The Missing Middle

Missing Middle

The Missing Middle

I ’m getting on a bit now. It’s not the usual signs of age making me feel this way but that I’m outnumbered at training and networking events as well as committees and boards I sit on. These are dominated by solicitors at the early or latter stages of their careers but those in the middle of their careers are, well… missing.

Senior Associates? Gone. Junior Partners? Disappeared. Those working towards a General Counsel role? Invisible. What’s troubling about this is that the “missing middle” accounts for the majority of solicitors. The fact they are not represented in these arenas can only be to the detriment of our profession, and society. It is therefore important to explore why this silent majority are not participating.

The juggle

The middle stage of careers typically overlap with other stresses and pressures in life. Advancing your career and solidifying your business case as a senior member of the profession can coincide with juggling a family; undergoing fertility treatment; menopause; caring for elderly parents; not to mention battling the increasing cost of living and running a home, to name but a few. This group is the ‘missing middle’ and, unfortunately, these opportunities during the “middle” years are the very resources that help keep solicitors engaged, grow their business and support their careers towards promotion.

We cannot remove the pressures of life, but there are steps to help alleviate strain for those who are juggling and want to participate in “extracurricular activities”:

1. Bring dependents along

I was President of Westminster & Holborn Law Society during my first maternity leave and I took my baby with me to meetings – so much so that the European Bar Associations we twinned with dubbed me as the “President with le bébé”! I let the meeting venues know in advance to make sure there was an accessible area available for me to feed and have quiet time with the baby. I was also surprised by the number of people in law society meetings and events who would offer to hold my daughter whilst I was speaking. Very quickly we started to see more parents attending events with their children in tow.

2. Incorporate a creche

If an event is planned for outside of working hours, thought should be given to the caring responsibilities of attendees. When organising in person conferences, I try to ensure that there is a creche. A quick search online reveals several wonderful childcare providers who will set up creche services on-site.

3. Build networks of peers experiencing the same pressures

One of the best pieces of advice a mentor gave me was to find a way to develop business that you enjoy. After all, the best work relationships are those where you genuinely enjoy each other’s company. If I know that a contact has caring responsibilities, I will offer to meet at a convenient time with the option to bring their dependents along (and I’ll do likewise). You can also set up informal networking events “coffee and cake” groups for contacts with similar responsibilities.

4. Consider the type and timings of events carefully

If you are planning an event, carefully considering the type of event and timings is also key to ensure that the “missing middle” can participate if they wish. Avoid the standard evening drinks event if possible and make non-alcoholic drinks with food readily available. There are lots of ideas for alternative, inclusive and fun work activities in my Healthy Drinking Campaign guidance prepared for the Law Society.

5. Mentors

Ideally you should have at least four: one inside your organisation and team, one inside your organisation in a different team, one lawyer outside your organisation and one non-lawyer outside your organisation. This ensures a diversity of viewpoints. People often struggle to find mentors, particularly a mentor outside of their organisation, however, don’t be shy in approaching someone who you have heard give an inspiring lecture or that you know of but have not met in person. The worst that can happen is the person you ask says no!

6. Improve pay conditions

Most organisations only offer enhanced parental leave and pay packages if you have been employed for a minimum period (usually 12 months). This is arguably short-sighted as many advance quickly in their careers by moving organisation, usually around senior associate level or equivalent. The availability of enhanced parental leave and pay (i.e. the ability to have a family and make ends meet) means that the “missing middle” can feel obliged to stay with an organisation.

In turn, these organisations are not attracting the best talent, as there is a large proportion of the “missing middle” who cannot consider a move to your organisation without enhanced parental leave and pay.

Hang on and support us

My message to the “missing middle” is hang on in there and, if there is a practical suggestion that would make an event more accessible to you, then make it!

My rallying cry to everyone else is to acknowledge the myriad of life’s pressures and support us in stepping forward.

Laura Uberoi

Laura Uberoi is a Senior Associate at Macfarlanes, a Board and Council Member of the Law Society and a former President of Westminster & Holborn Law Society.