Welcome

Introduction

Welcome

SEPTEMBER 2021

Styles of leadership have come to the fore during the pandemic. What makes a good leader? There have been accolades for the leadership skills of Jacinda Ardern, the NZ Prime Minister, Gareth Southgate, England’s football manager and many more including young leaders, such as, Malala Yousafzai and Greta Thunberg.

LW decided to talk to members of the legal profession at all levels of seniority about their views. A different type of leadership is being provided in many workplaces, sometimes prompted by the pandemic but, more often, it was moving in that direction anyway. There are still many workplaces where a different style is very much desired but, of course, those who felt critical of the leadership style in their workplace, were less willing to give views for publication. As a result, the pages in this edition show many positive views of leadership but, unfortunately, it is not an easy situation for many employees. So, one question we need to address is how to deal with toxic leadership styles. Ultimately, those businesses will lose profitability and it will be more difficult to retain staff, but we all know how competitive it is to get going in the legal profession and many people will feel obliged to accept less than ideal conditions to finish their training or gain a particular type of experience. We would welcome views on how anyone has tackled leadership styles that did not suit the staff.

Crucially, leadership is not always from ‘the top’ or certainly not always the most senior person. There was a definite shift in seeing the contribution of junior lawyers, as leaders, as being critical to the success of the firm, rather than future leaders because they need to acquire so much additional experience. This was mentioned particularly in relation to social media and legal technology innovations etc. areas where some senior partners did not feel they had the expertise. Some firms were cross-mentoring to improve the spread of different skill sets.

Closely associated with leadership is the concept of the culture of an organisation, how do you create it, how do you make people feel part of the whole and wanting to work for its success? Having an entire workforce working from home shone a spotlight on this. There have been some incredibly positive experiences of recruitment, induction and integration to the workplace, without the individual ever meeting people in person or taking a single step inside the usual building. Equally, some junior lawyers struggled with achieving the access to supervision they wanted. It is much more difficult to phone the supervising partner with a list of queries, than be working in their room and finding a moment, when you know they can speak with you.

As we move to, what many hope, will be a hybrid style of working, there are great lessons to learn from this experience. Journalist and author Harriet Minter talks about this on page 35 and it is an issue LW will continue exploring. Is the world of work structured in the way we want? Flexibility is often seen as a gender issue, as traditionally women have had most additional caring responsibilities, but the last eighteen months has radically changed the view of some of the greatest male traditionalists and men have been open about the pleasures of being with their children at teatime, even if they then need to complete some work in the evenings. More and more there is a demand for some flexibility from all staff. Now is the time for businesses to put their best plans forward. ■

Coral Hill

Coral Hill

Founder & Editor

LW magazine is for everyone qualified as lawyers, solicitors, barristers, advocates, judges, legal executives and those working as paralegals, legal secretaries, advisers or recruiters, the list is endless. We welcome the many male champions as readers and contributors.

Our mission is to:

■ Provide clear information on gender parity

■ Inspire practical initiatives to create real change

■ Promote innovation in leadership and practice