to meet other members, not just from our own Company but other Livery Companies too.
There are many social events to enjoy (you can see some images of recent events on these pages) including a very connected and knowledgeable wine society which hosts regular tastings and tours designed to make your enjoyment of the grape even more fulfilling.
There are lots of ways you can get involved in our Company from simply enjoying the events in the diary to being more active and joining one of our new societies (such as the History Society) or working committees (such as our active and enthusiastic Communications Committee). We are really keen to extend the membership to the next generation of lawyers who can make it even better in the 21st Century.
The first step is to apply for the Freedom of the Company (using the form on our Website: www. citysolicitors.org.uk) and, once accepted, you will be admitted with your fellow cohorts in a ceremony in front of the Court. Then you apply for Freedom of the City, a glorious tradition which dates back 800 years. Then you may become a Liveryman.
Not many organisations have such a rich past which is not just remembered but actually brought to life with yearly events. Fewer have the platform to be able to make significant changes in the profession today. And even fewer are in a position to help shape the future.
The Company can and does all of these things; we hope you will become a part of it. ■
For more information contact;
The City of London Solicitors’ Company 020 7329 2173 mail@citysolicitors.org.uk
We also have comprehensive information on how to join on our website: www.citysolicitors.org.uk
Our own Company, even before its grant of livery in 1944, initially asked that each of its members donate a sum that should not be more than £1.05 (£106 in today’s money) and when all this was collected, a cheque for the combined amount was presented by the then Master of our Company to the Lord Mayor at the Company’s Inaugural Dinner in 1909. These monies were to be used to aid victims of a recent earthquake.
In 1946, A.T. Cummings, who had gone through the ranks from Clerk to Master, provided a poor box into which newly admitted members were encouraged to make a donation.
It was not until 1965 that the then Master, T.G. Bennett, felt a more formal approach should be taken and a charitable fund properly
THE ALMONER - AN ANCIENT ROLE REDEFINED.
Going back to a time when City Guilds and Livery Companies first began, one of their main purposes was to be charitable; to bring some financial aid and support to those in suffering, including their own members. Such fund raising was done on an ad hoc, non-regularised basis for the most part and it was not until the 1970s that the Corporation of London made it a requirement that these funds exist more formally.
established. Within six months of it being set up, this fund amassed £151 (£2500 in today's money) but it was then decreed that only one third of raised donations should be spent on charitable help and the remainder should be held to build up a capital reserve.
In 1970, the Lord Mayor, Sir Peter Studd, launched an appeal to do some works on St Paul's Cathedral. The donation from the Solicitors’ Company was £25 (£336 in today's money).
This did not go down very well with the Lord Mayor and both the Master and the Company were well and truly berated at the Mansion House Banquet for only contributing such a meagre sum.
Embarrassed and angry at this public humiliation, the Master, one John Snaith, created a new office of Almoner, a traditional Livery Company role, which he personally took on after ceasing to be Master and which he was to hold for 13 years during which time he turned the fund around, ensuring and encouraging donations and arranging their distribution to worthy charitable causes.
Today, the City of London Solicitors' Company's charitable activities are conducted through its Charities Committee which manages the Company's Charitable Fund and the City of London Solicitors' Educational Trust which oversees our City Solicitors Horizons initiative and the Social Welfare Solicitors Qualification Fund. It has a capital base of over £800,000 and it makes awards each year totalling over
Edmund Parker (Master), Panthea Parker (Mistress Solicitor), Dominic and Francesca Griffiths.
Dominic Griffiths, Almoner
"A lot of what Livery companies did in the City hundreds of years ago is and should still be relevant today. The idea of providing aid…is also about giving care and support to everyone in our profession who needs it not only lawyers and not only our own members, but more broadly.”
£40,000. The objects of the Charitable Fund are wide enough to permit donations for any charitable purposes, but the Court of the Company agreed guidelines in October 2007 which give precedence to organisations which have charitable purposes with a legal or City of London connection.
Although the role of Almoner in the Company created by John Snaith had been assumed by the Charities Committee, our current Master Edmund Parker and our Court has breathed life back into the concept, by appointing Dominic Griffiths, Mayer Brown LLP’s London Managing Partner as our new Almoner in the more historic role of ensuring that the Company cares for its members when they are times of need.
“A lot of what Livery Companies did in the City hundreds of years ago is and should still be relevant today. The idea of providing aid to those suffering is not just about giving money, but also about giving care and support to everyone in our profession who needs it not only lawyers and not only our own members, but more broadly.
Mental health is a huge issue right now and we have to do as much as we can to make sure we care for people and that means providing support, a listening ear, signposting to organisations that can provide professional help. If anyone finds themselves in a position of difficulty or despair, we should be able to find the means to comfort them, in whatever form that entails.
Bereavement is another factor which can greatly affect people and I believe it is a part of my role to reach out to those people affected and provide not just condolences but any practical guidance we can give.
The same is true of people who have fallen on hard times; guidance as to what to do next can be invaluable. I have also found that we lawyers are some of the least well prepared for retirement so when it does come, it can hit hard. That is where we can step in, again signposting where and how to get advice and help; support and training where appropriate and requested.
There is so much talk around well-being in our profession right now, but I feel we need to do more than talk. We need to look after our young lawyers who are the lifeblood of our organisations, and more senior lawyers some of whom, perhaps, have never been used to communicating what they may be feeling.
Kind words and gestures are not everything people need in difficult times, but being connected to and talking with others who understand can make some positive difference.”
Dominic is someone who has spoken very openly about mental health, including his own experiences, which made him probably one of the best people for this role. He is genuinely redefining what charity should and can do and helping making our profession a much healthier one. And, far from being a Company which was once scolded for not giving enough, now we can hold our heads high knowing we are doing all that is in our power to give as much as we can. ■
“We have to do as much as we can to make sure we care for people and that means providing support, a listening ear, signposting to organisations that can provide professional help.”
The Master and Almoner receiving their Freedom of the City of London in 2012
“Many of us miss the sports teams and societies that were so easy to participate in at University. With our Livery Company sports teams, it is easy to step back in to the joys of sport participation, even if you haven’t been involved for years.”
COME PLAY WITH US.
The City of London Solicitors' Company has and is launching sports teams for Football, Netball, Golf, Rugby, Tennis, Padel, Clay Pigeon Shooting, Skiing and many more.
Luca Cordelli, Captain of Livery Sports.
As lawyers, we are used to frequently exercising our brains - but our bodies need to be on the move too, not just for their own sakes but for our overall well-being.
Many of us miss the sports teams and societies that were so easy to participate in at University. With our Livery Company sports teams, it is easy to step back into the joys of sport participation, even if you haven’t been involved for years.
At the City of London Solicitors' Company, we take sport seriously. There is a wide range you can choose to participate in. We are putting together teams to take part in Inter-Livery competitions. We are also registered in the Law Society Sevenswhich includes rugby, touch rugby, football and netball. With the exception of contactrugby at the Law Society Sevens, all our sides are mixed, and anyone can play. We have recently re-established our Ski team, Bridge Team, Clay Pigeon Shooting Team and Croquet Team. So with the exception of skiing, even if your physical playing days are behind you, there is still a sport for you.
Luca Cordelli has recently been appointed as Captain of Livery Sports to head up a new found drive to reactivate participation and not just to take part, but to win!
“The Master and I are jointly on a quest to revamp the Company’s part in Inter-Livery Company sports events - and there are a lot to choose from. In recent years, we took more of a back seat but we are ready to be a lot more visible. With more younger lawyers joining the Livery Company, we are in a great position to put some seriously viable teams together.”
Playing sports does so much more than exercise the body and feed the soul; it is also a great way to network, to feel a part of something, to make a new circle of friends. The benefits are endless.
“It’s so much more than just playing in a football match. You need to prepare and train before, travel to the venue - and then, of course, there are the post match celebrations or commiserations - all of these things are great opportunities to get to know people better, to build relationships and to encourage real team work.”
CITY OF LONDON
Being Italian and from close to Siena, Luca has always had an exposure to tradition and a respect for history, and so was attracted to the Livery Company for that aspect. He says that it is a great honour and privilege to be granted access to some extraordinary events that feature in the Company's diary but he equally loves that the Company looks forward as much as it does back - with sport being one aspect of that.
Golf is one sport where the Company has excelled in the past - and is hoping to continue in this vein going forward.
Every year the Livery Golfing Society organises ‘The Prince Arthur Cup’ at Walton Heath. It is open to all Livery Companies but since it is a one day event it is restricted to 54 teams. Since 1945, the City of London Solicitors’ Company has won it no less than five times, second only to the Leathersellers’ who have won it eleven times.
Our solicitors are also getting ready to serve up some aces this September at a tennis tournament organised by the Feltmakers’ Company at the Queen's Club, quite a prestigious venue. We are going to love winning game, set and match.
Rugby and football are high on the agenda too and, recently, Oliver Williams was appointed Captain of both teams and is looking forward to seeing the teams excel in the Law Society’s annual tournaments as well as Inter-Livery ones. Oliver is looking for keen young players to join both teams;
“Playing football and rugby are great ways to leave work behind for a short time; to just let go of all the stress and pressure and focus on the game. I find it helps me so much mentally as well as physically. And there is a great social aspect to it as well; you are playing with people you already have so much in common with.”
We are looking to recruit more aspiring sports people - as well as those who just want to enjoy running around and leaving the stresses of the office exactly there. You can see some of our recent ‘recruitment’ posts on these pages.
If you are interested in participating in some fun sports with the Company, do contact Luca luca.cordelli@studiopirola.co.uk or Oliver Oliver.Williams@cms-cmno.com ■
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COCKTAILS, BAOSAND A SIDE OF ADELE.
Is there a better way of switching off than literally singing your heart out? We do it in the shower. We do it in the car. Even if you are tone deaf, there is something about cleansing out those lungs that seems to wash away stress too. Singing does actually release endorphins, dopamine and serotonin, which are known to improve your mood and which make you feel happy. Singing also decreases cortisol, a stress hormone that resides in your bloodstream.
WHERE TO EAT
All well and good but you can hardly start singing in the middle of the office when it’s all getting too much.
Or can you?
BAO City is not just a super stylish and stunning place to eat (and located in the Bloomberg Arcade, a stone’s throw from so many law firms) but it’s also precisely the place to sing away your stress.
If the thought of karaoke clubs and bars is something that actually fills you with stress rather than dissipating it (I put myself firmly in that camp) then this is the place that will make you rethink all of those prejudices.
Amy and I love baos. We love spicy. And we love cocktails. So when we heard about BAO City, it seemed like the perfect place for us to go.
If you’ve never heard of BAO, you are most definitely missing out on some extremely good food. City is the 7th - and the flagship - in a group that spans Soho, Borough, Kings Cross, Shoreditch, Marylebone and Battersea. The baos themselves (Taiwanese dumpling like buns that are made from soft, pillowy, feather light dough for the uninitiated) are some of the best you can get in London; all baked by hand daily in the BAO bakery.
Amy and I had one caveat about visiting the City restaurant - it is also a karaoke place but assuring ourselves the karaoke was in two very separate (and sound proofed) rooms and really had nothing to do with the restaurant, we decided to go.
Firstly, let me tell you the space is BEAUTIFUL. It oozes style. Minimal. Chic. Stunning lighting. Just sink into one of the divine leather banquettes and you will immediately start to feel the stresses of the day melt away.
We started with a cocktail. Of course. We both chose the Hot Man Margarita which was a delicious mix of Olmeca Tequila, Del Maguey Mezcal, Hot Man Sauce and Lime. Honestly, just delicious. Amy (who is the complete guru on both food and wine) was impressed.
“I love the precision with which they have cut the lime,” she said approvingly.
Obviously a well cut lime says a lot! And, indeed, the attention that was paid to that piece of garnish was reflected in the perfectionism exhibited in the place itself and the food and drinks.
We then ordered lots of dishes from the menu (more of these later) but while we were waiting for our food, Alex Radmore, the restaurant manager, introduced himself to us and asked if we would like to look at the karaoke rooms.
“Firstly, let me tell you the space is BEAUTIFUL. It oozes style. Minimal. Chic. Stunning lighting.”
Let me be honest, we were not too enthusiastic but being polite, well mannered souls, we nodded in agreement.
There are two rooms, named and styled after two iconic films; Taipei Story and Wall Street. And, they were exquisite. Private, luxurious, fun. Taipei Story can accommodate up to 25 people. Wall Street up to 12. Alex told us 2 ladies come in once a week in the middle of the day and hire Wall Street for an hour. They sing their hearts out, eat some amazing food and go back to work. (I wonder if they are lawyers?)
And suddenly, out of nowhere, I was a karaoke convert. I was totally won over. Nobody comes into the room unless you call for service for food and drinks to be delivered to you. And if you think a call button is too much of an intrusion, you can use a QR code instead and literally speak to no one while placing your order. These rooms were as private as your shower or car but way more stylish and luxurious. I was already planning when I could come here and bellow out “Make You Feel My Love.”
I nervously asked Alex the hire price and he said it was just a guaranteed spend of £35 per person (yes you did read that correctly) and either room is yours for two hours. You can go a la carte, of course, but there is also a set menu for £29.50 and one including drinks for £45.
In the end, Alex had to drag us out of the rooms before we got too comfortable as they were both booked for the evening.
Back at our table, the food was beginning to arrive and so my heartbreak at not becoming Adele for the next few hours quickly evaporated when my eyes saw the feast that lay on our table.
We started with the Smacked Chilli Cucumber - utterly yum and refreshing - although we both (being a bit spice addicted) felt it could be hotter. We also had the Pao Tsai Pickles which satisfied our yen for heat.
Next came Iberico Pork Skewers with Daikon, Mutton Dumplings, Taiwanese Fried Chicken and King Prawns. All of them were cooked to perfection; each one bursting with flavour yet still maintaining a delicacy.
These were followed by the stars of the show; the baos. We shared two (everything here is for sharing so you get to try so much) the classic pork and the fish. They lived up to their reputations. I had a glass of Weeping Sake (gorgeous) with my food and Amy opted for a glass of Bao Red which she thoroughly enjoyed.
Somehow we found room for desserts - and we most certainly did not regret it. We shared the Sad Faced Bao which had a salted egg custard
filling which was utterly moreish and the Horlicks Bao (yes, really) which was a deep fried bao stuffed - literally - with Horlicks ice cream and blew our little socks off.
Finally, we cleansed our palates with a mango tequila shot which was so refreshing and, dangerously, did not taste alcoholic.
It was a fabulous, relaxed, delicious evening. It felt a million miles away from the pressures of life in a City firm and it was the perfect way to unwind after a long day in the office. And that was without any singing even! I genuinely cannot wait to go back, hire out that Wall Street room - probably just by myself - and let loose! You have to be grateful the rooms are sound proofed. ■
BAO City 2-8 Bloomberg Arcade London EC4N 8AR
Mon – Sat 11:30 – 11 Sunday 11:30 – 6
A Stunning Venue for Unforgettable Summer Celebrations
Discover the charm of The Inner Temple’s outdoor spaces this summer, a serene and picturesque setting in the heart of London. Offering bespoke packages and stunning backdrops, it’s the perfect location for everything from grand celebrations to intimate gatherings.
The Inner Temple Garden, one of the largest privately owned green spaces in the City of London, offers an exquisite venue for summer events. Available from the 17th of June to the 10th of July 2025, The Inner Temple Marquee can host up to 600 guests, ideal for garden parties and drinks receptions. Prior to the marquee installation, the Garden, with an indoor wet weather option, can accommodate up to 300 guests.
Set on a private estate, in a tranquil location overlooking the Thames, the Garden provides an escape from Central London’s bustle. Spanning three acres, it’s celebrated for its award-winning beauty, and it is perfect for outdoor events, from family fun days to corporate team building activities.
For something a little different, The Inner Temple Terrace accommodates up to 200 guests for cocktail receptions. The front facing terrace provides beautiful views of the garden and surrounding estate.
Alternatively, Church Court, set against the famous 12th Century Temple Church, offers a grand setting for up to 500 guests. This remarkable space adds a sense of history to any event.
The Church Court and Terrace are both available for hire from May to September.
The Garden, Terrace and Church Court are all available for hire with equally stunning indoor wet weather contingents so you can enjoy the history and beauty of The Inner Temple whatever the weather.
For smaller events, The Pegasus Bar & Restaurant, available for private hire on weekends, is perfect for intimate gatherings, such as christenings or small weddings for up to 50 guests. Its sun trap terrace overlooks the estate, offering a charming backdrop for any celebration.
Tailor your event with bespoke summer packages, which include Prosecco on arrival,
unlimited house wine, beer, and soft drinks, and a choice of seasonal canapés, bowl food, or a buffet. You can further personalise your experience with options such as Pimm’s, cocktails, or additional elements including an ice cream bike, entertainment, garden games, and dessert stations.
Let us help you create your perfect summer celebration in one of London’s most magnificent settings.
For more information, visit innertemplevenuehire.co.uk , email venuehire@innertemple.org.uk or call us on 020 7797 8230
DON'T JUST DRINK IT, READ IT. SiP
Welcome To SIP, our new regular column devoted to every delicious thing we can sip; wines, cocktails and non alcoholic delights.
Written by our journalist Maroulla Paul who is a self confessed nerd when it comes to wines and spirits. Maroulla has WSET Wines and Spirits Level 3, WSET Sake Level 1 and Capstone Level 1 (so far!)
Most people have a love of wine. And most lawyers have a thirst for knowledge. Combining the two is the perfect way to enhance the appreciation and joy of both.
If you haven’t browsed through the incredible collection of books from Academie Du Vin Library, you are deeply missing out. They are a stunning collection of beautifully written books that talk about different regions, grapes, techniques and so many other fascinating aspects that make sipping a glass of wine just so much more enjoyable and special.
The world of wine is a deep and complex one; the more you delve into it, the more fascinating it becomes. Whether your passion is history, geography, geology, science, nature, climateall of these subjects (and way more) are there for you in each bottle of wine. And in each and every book from Academie du Vin Library.
Here are my latest favourites and recommendations.
RIOJA by Finstan Kerr is the latest addition to the Smart Traveller’s Wine Guides. It takes you on a journey through this region of Spain in great depth and with huge colour informing you not
only about the wines, the vineyards and the winemaking but also the history of the region, the best villages to visit, where to stay and eatincluding inside info on where the winemakers choose to stay themselves. This guide is an essential for anyone visiting the area. Other Smart Traveller’s Wine Guides include Bordeaux which is just invaluable to get the most out of this very renowned wine region. More being released soon.
BEHIND THE GLASS by Gus Zhu is all about the art and science of wine tasting. Self-described as “the chemical and sensory terroir of wine tasting” it shows how experiencing wine is not just about our sense of taste but also our sight and our sense of smell. It teaches you to view wine in a much more complete way - which again will really add to your enjoyment of it, not to mention impress your friends!
Take caution when you read WINE CONFIDENT by Keli A White because it is sure to allure you down the rabbit hole of the wine world. It is a
wonderfully written book that is full of wisdom and tips and guaranteed to fuel your thirst for more knowledge. It will most definitely help you make better, more informed and more adventurous wine choices.
Who doesn’t love Tuscany? And ON TUSCANY compiled by Susan Keevil will guide you through the region and its wide variety of grapes and exquisite wines with such passion that you will feel as though you have been transported to a hilltop village in Italy. Every piece tells a story; indeed as every glass of wine does.
To order these books or to look through the vast collection on offer, visit https:// academieduvinlibrary.com/ ■
a real life garden of eden.
For many, myself included, Venice is a bit of paradise, the perfect place to escape from real life and to switch off. We all know the mustdo things, the Peggy Guggenheim, a cocktail or two at the Daniele, lunch at Alla Madonna, a visit to Lorenzo Quinn’s Building Bridges and, if you are lucky, dinner at Avra at the Aman or Ristorante da Ivo (if they are good enough for George Clooney….)
“When you arrive at Venissa, you will be amazed at how small the vineyard is. Only 0.8 of a hectare. But as they say, the best things come in small packages. And this is no exception.”
But what many do not know (and I only discovered myself this year after going for over four decades) is that Venice has a very special winery and vineyard which are truly a little glimpse of heaven on earth.
Venissa is located on the tiny island of Mazzorbo. You can reach it by vaporetto (ACTV No. 12 water bus) from Venice itself and you can either go straight to Mazzorbo or get off at the exquisite island of Burano (maybe stopping for lunch at the divine Gatto Nero) and walk over the bridge.
When you arrive at Venissa, you will be amazed at how small the vineyard is. Only 0.8 of a hectare. But as they say, the best things come in small packages. And this is no exception.
How did this vineyard come about? Again what few people know is that Venice once had a huge tradition of winemaking. In 2002, Gianluca Bisol happened to stumble upon what was once a vineyard in Torcello. He was intrigued to know more and so met the owner who told him how the area was historically hugely renowned for its wines but this came to an abrupt and tragic end when Venice was flooded in 1966 and all the vineyards were destroyed.
Fascinated, Bisol started to do some more research and discovered that the Venetian vineyards grew a particular native grape, the Dorona de Venezia, which thrived in the saline soils of the region.
Determined to resurrect this lost tradition, Bisol searched for the perfect spot to plant Dorona vines and to start making the elixir that they can produce. His search ended when he discovered a plot in Mazzorbo, an area enclosed by medieval walls with a bell tower dating back to the 14th Century, its own chapel and surrounded by water on three sides.
Experts disagreed with Bisol’s choice, warning him that the high sodium levels in the silk were not suited for growing vines. Also there is the constant risk of destruction through flooding again.
Fortunately for wine lovers, Bisol stubbornly persisted with his plans and replanted the Dorona vines.
The results have been extraordinary in more senses than one.
Venissa produces two white wines (Venusa and Venissa Bianco) which, were you to close your eyes before you tasted them, you may not even identify as white.
Both wines are made using the more or less same winemaking techniques. Both have a length of skin contact (Venisa longer than Venusa) so making them more of an orange wine than a white. The wines are big, full bodied, bursting with aroma and taste. These are not for the feeble. They are quite high in ABV (13% for the Venisa and 12.5% for Venusa). Venisa is aged in cement, Venusa in stainless steel.
The wines - even though they are made from grapes from the same small vineyard taste completely different. Both are intensely floralyet miraculously fresh too. But Venusa has ripe fruit like peach and quince whereas Venisa has more dried citrus flavours, camomile, and even honey, nuts and licorice as it ages. Both are just exquisite and are more meditation, sipping wines than ones to be liberally consumed. Think more fortified wine or even sherry.
What is it that makes grapes from the same vineyard produce such differing wines? The plot of land looks flat but it was discovered that the depth varies hugely and so the roots grow differently, affecting the grape itself.
A truly magical story.
Even the packaging of the Venisa is a work of art. Because the wine can only be produced in small quantities due to the limited hectarage and the split of the two expressions of the grape, the wine is sold in 500ml bottles instead of the customary 750ml. The glass for the bottles is made in Murano and gold leaf is blown into the glass so it is an integral part of the bottle. This
gold “label” is varied in shape slightly each year to mark the vintage. The number of the bottle is also etched into the glass. This is not a bottle you would ever throw away but something to treasure and enjoy forever.
Venissa also makes two red wines from grapes grown at nearby vineyards - I look forward to trying them on another occasion.
Visiting Venissa, walking around the vineyard and tasting the wines is a very unique experience. But it doesn’t end there. There is also a Michelin starred restaurant. The restaurant’s chefs - Chiara Pavan and Francesco Brutto - have a passion for sustainability which has also won them a Michelin Green Star. Vegetables and herbs are grown in the gardens (where locals are also invited to grow their own produce) and all ingredients are sourced ethically and locally. And, obviously the Venissa wines are on the list.
And if you don’t want to leave, you don’t have to. On site there is a small but perfectly formed hotel with five gorgeous rooms, all minimally yet ultra stylishly decorated.
Everything about Venissa - the wines, the food, the accommodation, the location, the style, the hospitality - is nothing short of perfect. It is completely unique, a once in a lifetime experience (or maybe a few times if you are lucky) that is most definitely not to be missed. ■
https://www.venissa.it/en
Venissa Fondamenta S. Caterina, 3 30142 Mazzorbo Venezia - Italy p.i. 03828090278
t. +39 041 52 72 281
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Cars, communities and well-being.
Whilst it has become increasingly more acceptable to open up about our mental health, for many it remains a struggle. But when times are tough, there is growing evidence that common interests – including a love of all things with wheels – can be instrumental to opening a conversation and recognising that it’s okay not to feel okay
Most people have a passion that compels them to engage with the world, be it quality time with their family, pursuing an interesting hobby, or following the fortunes of their favourite sports team. For others it’s the purr of an engine, the adrenaline rush of shifting into top gear on an open road or the freedom of escaping the rat race. Whether we realise it or not, we all identify and deploy mechanisms through which we manage our mental health.
For many, cars are simply a means of getting from A to B, but to petrolheads, they represent a lifelong passion, central to their place in society. So it shouldn’t be a surprise that for some, the opportunity to step away from the pressures of everyday life and become fully absorbed working with tools and engines can calm the mind and help to reduce overall levels of stress by providing a positive outlet that allows breathing space from their worries.
Fix Auto UK is the country's largest network of independently owned vehicle repair centres. Its Regional Business Manager, Carl Norton, has provided well over a hundred sessions of mental health training for its members and notes that 'finding those with like-minded interests' is the 'critical first step… to reach out to someone if you need support…so forget about that important email, call your mate and get on the spanners'.
Manufacturers have taken the concept one step further, with Volkswagen's director of e-mobility, Dustin Krausse, describing Electric Vehicles as a 'peaceful place to be' where you can provide 'time for yourself or to connect with others'. Think mindfulness on wheels.
Such trends can be traced back to the mental health challenges posed by the Covid-19 pandemic, following which Ford developed a mindfulness concept car based on its Kuga range. Specially tailored features included ambient lighting that combined with climate control to provide specific moods in the cabin, such as a bright morning feeling, a calming blue sky or a starlit night, wearables streaming health data to the in-car screen and even a powernap function, providing a lay-flat seat and neck support for breaks on those long drives.
As tends to be the case, such features have found their way into mainstream production. Soothing sounds, lights, massaging seats and even pleasant scents have become common features on both standard and optional equipment lists.
Using a personal connection to cars as the starting point for improving mental health is by no means limited to the traditional motor industry, however.
Car meditation has recently and for example become ‘a thing’, transforming hours spent sitting in or driving your vehicle into an opportunity to promote wellness and relaxation. Examples of Apps include ‘Insight Timer’, with car themed content including mindfulness exercises to promote focus on the road or guided breathing exercises, and ‘Calm’, which includes a mood focussed 'Night Drive' playlist, designed to relax driver's minds but keep them alert and present. Even the leading science-based app, 'Headspace', has got in on the act, providing a variation of its home-based exercise content, which and for obvious safety reasons, is completed before turning the ignition key.
Exploring other ways to get the message out there, apparel brand Takoma’s clothing and accessories line includes the IOTT (It’s Okay To Talk) range, with logos designed with the aim of encouraging and normalising discussions about mental health and well-being, particularly between men, who are traditionally less likely to open up when experiencing such issues.
Founder Lewis Warren states on the company website that their design ethos ‘is to have automotive themes running throughout, to act as a talking point for anyone interested in cars. The more people talk, the more they engage, the more likely they are to feel comfortable in sharing their problems, and the less likely they are to suffer’.
On the global stage, ‘Drive Against Depression’ was conceived in Australia eight years ago, after founder Sarah Davis's husband, suffering from a range of personal issues, reached out to a friend and they began taking drives together as 'two mates, side by side, no judgment in a car that made them happy on a road they loved'. The resulting improvement in his state of mind was profound, and ‘DAD’ has since helped more than a thousand fellow car enthusiasts speak frankly about and address their own problems. Given that suicide remains the single biggest killer of men under 45 in the UK, the initiatives described above are crucial, and in the prescient words of the late Bob Hoskins - in a mid-1990s TV campaign specifically devised by BT to encourage men to communicate with each other more - 'it's good to talk'.
Joel Leigh is the motoring correspondent of City Solicitor and a Partner at Howard Kennedy LLP
As Millennials and Gen Z rise to prominence in both the workplace and marketplace, their expectations for digital fluency are reshaping professional landscapes, especially within the legal sector.
According to the recently published “Digital Pioneers: Leading the Tech Revolution” report from Dye & Durham, these generations prioritise technology as integral to quality of life, workplace preference, and efficiency.
For legal professionals, understanding and meeting these digital expectations isn’t optional but essential for long-term relevance and appeal.
Generational Drive for Technology in Legal Settings
The new report sheds light on the growing influence of Millennials and Gen Z, who view technology not as an addition but as a necessary fabric in daily and professional life in the UK.
The survey underscores this tech-centric mentality: 75% of Millennials and 55% of Gen Z believe that technology improves life quality, with the majority in both groups also expressing a desire for continued digital integration in their professional environments.
The legal industry has historically operated with more conservative approaches to change; however, the mounting influence of Digital Pioneers demands a shift. Millennials and Gen Z overwhelmingly favour organisations that embrace digital transformation.
According to the report, over 69% of Millennials say they prefer to work for firms that incorporate new digital tools and systems, highlighting a clear preference for progressive, tech-friendly workplaces.
In collaboration with the Junior Solicitors Network of The Law Society of England and Wales, Dye & Durham's survey included insights from young UK legal professionals, providing an inside look into the digital priorities shaping today’s law practices. These early-career lawyers from the Gen Z and Millennial cohorts emphasized the essential role technology plays in improving case management, client engagement, and operational efficiency.
A failure to address these generational expectations could lead to missed recruitment and retention opportunities, diminished client satisfaction, and a stalled competitive edge.
So, how can law firms embrace the priorities of Digital Pioneers?
1. Invest in Digital-First Infrastructure: Millennial and Gen Z legal professionals prefer firms that support their tech-driven lifestyles. Investing in digital and AI-enabled document management, virtual case tracking, and secure cloud storage can improve service speed, accuracy, and client satisfaction. Further, as remote work becomes a mainstay, digital platforms enabling collaboration, research, and compliance from anywhere will appeal to these tech-native lawyers.
2. Leverage AI for Efficiency and Insight: Among the survey's findings, an impressive 74% of Millennials and 71% of Gen Z respondents reported willingness to adopt AI in the workplace. For legal firms, AI presents a dual advantage: increasing speed in case analysis, document review, and predictive
analytics, while allowing young professionals to engage with forward-looking technology. By integrating AI tools, firms can demonstrate commitment to technological advancement, which resonates with tech-savvy employees and clients alike.
3. Prioritise Client and Employee Experience with Technology: Digital Pioneers place significant value on seamless digital interactions. This generation's propensity for self-service and efficient virtual engagement should inform how firms handle client communications, billing, and legal consultations. Digital client portals, AI-powered chatbots, and automated updates are no longer innovative extras but essential services that law firms should consider as core offerings.
Adapting to the Future: A Strategic Imperative for Law Firms
For law firms, staying competitive in an era defined by digital expectations will require more than updating office software; it involves a comprehensive approach to technology as a business strategy. Millennials and Gen Z are not simply adapting to technology but demanding environments that embrace it. As these Digital Pioneers move into leadership roles, their tech-driven philosophies will continue to shape business standards, especially in sectors like law, where technology adoption has traditionally lagged.
Embracing these digital shifts is not only about maintaining relevance for clients and employees but about positioning the firm as an attractive employer and a forward-thinking practice. The ongoing transformation presents law firms with a unique opportunity to redefine their services, amplify operational efficiencies, and secure a generationally diverse workforce for the future.
So, how can a firm be better equipped to meet the needs of the next generation of clients and solicitors?
1. Build a Digital-First Legal Practice: Gen Z and Millennials seek workplaces where technology is central to daily operations. Implementing secure, scalable digital infrastructure is critical to attracting top talent and modernising client services.
2. Adopt AI for Streamlined Workflows and Client Engagement: With Millennials and Gen Z open to AI integration, law firms can leverage it to improve accuracy and speed while enhancing employee experience and client satisfaction.
3. Focus on Enhanced Client Experience: Digital-savvy clients expect selfservice options, virtual consultations, and seamless interactions, all of which a
As the legal industry encounters new generational expectations, firms willing to adapt will see tangible benefits in employee satisfaction, client loyalty, and competitive positioning.
Law firms that embrace the transformative power of technology can not only meet the expectations of Millennials and Gen Z but can also set a standard for modern legal practice. ■
DID YOU KNOW?
Sing to Phoebus and the throne of diamonds upon which he sits
On the very eastern edge of the San Francisco Bay Area is the city of Livermore. This was originally a farming community, first producing wheat and then grapes. A Mediterranean climate, gravelly soil, warm days and cool nights produced one of America’s first wine-producing regions. Grain fields gave way to vineyards. By the time the wine industry was established, Livermore would see an innocuous development that would bring it lasting fame.
My candle burns at both its ends, it shall not last the night
In the town’s fire station, a thick, dark, braided cord hangs five metres from the ceiling. At the end is a single bulb. You wouldn’t notice it during the day. In fact, you’d barely notice it at night. The bulb emits a warm, golden, but dim 4 watts of light. If you didn’t know better, you’d suspect it was a trendy piece going for a vintage look. What is remarkable is that this bulb has been lighting the fire station, without interruption or replacement, for 123 years.
What became known on its hundredth birthday as the Livermore Centennial Light has attracted media attention, a place in the official record books and even a webcam where devotees can watch the bulb from around the world.
But the Centennial Light is not a miraculous oneoff. Instead, it was a carefully hand-blown, crafted, carbon-filament filled bulb that was made to last.
If the technology existed in 1901 to create bulbs that could last for decades, even a century, what happened? Why did we spend much of the twentieth century replacing light bulbs that gave up after a year or two?
The Phoebus Cartel
It is a wintery December night in 1924. A group of men gather for a clandestine meeting at the Grand Hotel National in Lucerne, Switzerland. In the interwar era, Switzerland is a favoured place for such meetings. But these men are not spies or diplomats, but executives from the world's leading lightbulb manufacturers.
They come from around the world, representing Osram (Germany), Philips (the Netherlands), General Electric (USA), Associated Electrical Industries (UK), Compagnie des Lampes (France), Tungsram (Hungary), General Electric Sociedad Anonyma (Brazil) and Tokyo Electric (Japan).
They have a clear but audacious plan. They may argue that their aims are laudable - to regulate the global lightbulb market and set worldwide standards. Critics would claim this was a cover for a more insidious plot to dominate and control the global market and to set standards so that bulbs burned out more quickly and needed to be replaced more often.
This was the birth of the Phoebus Cartel and a case story in the long history of planned obsolescence. Before the cartel, many lightbulbs were robust, some lasting for tens of thousands of hours and beyond. Whilst engineers took pride in their longevity,
the salesmen and accountants saw a problem –long-lasting bulbs meant fewer sales. So, they did something audacious: the cartel imposed a 1,000hour lifespan limit on all of their member’s bulbs. Companies that dared to exceed this limit faced hefty fines. To enforce this, they established a central testing laboratory in Switzerland, where bulbs were rigorously scrutinized.
All of this took some effort. By 1924, the average household lightbulb was already technologically beyond the limits that the cartel wanted to impose. How do you go from bulbs that last for 2,400 hours to those that last for a mere 1,000? Depressingly, the energies of the world’s leading electronic companies were spent in turning the clock back on progress.
The cartel's grip on the market was ironclad. They divided the world into territories, fixed prices, and crushed any competition. Independent manufacturers who refused to play ball were targeted and driven out of the industry. The cartel's reach extended even to the burgeoning film industry, where they standardized the lifespan of projector bulbs, ensuring a steady stream of revenue.
But like all conspiracies, the Phoebus Cartel eventually crumbled. The outbreak of World War II disrupted their operations, and antitrust lawsuits in the United States further weakened their hold. By the 1940s, the cartel was effectively dead, its legacy a stark reminder of the dangers of unchecked corporate power. ■
This article was provided courtesy of Ian ChapmanCurry, Legal Director in the pensions team at Gowling WLG.and host of the Almost History podcast. www.almosthistorypodcast.com
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