THE MAGAZINE OF THE BIRMINGHAM LAW SOCIETY
JUNE / JULY 2023
MENTAL HEALTH AT WORK
35 percent of UK employees called in sick due to poor mental health but gave another reason P12
REGULATION REPORT:
The onward march of the SRA & its new rules on well-being at work P22
NAVIGATING CLIMATE CHANGE:
What solicitors need to know. P20
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President’s Address. Upcoming and Past Events.
Members’ News Recruitment.
Navigating Climate Change: What Solicitors Need To Know.
Regulation Report: The onward march of the SRA & its new rules on well-being at work.
2023 BLS Award Winners Celebrate Success: Part1
Tips For Ukrainian Lawyers Seeking Employment In England & Wales.
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2012-2018
recent winners. As reported in the last Bulletin the BLS Awards Dinner is our flagship event and we will soon be updating you on some changes including new categories for next year’s Awards.
On 26 April I attended Hotel du Vin to mark the retirement of a legal legend, Greg Lowson, who recently stepped down as Managing Partner at Pinsents Birmingham office after 32 years in the role. It was also a night to celebrate the effervescent Gayle Ditchburn stepping into his shoes. We wish Gayle all the very best in her new role and we look forward to forging closer links with her and her colleagues.
On 2 May we held our second Judicial event of my Presidency. This one was a Recruitment Roadshow via Judge Mandalia looking to attract solicitors and barristers to the Upper Tribunal Immigration and Asylum.
Looking forward, on 26th June we are holding a third event specifically targeting solicitors interested in applying for a part time or full time judicial appointment. HHJ Jane Ingram, former BLS President Steven Jonas (JRB) and Laura Daly (Irwin Mitchell) will be giving insight into the steps to achieve judicial appointments and will provide details of their experience managing such appointments alongside their other work commitments.
At the time of writing we are about to embark on our third Bank holiday of the month following hot on the heels of the Easter holiday where I managed to get a few days break in Ireland. For those in search of relaxation and reigniting your wellbeing, far from the madding crowd, then do consider the Wicklow Mountains.
When I was putting pen to paper for this month’s Bulletin I had a touch of writer’s block. All I could think about was the number of Bank holidays. I struggled to recall anything that I had done over and above the administrative duties and meetings that form part of the role as President. Happily, notwithstanding the interruptions on checking my diary there were a number of notable events post Easter upon which I can report.
On 5 April I was invited to attend Aston Business School to meet with the Mexican Ambassador to the UK, Josefa GonzalezBlanco, and members of the British and Mexican Chambers of Commerce.
On 24 April we hosted the Vietnamese Ambassador, Nguyen Hoang Long, and Chamber of Commerce via the BLS International Committee, with c.80 attendees. The recurring theme from the events endorsed by both Ambassadors was the desire to work with businesses, including lawyers, in Birmingham and its surrounding areas. The message we received was that we offer the warmest of welcomes and it is our intention to build further upon the relationships we forged with both Ambassadors and their colleagues.
Staying with the international theme, we were delighted that Julian Henwood of Gowlings agreed to join our BLS International Committee. Having listened to his presentation on international business and relationships at a Department of Business & Trade event some weeks earlier, we identified Julian as someone who could add tangible value to our committee.
On 18 April we hosted a Dinner at Fazenda for BLS Awards’ Winners. Our thanks go to the venue for their generous hospitality allowing us to celebrate the success of the most
On 9 May I was invited to speak at a Business Support Manager/PA event at the Birmingham Rep by Daniel Skermer (Director PA Forum). I have never been in doubt of the value my EA Sandra Astbury has given me over 30 years and it was no surprise to me that the unsung heroes of many other firms share that same work ethic and dynamism which can sometimes be overlooked. BLS will be doing more to work with the group going forward including invitations to BLS events. They are a pool of not just knowledge but innovation with a can do mentality.
The following evening we held a BLS Quiz Night at Revolución de Cuba which was a sell out and great fun. This year’s winners were Bevan Brittan. It is our intention to hold our next Quiz in the Autumn in partnership with BTSS and BSG.
On 12 May I attended the funeral of Barbara Chiles who was formerly the Senior Clerk of St Ives Chambers many years ago. Originally from Yorkshire she, along with the Maloney Sisters (Christine and Rosemary) at No8 Chambers, were stand out female leaders in what was then a male dominated profession. There is still lots more to be done both in the retention of women and the promotion of women across the legal profession which makes Gayle Ditchburn’s promotion all the more reason for rejoicing, not just for Pinsents, but the wider legal community. Our thoughts are with Barbara’s husband Ron and family.
On 18 May I donned my Chain of Office to attend the Leeds Law Society Dinner as a guest of their President Matthew Jones. Matthew is the first openly LGBTQ plus President in the Leeds Law Society’s 150 year history. The Dinner was themed in recognition of this historical appointment and was a night to remember.
On 19 May I attended the TLS Town Hall meeting at Chancery Lane, London, which was well attended in person and on line. Some of you may recall that at my inauguration I had expressed a desire to pull the Criminal Bar and Criminal Solicitors closer together with regard to their battle with the Government of the day to get a fair pay deal for everyone. I have met with the Chairman of the Bar, the Leader of the
Circuit, the President of TLS our dear friend and colleague Lubna Shuja and many others in high office including most recently a Government official.. Sadly, as my friend and former President James Turner advised me over a year ago, it is a very complicated situation fraught with difficulties and obstacles but I remain firmly of the view that unless both sides of the profession are in the same negotiating room together then one will always be played off against the other. It makes no business sense given there is one paymaster and that the criminal bar and criminal solicitors work in partnership every single day but not when they are picked off individually when it comes to reviewing rates of pay. The criminal justice system is woefully under valued and under funded and nobody can deny that. Neither can it be denied that significant investment and a fresh look at the whole system is needed but it needs to start with fair remuneration for those who undertake the work. The Bellamy report recommended 15% for both barristers and solicitors with solicitors only receiving 9%. The fight to increase that sum is on going and as always there are lessons to be learned.
On 22 May I attended the TLS Pride in Law round table event. The group is by its very nature a relatively newcomer to the legal world and there is a lot that can be learned from its collaborative approach to getting things done.
There are still lots of things I want to push in my presidential term with social mobility, the retention of woman in law and EDI remaining at the core of my efforts, forthcoming events touch on those themes.
A list of upcoming events is posted alongside this update. All are welcome to attend so do please consider coming along and play your part in a growing and thriving legal community.
Tony McDaid BLS PresidentBirmingham Law Society thanks our Gold Sponsors
BLS and Air Aesthetics & Wellness
7th June, 6pm – 8pm, Air Aesthetics & Wellness, Free for members only plus a valued guest
BLS and The Insight Centre - Survive and Thrive in Business Development
12th June, 2pm – 5pm, Delta Hotel by Marriott, Free for members only
LGBTQ+ sub-committee - Would you like to join? 13th June, 5.30pm – 6.30pm, Shoosmiths LLP, Free for all to attend
Judicial Appointments for Solicitors
26th June, 4.30pm – 6.30pm, No5 Barristers’ Chambers, Free for all to attend
Retention of Women in Law
27th June, 5pm – 7pm, No5 Barristers’ Chambers, Free for members only
Ukrainian Lawyers Networking
4th July, 6pm – 8pm, No5 Barristers’ Chambers, Free for all to attend
It’s a Knockout
7th July, 3.30pm – 7.30pm, NPF Bassetts
Pole Adventure Park, £450 +VAT for member team of 8 | £550 +VAT for non-member team of 8, Not got a team together but would like to join a mixed team? Email events@ birminghamlawsociety.co.uk to book an individual place (£56.25 +VAT for a member or £68.75 +VAT for nonmember)
Climate Change Conference sponsored by Landmark Information
10th July, 1.30pm – 6pm, No5 Barristers’ Chambers, £25 +VAT for members | £45 +VAT for non-members
Cricket Tournament
12th July, 9am – 8pm, Moseley Cricket Club, £550 +VAT for member team of 6 | £600 +VAT for non-member team of 6
Networking Social for Lawyers sponsored by No5 Barristers’ Chambers, 18th July, 6pm – 8pm, No5 Barristers’ Chambers, Free for members | £10 +VAT for non-members
Summer Networking Social sponsored by No5 Barristers’ Chambers and LEAP, 27th July, 6pm – 8pm, Eighteen at 103 Colmore Row, £25 +VAT for members | £35 +VAT for non-members
South Asian Heritage Month
18th July – 17th August, More details on multiple events to follow on our website!
5-A-Side Football Tournament
13th September, 4.30pm – 8.30pm, Goals Star City, £200 +VAT for member team of 5 | £300 +VAT for non-member team of 5
Golf Day sponsored by Access Managed Services
19th September, 12.30pm – 9pm, Ladbrook Park Golf Club, £100 +VAT for individual member | £110 +VAT for individual non-member | £380 +VAT for member team of 4 | £420 +VAT for nonmember team of 4
To reserve your place and find out more, make sure that you visit www.birminghamlawsociety.co.uk
Date: Thursday 27th July
Time: 6pm – 8pm
Venue: Eighteen at 103 Colmore Row, Birmingham, B3 3AG
Price: £25 +VAT for members | £35 +VAT for non-members
Booking link here
Join us on the 18th floor of 103 Colmore Row, with views overlooking the city and beyond for our summer social. With a welcome drink and canapés, you will be able to network with colleagues within the legal sector alongside other business sectors as everyone is welcome! This is another opportunity to raise your profile and continue to build relationships in Birmingham.
Pre – Pandemic, and for as long as anyone can remember, the Society held its AGM in April and the presidential year ran from AGM to AGM.
One of the consequences of the pandemic was that limiting two of our Presidents to the normal 12 months in office, was considered unfair. As a result, Council agreed to extend their terms of office.
Post pandemic, the Society returned to presidential terms of 12 months. However, these presidential years now run from September – September, instead of the historic April – April. The Board and Council agreed to investigate the various aspects of year ends and established a committee to report back.
The committee decided to start with a blank piece of paper to discuss all aspects of the various Society years. It made various recommendations which have been accepted by a joint meeting of the Board and Council. They are as follows:
1. The BLS membership year should remain a calendar year (1st January – December 31st).
2. The current BLS financial year should be extended to 31/3/2024. Thereafter, the BLS financial year should be April 1st – March 31st.
3. We should keep having an AGM.
4. The date and event of the AGM should coincide with the officers taking their posts.
5. The date of the AGM should be mid – June with effect from June 2026.
6. The 2025 – 2026 presidential period should be be 30/9/25 – mid June 2026.
The committee did not want to reduce the presidential terms of the current vice – president or deputy vice – president. They have already made plans for their forthcoming presidential years. How then to get to a position where the presidential years were not the current
The fee earning demands on all of us have increased over the years. We concluded that asking office holders to undertake longer than the usual 12 months, to get us to June – June was asking too much of an officer. The alternative was to shorten a year. We considered that a candidate was more likely to agree to a shorter year in office than a longer one.
This means:
All this means that we are looking for someone who is willing and able to be deputy vice – president for the 12 months 30/9/23 – 30/9/24, who should go on to be vice – president for the 12 months 30/9/24 – 30/9/25 and president for the 9 months 30/9/2025 – June 2026.
A previous Society rule change means that, to put yourself forward for the positions, the person needs to be a member of the Society. It is no longer a requirement that the person needs to be a member of Council or the Society’s Board.
Council Nominations are now open, and the deadline is Friday 28th July 2023.
The Annual General Meeting of the Society will be held on Wednesday 27th September 2022 at 5.00pm at No5 Barristers' Chambers, Fountain Court, 5 Steelhouse Lane, B4 6DR and you are warmly invited to attend. A formal notice will be sent out nearer to the time.
We have always encouraged Birmingham's legal practices to ensure they are represented on Council to help shape the ongoing work of the Society. From September, there will be vacancies on Council, and we invite you to put forward a representative from your organisation who you know would be interested
in actively contributing to the work of the Society. The initial term is three years and re-election is possible thereafter. We are a representative organisation and therefore aim for our Council to be representative of our membership and our legal community. We welcome nominations from both newer entrants into the profession and more senior colleagues. Members of all backgrounds, levels of experience, practice type and protected characteristics are encouraged to apply.
Birmingham Law Society is a progressive organisation that seeks to promote Birmingham and the West Midlands as a centre of legal excellence. We wish to attract members who are prepared to
attend Council meetings on a regular basis (there are normally 10 monthly meetings annually) and contribute strategically to the development of the Society. Council members are encouraged to sit on one of the many committees which are integral to the success of the Society and to contribute to drafting responses to key consultation papers affecting our profession.
The nomination form needs to be returned by Friday 28th July 2023 having been duly proposed and seconded by (fully paid up) members of the Society.
Please contact the office for a form by email: events@birminghamlawsociety. co.uk or by phone: 0121 227 8700.
As part of its accelerated growth strategy, Shakespeare Martineau has announced new heads of its West Midlands office hubs in Birmingham, Stratford-upon-Avon and Solihull.
Dispute resolution partner James Woolstenhulme will take on the role in Birmingham, the firm’s largest hub, supported by deputy Joanna LeeMills, a social housing development partner. Corporate partner Andrew Smith will retain his position of head of the Stratford-upon-Avon and Solihull hubs for a further three years. Across a three-year term, the trio will lead plans to grow the West Midlands hubs, which employ more than 650 people – playing a critical role in shaping a positive and collaborative culture with the regional business community and in supporting local people.
Shakespeare Martineau managing director Victoria Tester said: “Location means a lot to us and our clients and, unlike other firms that are retreating from local office footprints, we are expanding. As well as widening our talent pool, this benefits our clients by giving them direct access to legal experts who know and are embedded in the local market, and who are supported by our full-service national offering.
“Our office heads reflect the potential of the West Midlands market, and the breadth of services we provide in the region. We look forward to Andrew and James, supported by Joanna, unlocking that potential by working closely with our leaders and people to continue to evolve our West Midlands hubs’ dynamic culture and positive environment.”
James – who qualified as a solicitor with Shakespeare Martineau in 2011 and was promoted to partner in 2016 – is an expert in managing and resolving complex disputes through the courts and deploying alternative dispute resolution, including mediation. He also represents clients in international arbitrations. He is ranked in Chambers & Partners and Legal 500 for dispute resolution.
Andrew, who joined Shakespeare Martineau in 2009, is a corporate lawyer with nearly 30 years’ experience working with clients, including start-ups, SMEs and multinational companies on a variety of business matters. He is also a member of Shakespeare Martineau’s education sector team. Joanna joined Shakespeare Martineau in early 2022 to head up its social housing development team. Prior to this, she worked at Anthony Collins Solicitors as a department leader for the built environment team.
Shakespeare Martineau, as part of legal and professional services group Ampa, is a certified B Corporation, meaning it is legally required to consider the impact of business decisions on its people, customers, suppliers, communities and environment, ensuring a balance between purpose and profit.
Ampa, which employs more than 1,400 people over 18 hubs across the UK, is recruiting lateral hires and teams and proactively looking for likeminded businesses to join the group.
VWV have confirmed that with effect from 1 May 2023 their new Managing Partner will be Commercial Property Partner Steve McGuigan.
Steve, who joined VWV as a trainee solicitor, takes over from Simon Heald who also trained at the firm and has been Managing Partner for the last 15 years.
Commenting on his appointment, Steve said: “I feel very honoured to start the role of Managing Partner at VWV. When I started at VWV I found a supportive, collaborative and ambitious group of people, committed to helping our clients achieve their goals, and to ensuring that people who joined the firm fulfilled their potential. Those fundamentals are still the same today. We can celebrate many successes but we remain ambitious to do more. Our vision for the business is to be industry leaders in our key sectors and services, to fully embrace emerging technologies and AI to offer the best possible client experience.
Simon has successfully guided us through a period of huge change and growth, steering us safely through many challenges in the process. We have added new offices in Birmingham, London and Watford, grown the group turnover to £50m, and invested in three subsidiary companies, Cairneagle, VWV Plus and Narrow Quay Consulting. I am very grateful to Simon for all the help and guidance he has given me over many years now, but especially in the last year as he has supported me with the transition into this new role.”
“We have a fantastic team and I am looking forward to working with them to continue to grow and succeed.”
Julie comments, “Following the death of my father, my mum rang solicitors to seek advice but was met with the need to book an appointment, paid for at an hourly rate. Our family didn’t need Probate for Dad’s estate,” added Julie. “If mum had taken one of the appointments offered, she’d have paid to be told she’d done a good job getting everything in order.”
The Probate Network is made up of solicitors that provide free 20-minute telephone consultations to answer probate-related questions and give advice related to any issue surrounding probate, intestacy, estate administration or contentious probate. All the solicitors are members of the Law Society of England and Wales and are overseen by the Solicitors Regulation Authority, the regulatory body ensuring high standards in the UK legal industry.
The Probate Network is providing a way for people dealing with probate and estate administration following the death of a family member, to get access to some free legal advice. The service offers an easy way to connect with qualified solicitors who have specialised probate knowledge. The Probate Network helps people find answers to probate questions and allows them to determine if they need legal support to guide them through the probate process.
The Probate Network was founded in 2020 by Julie Draper, a marketing consultant working in the legal sector. She created the Network in response to the challenges her mother faced when dealing with estate administration affairs after her father’s death. She wanted to provide a way for people to get easily accessible probate help to guide them in the right direction.
If after the 20-minute consultation, the client feels they need legal representation, it’s up to them whether they move forward with the consulting solicitor. If not, they have other options through The Probate Network. Solicitors are not the only professionals involved in the probate process. The Probate Service Business Directory allows users to search for any type of probate-related service provided ranging from probate insurance to probate finance and other related services such as burial and commemorative options.
As demand for the service grows, the Network is looking for more solicitors and related service providers to join the Network and Business Directory, which is free to join. For more information, visit the website: www.the-probate-network.co.uk
A new survey of 8,000 UK adults has highlighted an increase in mental health transparency in the workplace.
This year 35 percent of UK employees said they called in sick due to poor mental health but gave another reason*. While this is a significant percentage, it is lower than the findings from Nuffield Health’s 2022 report, with the percentage previously being 39 percent.
This is especially significant given that Nuffield Health’s 2023, ‘Healthier Nation Index’, also revealed that over 1 in 4 people (29%) now feel comfortable enough to disclose to their employer if they need time off due to poor mental health*. These latest findings suggest a positive shift in how employees are communicating with their workplaces about their emotional wellbeing.
Whilst this still indicates that stigma remains a barrier for people talking about their Mental Health at work, it is a promising sign that people are beginning to speak out when they need more rest, emotional support, and time away from their desks.
These findings are especially pertinent during this year’s Mental Health Awareness Week, which focuses on
anxiety. Anxiety is a natural response particularly in these current times of uncertainty. It’s important to become aware of when we may need additional support with emotions such as anxiety so that it does not negatively impact on our lives.
Lisa Gunn, Mental Health Prevention Lead at Nuffield Health commented:
“We are passionate about building a healthier nation and know that challenging work environments and stress can have a huge knock-on effect on both our physical and mental wellbeing.
“As well as the day-to-day worries that come with our personal and working lives, employees have also had to deal with the impact of a global pandemic and now the ongoing cost-of-living crisis. All these stressors combined can significantly affect the mental health of employees, so it’s more important than ever that businesses find ways to create open, transparent, and connected workplace environments.
“When people feel supported and able to reach out to their employer, this can have a positive impact on their mental health alone and help them better address feelings of worry and anxiety.
“That’s why we are calling on other UK workplaces to #Find5 minutes to look after their bodies and minds. Just by spending five extra minutes on personal wellbeing a day can significantly boost mental and physical health.”
Lisa offers advice on how employers can play their part in creating a connected and transparent workplace, which prioritises both physical and mental wellbeing:
1. NOTICE WHEN ANXIETY TAKES OVER. In the past year, 48 percent said their work had negatively impacted** their physical/mental health, so it’s imperative companies are equipped to recognise signs of mental distress, like anxiety, in others.
The symptoms of anxiety can be seen in various ways. Physical signs include heart palpitations, shortness of breath, headaches, tiredness, and dizziness. You might notice heightened emotions in the workplace such as irritability or tearfulness.
Employees experiencing anxiety may find it hard to maintain a healthy worklife balance. They may cancel annual leave last-minute – claiming they have too much on, to take holiday – work from home late at night or insist on
coming into work when unwell.
However, spending too much time at work is counter-productive, as it can result in us overlooking our physical and mental health. According to this year’s findings, 59 percent of Nuffield Health respondents said they were also less productive at work* when their mental health was poor.
Just five minutes of conversation from employers reaching out to employees presenting with signs of anxiety or distress can have a positive impact. This could be as simple as asking ‘Are you OK?’ or offering more regular meetings to catch up on how they’re feeling about their workloads.
2. KEEP TALKING.
It is encouraging that more employees feel comfortable sharing with their employers when they are having problems with their mental health. However, 18 percent of us will still go to work one or two times a year when our mental health is poor, and 19 percent will go to work more than ten times a year when experiencing poor mental health.
It’s good for managers to try and understand why individuals come to work despite experiencing reduced mental wellbeing. The more we know
about the actions of our teams, the more support we can put in place to help them and reduce behaviours like presenteeism.
Aim to spend at least five minutes with employees each week, practising ‘active listening’ – a skill that requires a genuine understanding and reflection of what’s being said and providing a considered response, especially for those experiencing symptoms of stress and anxiety.
Active listening means listening attentively to what’s being said and showing understanding by paraphrasing and asking open questions to demonstrate your understanding.
Employers may also consider offering Emotional Literacy Training to staff –equipping them with the skills needed to recognise signs of distress in others and themselves and the confidence to approach them. This way they can nurture a workforce capable of recognising and tackling signs of anxiety in both themselves and others.
3. #FIND5
Our 2023 study revealed 38 percent of people in the last 12 months have dedicated no time to supporting their own mental health, which includes everyday self-care, activities like meditation or speaking to a medical professional.
This Mental Health Awareness Week, Nuffield Health is extending its ‘Find 5’ campaign to encourage individuals to ‘find 5 with 5’ – spending five extra minutes a day focusing on their physical and mental wellbeing for body and mind.
In the same way, employers can play a huge role in creating an environment where employees feel a sense of connection and belonging by promoting campaigns which foster connectivity, team building and reduce stress.
Our study shows individuals are becoming more aware of the benefits of exercise on overall wellbeing, with 27 percent saying that exercise lifts their mood and helps them feel less anxious or depressed. Encouraging employees to #find5 throughout the working day could also be as simple as promoting regular exercise in morning meetings or creating ideas to be distributed around the office or over email.
In just five minutes, managers can also arrange, or raise awareness of, physical health screenings available in the office to uncover any underlying issues among employees.
4. BE OPEN ABOUT FORMAL SUPPORT. While meaningful social interaction plays a key role in reducing feelings of anxiety, professional support can also be invaluable. This may include Cognitive Behavioural Therapy (CBT) and Employee Assistance Programmes (EAPs) that offer direct and confidential access to a mental health expert.
Offering these services can help employees to understand and address feelings of anxiety using techniques such as challenging negative thoughts.
It only takes five minutes to signpost employees towards the support on offer, along with guidance and encouragement on how to access the help available. This may be via email to employees, an office huddle or a virtual ‘wellbeing hub’.
We want mental health transparency to keep increasing beyond the 4 percent we have seen within the past year and openly communicating the options available shows employees that conversations about mental health are both welcomed and expected.
5. ALLOW INDIVIDUALS TO PICK WHAT’S BEST FOR THEM.
Finally, it’s important to remember that no single intervention works for everyone. The key to supporting the workforce is flexibility.
Employers should be flexible with letting staff choose five minutes of self-care each day, whether it’s simply stretching at their desk, going for a brisk five-minute walk between meetings or finding five minutes to do a short, guided meditation or breathing exercises.
Similarly, employers need to be flexible in how their teams choose to communicate with them. Encourage individuals to use a communication style that works best for them –whether it’s an in-person meeting or a phone call – this will make it easier for people to come forward and share their experiences.
More flexibility means workplaces can cater to the individual and allow everyone to thrive and overcome feelings of anxiety.
into larger premises in the city and we’re welcoming on board some fantastic new clients and team members. This promotions round also includes individuals who started at the firm as trainees and that reflects the excellent career development opportunities that we offer.
“Congratulations to everyone who has been promoted and thank you for everything you do to support our clients and make Bevan Brittan a great place to work.”
The promotions build on 31 senior lateral hires, including four new partners, who have joined the business in the last 12 months as the firm worked towards achieving its tenth consecutive year of revenue and profit growth in the 22/23 financial year.
Bevan Brittan has promoted six colleagues in its Birmingham office. including two new Partners, a Legal Director, two Senior Associates and an Associate across the firm’s Commercial & Infrastructure, Clinical Risk, and Litigation, Advisory & Regulatory teams.
The promotions in Birmingham are part of a national promotions round which has seen 28 colleagues successfully further their careers with Bevan Brittan. The figure is among the largest number of promotions in a single year for the business.
Bevan Brittan’s Managing Partner Duncan Weir said: “There is no denying that economic pressures
this year have created challenges and uncertainty, but yet again we have risen to the challenge. These promotions recognise the significant contributions that these colleagues have made to our business. Together with our wider teams, including the new recruits who have joined us over the past 12 months, these promotions will help to provide the strength and depth that we need to achieve our ambitious targets and drive the business forward over the coming year.”
Rebecca Pendlebury, Head of Bevan Brittan’s Birmingham office, added: “It is an exciting time for our Birmingham office. These promotions come just as we prepare to move
Bevan Brittan’s 2023 promotions in Birmingham are:
Salaried Partner
Lauren Halliday, Clinical Risk, James Gutteridge, Litigation, Advisory & Regulatory
Legal Director
Helena Morrissey, Litigation, Advisory & Regulatory
Senior Associate
Elena Goodfellow, Clinical Risk, Catherine Turpin, Litigation, Advisory & Regulatory
Associate
Carrie Davies, Commercial & Infrastructure
Insight Legal Software has released the most significant update of its flagship software platform since launching 12 years ago. The overhaul is the culmination of more than two years of investment in product development and 50% growth of its product and customer support teams.
The release from Insight Legal, now part of the Dye & Durham family, features a new user interface that’s even more intuitive, enhancing the user experience. Other changes include a new analytics dashboard with improved business analytics that provide fee earner and departmental data, in addition to a new industry benchmarking tool. Integrations into Blink and FormEvo have also been launched, as well as customisable workflows and completion statements.
Insight Legal has also invested in its customer support services, increasing staff capacity to continue providing clients with highly acclaimed free software support from its experienced in-house team. Furthermore, a new live chat feature has been introduced, and Insight Legal is providing three months of online training to new customers, free of charge.
“The new Insight practice and case management platform is the culmination of two years of financial investment of more
than £1million in both product and people, and it will take us forward into the future,” says Tim Smith, Managing Director of Insight Legal Software. “Both our technology and support capacity has increased for the benefit of our customers, and we believe the new version is a huge step forward, not only with the user interface but in functionality. The feedback we have received to date has been very positive.”
As a six-time winner of the ILFM’s Law Firm Users Software Award — voted on directly by legal professionals — Insight Legal has actively sought out feedback from practitioners as it continues to design its software platform, according to Paul Hobden, Chief Operating Officer for Insight Legal Software:
“We have grown our development team by more than 30%, invested in full-time product management, and worked with a UI and UX consulting partner to ensure our cloud-based platform is optimised for continued development, including the ability to integrate new services from our parent company, Dye & Durham,” he says. “We have an exciting road map moving forward and we look forward to sharing more details with our customers at our inaugural series of regional Practice Managers Breakfast Forums, as well as at the British Legal Technology Forum.”
Monday 10th July | 1.30pm - 6pm | No5 Chambers
£25 +VAT members | £45 +VAT non-members
The conference will be of specific interest to planning, environmental and property lawyers but we are keen for law firms across the city to attend, regardless of size, to learn ways in which you can be more sustainable within your business and to share best practice.
Click here for more details and to book your place.
employers and training providers more choice for the delivery of the assessment. One of those new End Point Assessment Organisations is NALP (The National Association of Licensed Paralegals), the UK’s oldest established professional membership body for paralegals.
There are also moves to encourage smaller firms to take on apprentices. In-house legal teams can benefit from having a paralegal apprentice, as can small specialist firms, such as probate research or those offering Wills and succession planning services, many of whom may be wholly staffed by paralegals.
Pick any occupation and there will be an associated stereotype. Construction – rough diamonds. Software developers – gauche. Bankers – ruthless. Legal professionals – exclusively for the elite. These has indeed been a lot of snobbery around the law—both real and perceived— and it is well documented that the traditional legal professions lacked diversity and did not reflect those they were representing writes Jane Robson, CEO, National Association of Licensed Paralegals.
In recent years, the Solicitors Regulation Authority (SRA) and Bar Standards Board (BSB) have sought to address this particular issue of inequality and lack of diversity. Just as they had previously noted that ethnic and gender equality was extremely beneficial to the sector, they recognised that having legal professionals from all walks of life brings similar benefits and this led to the first legal apprenticeships—the Higher Apprenticeships in Legal Services—being introduced in 2013.
In his speech on reforming legal education in 2012, the then Supreme Court President, Lord Neuberger, estimated the overall cost of entering the legal profession through university at around £100,000 including living expenses. He highlighted the inherent threat saying: “A less diverse profession is an impoverished one,
one less able to reflect and support a flourishing democracy committed to the rule of law”.
Apprenticeships are opening doors
The new apprenticeships brought new options to those who had not gone on to higher education, but who wanted to work in Law and were put off by those high costs, and without the guarantee of a job at the end of it. After the success of the initial apprenticeships four ‘Trailblazer apprenticeships’ were set up in England in 2016, replacing the earlier ones. Included was the Level 3 Paralegal Apprenticeship Standard which continues to grow in popularity, despite a few hiccups when it was first launched, including the End Point Assessment Organisation—CILEX— being sanctioned by Ofqual in 2019 following major issues with the first assessments in 2018.
The Level 3 Paralegal Apprenticeship Standard is now being completely overhauled, bringing many improvements designed to give the apprentices a great foundation on which to build a career as a Professional Paralegal. The new Standard is expected to be signed off and launched in Summer 2023. In addition, more End Point Assessment Organisations have been approved to deliver the End Point Assessment for the Level 3 Paralegal Apprenticeship Standard, giving apprentices,
Paralegals are the fastest growing profession within the legal sector; many consumers cannot afford the fees charged by solicitors and barristers. Paralegals can do almost everything a solicitor does, with the exception of the Reserved Activities, which includes things like undertaking litigation and having a right of audience in a court. However, they can help the litigants in person (parties going to court without legal representation from a solicitor or barrister) understand the process and ensure that they are completing all of the forms and processes necessary when they are facing a legal issue. If there were no options, such as paralegals, to assist these litigants in person, they would not have the money to engage a solicitor and would have to rely on the limited advice that can be given by the already overburdened court staff. There are no stats as such for how many paralegal practitioners there are out there. This is because they are not statutorily regulated and so there is no requirement to keep an overarching record of who is practising as a paralegal. We can say that roughly 15% of NALP members are working as Professional Paralegal Practitioners, but that doesn’t account for members of CILEX or McKenzie Friends, plus lots of others who are not members of any professional body or perhaps don’t even realise that the work they are doing qualifies as being ‘paralegal’ work.
Paralegal apprenticeships have shown their worth and are here to stay, bringing diversity and opening doors to those for whom working in the legal sector might otherwise have been just an unfulfilled dream.
Sydney Mitchell LLP, Top Tier Legal 500 Law Firm, is pleased to announce five senior promotions; Andre Minnaar to Partner and Mike Sutton, Lorna Payne, Ian Sheppard and Marta Konieczna have all been promoted to Senior Associates.
Andre Minnaar joined Sydney Mitchell in 2019 and has taken the firm to Top Tier status in the Legal 500 for Immigration services. Andre is an expert in resolving complicated UK immigration, asylum and nationality problems of all kinds and is well known and respected for his in-depth knowledge, guidance, support and thorough preparation. He is an experienced tribunal advocate, having successfully represented hundreds of appellants during his long career, often succeeding where others have failed.
Mike Sutton has worked diligently in developing Personal Injury Services for the firm, dealing with many million-pound claims for clients in obtaining deserved compensation for both personal injury and clinical negligence. Mike heads the Personal Injury Department; he has a proven track record in dealing with complex cases having worked in the sector for over 30 years. Mike handles all types of personal injury claims, including those of a more serious nature using his experience of the court process and understanding of insurer’s approach to obtain the best and most realistic outcome for his clients.
Lorna Payne joined the firm in 2020 and has continually built on the complex work delivered by her team. She has helped private clients for over 15 years on wills, trusts and probate dealing with many complex estates and advises on succession planning.
Ian Sheppard has over 15 years litigation experience, most recently working on high value, diverse claims. Ian is a personable and straight-talking adviser providing commercially astute legal advice. Marta Konieczna is an experienced forward thinking and proactive lawyer and a safe pair of hands when dealing with freehold and leasehold Conveyancing.
She deals with new build purchases, re-mortgages, transfers of equity, shared ownership, lease extensions, unregistered property sale and purchase. Marta has a strong client base of clients both UK based and international investors and property developers. She helps both companies and individuals to build up residential property portfolios. She is a favourite with Polish buyers being fluent in Polish and helps break through the complexities of purchases for her clients.
Karen Moores, Senior Partner, Sydney Mitchell LLP, commented: “We would like to congratulate all of them and to thank them for their efforts and look forward to their ongoing contributions to the future of the firm.”
Consulting
by
Hays will immediately seek to leverage Vercida Consulting as the front of its Diversity, Equity & Inclusion offering as part of its Advisory Services. Vercida Consulting is currently focused on the UK market, however, provides services through employees and an associate network in the US and parts of Europe. Hays intends to expand the business globally, targeting US and Germany.
A family-run Staffordshire law firm is celebrating as one of its specialist team continues to carve out an impressive career with a double accolade.
Lichfield-based Adcocks Solicitors is delighted to announce that trainee Solicitor Maddie Williams was admitted to the role of solicitors on April 1st following the end of her training contract on 31st March.
Maddie will take up her role as a fully qualified Solicitor with immediate effect, joining the Private Client and Family team full-time.
And that’s not all. Maddie has also won praise from Greater Birmingham Chamber of Commerce after being named as the Sutton Coldfield, Lichfield and Tamworth and Cannock Chase Young Professional of the Year.
Maddie praised by award judges for going “above and beyond” for clients Judges said Maddie had “gone above and beyond for often vulnerable, elderly clients” and had “taken the initiative to reform and reshape policies and procedures to give a more seamless client journey.”
Maddie, who specialises in private client work, creating wills, lasting powers of attorney, and trusts, said she was “incredibly proud” to have achieved her goal in qualifying as a solicitor. She added: “I thoroughly enjoy the work that I do on a day-to-day basis.
“It can be very rewarding assisting the elderly and sometimes vulnerable clients in matters that can often be daunting or distressing to them.
“I always endeavour to make the process as smooth as possible for them, so it is a huge honour to be recognised for my efforts with this award, which also puts me in good stead for my future career.”
IMPRESSIVE DOUBLE ACCOLADE CELEBRATED AT FAMILY-RUN LAW FIRMLaw firm Irwin Mitchell has advised Diversity, Equity & Inclusion advisory organisation, Vercida Consulting, on its sale to global recruitment specialist, Hays. Vercida was established Dan Robertson and Morgan Lobb. Dan is an industry recognised expert and will continue in his role of Managing Director of Vercida Consulting, in addition to heading up Hays’ Diversity, Equity & Inclusion Advisory Service.
Role – Lawyer, Clinical Negligence
Salary: Negotiable
Firm: Weightmans LLP, Birmingham
Following their recent successful reappointment to the NHS Resolution panel, and influx of new instructions for local NHS Trusts and GPs, their team is growing, and they are looking for healthcare lawyers at all levels to join their firm. The successful candidates will have an opportunity to work on a variety of defendant clinical negligence claims at all stages of the claims and litigation process, ranging from multi million pound/liability disputed cases to novel Human Rights Act and Data Protection Act disputed issues. There is also scope for candidates to work on national projects involving patient safety,
Role – Criminal & Motoring Defence Solicitor Advocate / In-House Counsel
Salary: £40,000 – £50,000 PA + Tr. Exp.
Firm: Kang & Co, Birmingham
Due to the position Kang & Co Solicitors holds within the private criminal defence / motoring sector, the firm is growing, and there is now a position available for a Criminal & Motoring Defence Solicitor Advocate / In-House Counsel.
The role is home based, because the successful candidate will be required to travel from home to the Magistrates’ Court, Crown Court, and the Police Station (Voluntary Police Station Interviews) daily. There are no set hours for the role, as the role is based upon business need / demand. The role would ideally be suitable for a person living between
Role: Employment and Discrimination
Barrister, 3PB Barristers
Package: Self-employed
Benefits: Numerous – details available on application
3PB Barristers seeks to recruit established practitioners to join its busy and successful Employment and Discrimination Law Group.
The Group receives instructions from many of the UK’s leading law firms and provides consistently high quality advice and advocacy for both individuals and companies (including many household company names), with many of our barristers regularly appearing in the appellate courts.
Role: Employment and Discrimination
Third Six Pupils, 3PB Barristers
Package: Self-employed
Benefits: Numerous – details available on application
‘Third sixers’ needed to join our growing Employment and Discrimination Law Group.
We are offering high quality work instructed by many of the UK’s leading law firms to provide consistently high quality advice and advocacy for both individuals and companies (including many household company names). The 3PB barrister and support teams will work with you to develop a career plan
product development, innovation, fraud, governance and to train clients in all areas of our work. All successful candidates will be supported to grow and develop their careers within our clearly defined promotion process.
• Qualified solicitor 3YR + PQE
• Experience of defending high value and complex litigated and pre lit clinical negligence claims, preferably involving experience of working for the NHS and/or private healthcare sector
• Demonstrable experience in the healthcare sector
• Excellent technical ability and knowledge of CPR
• Strong and effective communication skills
Birmingham and London because many of the Court Hearings are situated in or around London and the West Midlands. However, consideration will be given to all candidates irrespective of their location.
The successful candidate will be expected to attend 20-30 Court Hearings / Police Station Attendances each month. The successful candidate will be required to represent clients at the Magistrates’ Court for:
• Sentence Hearings
• Exceptional Hardship Applications
• Special Reasons Hearings
• Mention Hearings
• Criminal & Motoring Offence Trials
If the successful candidate has rights of audience in the Crown Court, they will also
3PB’s excellent reputation for employment work has been recognised again this year in both Chambers & Partners and Legal 500. The Group gained Tier One status in the Chambers & Partners UK Bar Guide 2023 on both the Western and South Eastern Circuits and also features in the Top Tier of the latest edition of Legal 500.
Key Skills Required:
The employment clerks are led by Chambers Director, Russell Porter, who is described as ‘superb in going over and above’. In Legal 500, clients praise a ‘good proactive chambers – seeking to provide stronger embedded relationships, [with a] cost-effective and pragmatic service.’ The clerking team’s service is rated ‘excellent’, with Russell Porter at the
that supports your goals - starting with aiming to secure tenancy at 3PB, and thereafter supporting your longer term pathway at the Bar and beyond.
Key Skills Required: You’ll be supported every step of the way by a highly experienced and capable team of practice managers and staff. Tenancy offers competitive rent, a supportive environment and clear opportunities for career progression.
3PB is able to offer an unparalleled choice to practitioners over where to work whilst at the same time providing access to the very highest quality work across the UK.
• Disciplined time management and organisational skills
• Capacity to rigorously investigate and analyse evidence
• Ability to multi-task and prioritise, work to strict deadlines and targets, adhere to client protocols, work as part of a team and on own initiative
• Experience of training, supervising and developing junior team members would be an advantage
Please contact Jonathan Daniels, Recruitment Adviser at Weightmans LLP for more information or to apply:
Jonathan.Daniels@weightmans.com
Tel: 0345 073 9900 /ext 130424
DDI: 01512439545
be required to represent clients in the Crown Court for PTPH, PTR, Mentions, Sentence & Trials.
REQUIREMENTS
• Rights of audience in the Magistrates’ Court
• Criminal advocacy experience
• Full UK Driving Licence & their own transportation
• In a position to represent clients across England & Wales
• Exceptional advocacy skills
• Ability to work under pressure
• In a position to work flexible hours
• A confident and robust personality
To apply for this role, please submit a covering letter and your CV to info@
helm, noted for being ‘first class’, ‘proactive and supportive’.
3PB is able to provide access to the very highest quality work across the UK. Supported by first-class clerking, 3PB offers competitive charging and rent structures and fantastic opportunities for career progression with a practice development plan tailored to suit your goals.
How to apply: 3PB now invites established employment and discrimination law barristers for an informal discussion, in confidence, with the lead Practice Director, Russell Porter (russell.porter@3pb. co.uk or 07808 137904), or with the Head of Group, Craig Ludlow (craig.ludlow@3pb. co.uk or 07919 440135).
Chambers is committed to providing our clients with high quality, specialist legal services through barristers with the highest reputation for advocacy, knowledge and professional standards and we are looking for candidates who will uphold these core values.
How to apply: 3PB now invites established employment and discrimination law barristers for an informal discussion, in confidence, with the lead Practice Director, Russell Porter (russell.porter@3pb. co.uk or 07808 137904), or with the Head of Group, Craig Ludlow (craig. ludlow@3pb.co.uk
The legal landscape is undergoing a major shift as climate change becomes a central concern. In April, the Law Society issued guidance on how climate change impacts solicitors and their clients.
This guidance highlights the wide-ranging effects of climaterelated risks on legal practice and emphasises the need for solicitors to broaden their scope of consideration. Adapting to this far-reaching guidance poses a significant challenge for solicitors, who can expect sector-specific guidance from the Law Society in the future.
sector, and client. Conducting a climate change search is also recommended as it helps identify the nature and potential changes in physical and transitional risks associated with a property.
unique polygon data provides an accurate representation of a development’s potential impact for easy analysis and communication.
The guidance is divided into two main parts, each addressing different aspects of climate change’s impact on legal practice. Part A focuses on reducing the climate change impact of both law firms and their clients. Law firms are encouraged to assess their annual greenhouse gas (GHG) emissions and set targets to drive them down.
RiskView Residential is Landmark’s gold standard, all-in-one environmental search report, used by property lawyers to assess a wide range of potential hazards on of prospective purchasers. These include flooding, ground stability, contaminated land, energy infrastructure and now includes daily planning application updates and constraints data.
The ultimate goal is achieving net-zero emissions by 2050 or even earlier. Larger law firms are required to report their GHG emissions under the UK Streamlined Energy and Carbon Reporting (SECR) regime.
Part B of the guidance delves into the risks associated with climate change, both physical and transitional, and how solicitors should advise their clients on these risks. The guidance reaffirms wellestablished duties, including the duty of care, duty to warn, duty to disclose, and duty to uphold service and competence levels, within the context of climate change risks. Property lawyers, in particular, should be aware of the additional risks posed by climate change to properties. While solicitors should refrain from offering advice beyond their knowledge or qualification, they may need to engage in competent discussions with clients about climate-related legal issues.
Landmark products now incorporate daily updates to planning data providing the most current view of planning across Great Britain.
Landmark Planning allows you to understand any nearby residential planning applications which might impact the property transaction. All the data within the report is supported by easy-to-understand guidance and next steps.
significant implications for solicitors. To meet the challenges posed by climate-related risks, solicitors must take steps to reduce GHG emissions and work towards achieving netzero targets. They should also be aware of the additional risks climate change brings to properties and be prepared to advise clients accordingly. Landmark is dedicated to supporting solicitors throughout this journey, offering tailored solutions and fostering knowledge and competency in climate change matters. It all comes down to education, knowledge, and exercising professional judgment in advising clients on climate change matters.
To find out more contact your Landmark Account Manager or search provider.
You can find out more by watching our latest on-demand video ‘The impact of climate change on solicitors’ here.
844 9966 | helpdesk@landmark.co.uk | landmark.co.uk/legal-conveyancing
This reporting primarily covers Scope 1 and 2 emissions, with the only requirement for Scope 3 being the reporting of business travel fuel usage. Additionally, the Companies (Strategic Report) (Climate-related Financial Disclosure) Regulations
The guidance recognises the importance of education and knowledge in determining when climate change advice is necessary, considering various factors such as transaction type, property
need a
You will not only find physical risks included, flood risk, subsidence, heat stress and coastal erosion but also transitional risks such as EPCs.
A report that helps commercial real estate lawyers and residential conveyancers deliver extra value. It’s intuitive and keeps your clients up to speed on the short, medium and long term physical and transitional climate-based risks with advice and recommendations for a specific property.
For more information, please get in touch at www.landmark.co.uk/products/climate-change
The recent demand by the SRA for an additional £10m to fund its work for 2023/2024 reminds us what a leviathan organisation it has become writes
Jayne Willetts Solicitor Advocate of Jayne Willetts & Co SolicitorsLimited.
The SRA requires an increase in its budget from £88m in 2022/2023 to £97m for next year. The budget in 2021/2022 was £79m. In 2009, the budget was £20m so over 14 years has increased by £77m.
But it is not just the cost of the SRA that has increased but the extent of its reach into the day-to-day delivery of legal services by the profession. To use the vernacular the SRA has its fingers in many more pies than could possibly have been envisaged when it was set up in 2007.
It is readily acknowledged that some of its activities are imposed upon it by external events and government controls. For example, the war in Ukraine has resulted in an emphasis on sanctions compliance. The increase in financial crime has resulted in a focus on AML compliance. Such work is unavoidable but also essential to protect the public interest.
It could be argued that some other SRA initiatives may not satisfy the test of being essential work when one considers the ever-increasing cost of the SRA operation. Should there be a list of priority work or should the SRA be entitled to endlessly add to the list of regulatory obligations without a constructive debate and cost-benefit analysis?
The latest rules relating to well-being at work could fall into the category of desirable but not essential work by the SRA. It seems to many that this work interferes with the HR function within firms and duplicates work.
The ease with which a dissatisfied employee can complete the standard SRA report form and send to the SRA means that this can be done as a bargaining ploy before a complaint has been raised and investigated internally within the firm. Whilst HR teams are well accustomed to rooting out and dismissing worthless unjustified complaints, they will no doubt be more circumspect when faced with an employee complaint to the SRA whether or not it has any merit.
The new rules follow on from the SRA Workplace Culture Thematic Review published in 2022 which found that some respondents expressed
concerns about the pressures on solicitors whereas 75% of respondents reported working in a broadly positive environment. Whilst the SRA’s intentions are laudable, the evidence shows that the majority of firms are doing just fine or fine enough.
One questions the addition of these new rules to the existing heavy and delay ridden workload of the SRA investigation team. Such investigations will be time and staff intensive for the SRA. Additional training will be required to ensure that the SRA personnel are au fait with the employment law concepts and to cope with the need for sensitive handling of certain complainants and complaints.
Turning now to the rules which came into effect on 6 April. The guidance and case studies were published on 4 May.
The new requirement for individuals is at paragraph 1.5 of the SRA Code of Conduct for Solicitors, RELs & RFLs:You treat colleagues fairly and with respect. You do not bully or harass them or discriminate unfairly against them. If you are a manager you challenge behaviour that does not meet this standard.
The new obligation on firms is at paragraph 1.6 of the Code for Firms: You treat those who work for and with you fairly and with respect, and do not bully or harass them or discriminate unfairly against them. You require your employees to meet this standard.
The guidance makes it clear that treating colleagues fairly and with respect is not the same as complying with employment law. The SRA assures us that it will not become involved in employment disputes but would become involved if there were serious unfair behaviour that poses risks for clients and the wider public interest.
Disciplinary Tribunal and/or the Administrative Court.
The guidance requires managers to intervene “immediately” in stating that: “Where it is feasible for a manager who witnesses unfair treatment to intervene immediately to stop it, we expect them to do so”
What does this mean in practice? Is a manager required to shout across an open plan office to a male solicitor to stop touching the shoulder of a female colleague whilst they are discussing a client file? Would such action cause embarrassment to both the perceived offender and victim and to everyone else in the office when the female colleague was not in the least bit troubled by the touch on the shoulder? Will managers need training as to when to intervene “immediately” as required by the SRA and when not to? Whatever happens managers will need to keep a written record of all such incidents whether minor or major in case of subsequent issues thereby elevating such incidents to a higher level than would be strictly necessary if common sense were applied.
the best interests of each client and must not take unfair advantage of clients or others.
Managers should consider reporting the matter to the SRA where for example a challenge to behaviour “is attempted but does not succeed” where it does succeed but there are still regulatory risks or in cases involving a senior member of staff “which cannot realistically be challenged within the firm”
Firms must ensure at the very least that their managers as well as their HR professionals have studied the SRA guidance and the case studies as well as the SRA Workplace Culture Thematic Review. Training with discussion on real life examples as to when and when not to intervene as well as how to intervene would also be worthwhile. Depending upon the culture of the firm mandatory training for all staff on what unfair treatment looks like would assist.
In determining whether any unfair treatment is serious, the SRA will focus on whether others would regard the behaviour as intended to bully, belittle, harass, intimidate, undermine or take advantage of colleagues. The respective seniority of those involved will also be a factor as well as whether an individual has control or influence over another’s career
And the final factor is whether the individual complainant and/or victim has specific characteristics or vulnerabilities such as age, sex, disability or ethnicity.
The SRA makes it clear that it will be applying the definitions of harassment, discrimination and victimisation as contained in the Equality Act 2010 – which at least gives the profession a legal structure for those terms. However, it is acknowledged that there is no legal definition of “bullying” – so this will be a matter initially for the SRA to determine until we have had some judicial input from the Solicitors
The guidance goes on to say that “In other cases it may be more appropriate for the manager to take action soon after the event. This could be by raising their concerns directly with the person who has behaved unfairly. Or by reporting to another senior colleague such as the firm’s COLP; managing partner or the director responsible for HR issues”
The guidance presupposes that there is a hierarchy of people within all firms to deal with such incidents. In small firms there may only be one manager who fulfils all roles. He or she will be the manager required to challenge unfair treatment as well as being the COLP and the HR director. In a small firm there can be no independence of role. Such small businesses may require external regulatory and/or HR advice which will come at a cost.
The definition of “colleagues” is wide and includes not only fellow solicitors, but barristers, contractors, consultants and experts with whom the solicitor works closely.
The term “colleagues” does not include clients or third parties such as those acting on the other side in a case. However, solicitors are bound by other obligations and must act in
Space does not permit a complete list of all the steps necessary to satisfy the SRA’s latest requirements but systems and controls are top of the list – i.e., more internal policies and procedures. Added to that is an effective reporting system for members of staff who feel that they have been unfairly treated. For some firms there will be a great deal on the “to do” list.
How the SRA will deal with these complaints remains to be seen but there is nothing within the existing guidance requiring a complainant to make a complaint direct to the firm first for investigation before the SRA embarks upon an investigation. There will be exceptions to such a rule but it could operate in a similar way to the Legal Ombudsman procedure which requires firms to be given the first opportunity to investigate before the LeO will investigate.
Whilst one would never devalue the need to be respectful, polite, and well-mannered towards colleagues, the imposition of a regulatory requirement to do so may to some seem a step too far. It adds to the ever-increasing regulatory burden; to the cost of practice and ultimately to the cost of legal services – which is certainly not in the public interest.
CHRIS PLUMLEY: Partner of the Year sponsored by Eminent Crisis
How have you celebrated your win? Only briefly as there’s too much to do. The winner’s dinner the Law Society arranged was a very nice touch.
Is there anyone that you would like to thank who has been instrumental in your success? This was very much a team effort. Trowers & Hamlins is an incredibly supportive environment with a commitment to allowing everyone to pursue opportunities away from the immediate client side advice. That wider and rounded experience was a big part of my success this year. That means it really is recognition for the whole team. Oh and my 4 year old daughter who is just amazing.
If you had to make an elevator/twitter pitch about your day to day role what would it be? There is no such thing as a typical day. Some are spent locked away with a cold towel around the head drafting complex agreements. Some are spent at workshops creating new places or regenerating old ones. Some are spent in schools trying to inspire meaningful social mobility. It’s why the law is such a wide and brilliant profession. It’s a platform to make a difference and each day should be spent in that pursuit.
What has the pandemic taught you? That spending time with my wife and daughter is totally precious and never to be taken for granted. Also that necessity is he mother of invention. We’ve known for years that hybrid working has great benefits so it forced us to adapt, modernise and re-imagine our working world.
If you could create one new law what would it be? It would have to be something about ensuring a certain percentage of GDP is committed to the provision of public services. So many excellent public authorities have had their funding massively reduced so that life enhancing services such as libraries, arts, music, after school clubs,
professional support for regeneration have all been severely cut in recent years. That isn’t right in a modern society.
What one thing do you think lawyers need to do to be better? Actively listen to the problem before jumping to pre-packaged and commoditised solutions.
FOUNTAIN SOLICITORS: Law Firm of the Year (Sole practitioners and firms up to five partners) sponsored by Index Property Information
How have you celebrated your win? We have celebrated the win on our social media pages so far, but as Ramadan happened shortly after we have not yet been able to organise our celebration dinner. Now that it is has finished, we will be organising a celebration dinner for colleagues, friends and family to share with us. We have won the award previously in 2017 and following that victory we arranged a victory party in a banquet hall in Walsall and are planning to celebrate this win in a similar manner.
Is there anyone that you would like to thank who has been instrumental in your success? We would like to thank all our team and clients in our branches across the UK, they are all instrumental to the success of the firm.
If you had to make an elevator/twitter pitch about your day to day role what would it be? We are a firm of solicitors, who specialise in Immigration and Asylum law, family law, criminal law, public law and national security. We also do employment and social welfare and benefits law. We offer a range of services in both legal aid and private. Our ethos, is to strive, to seek, to defend and not to yield. We do the best we possibly can for our clients and therefore we challenge cases to the highest level. We have a hardworking team who put in maximum effort to their cases and achieving the results they want. We are determined and work with clients face to face, preparing their cases, taking statements,
appeal bundles and submitting their applications. Advocacy is a day to day role for many of our solicitors who represent client’s in hearings, we listen, we know our respective fields well and are confident that our efforts will eventually prevail. We deal with all levels of work including complex cases as we understand that the access to justice is important and have the skill set to represent to the highest level when needed.
If you could create one new law what would it be? It is truly believed that the UK has one of the best justice systems in the world. However, as Immigration specialist the laws all overstayers who are currently in the UK without a criminal conviction be allowed to remain in the UK. The advantage would be to fill vacancies in shortage occupation list and the immigration system can have a clean slate, so resources could be shifted to tackle criminal gangs who target overstayers in the UK. The government after essentially providing this amnesty to overstayers currently in the UK will also have freed their resources to tackle new migrant cases and should implement a strict policy of considering those cases within 3 months to ensure the system doesn’t over flow again, as currently there are cases in the Immigration system waiting decisions for up to 8 years and longer.
There is also a 20-year unlawful residence policy that is in place which overstayers can apply under once they become eligible, the amnesty would allow them to not have cases in the system for such a long period of time and would essentially give rise to a fresh start.
What one thing do you think lawyers need to do to be better? Whilst it is appreciated that lawyers have an incredibly high-pressured job, we also tend to get flooded with work. Therefore, realistic discussions about time management will improve the work life balance, allow more time to be focused on clients and ultimately it will increase profitability.
As the Russian invasion is wreaking havoc on the Ukrainian economy, many Ukrainian lawyers have to seek a safe harbour abroad leaving the comfort and perceived stability of their careers behind. Moving to a new country can be a daunting experience, especially for foreign qualified lawyers as their professional skills and experiences may have little relevance in other jurisdictions.
My name is Oleksandra Vytiaganets, I am a dual-qualified lawyer and a member of DWF’s international arbitration and litigation team in Birmingham. Being awarded the Hodgson Scholarship in 2015, I came to England to do an LL.M. degree at the University of Liverpool and then decided to pursue a legal career in this country. I am proud to be committed to my profession and after the war started, I have been mentoring many of my Ukrainian colleagues considering relocating to the UK. In this article, I will provide answers to some FAQs about finding employment and requalifying in England and Wales, as well as outline some tips to help navigate the legal profession in this jurisdiction.
1. I am a Ukrainian advocate/ lawyer, can I work as a lawyer in England?
Generally speaking, to work as a solicitor or barrister one needs to obtain relevant qualifications in England and Wales in the absence of which you can only apply to non-qualified positions such as paralegal, case manager, or research assistant. Some law firms however offer positions of foreign qualified lawyers or legal counsels that are also suitable for Ukrainian qualified advocates. For further information on career support for Ukrainian lawyers, see The Law Society ‘ Support for Ukrainian lawyers and firms in England and Wales.’
2. What do I need to apply for a job? Do I need to legalise my Ukrainian diplomas to work in England?
This will depend on the employer’s requirements and the position you are applying for. Some firms may want to see a copy of academic transcripts in which case an English translation of your diploma with grades may suffice (as opposed to getting your document legalised by applying for an apostille). For
most positions, you would normally be expected to send a CV, cover letter and provide references from previous employers, if requested.
3. How do I find a job?
Updating your CV is a good place to start: professional CVs in England are different from the ones we use in Ukraine. There are plenty of online resources on how to compose a CV that excels. As a rule of thumb, your CV should not exceed two pages (two sides of one sheet). Do not include your photo or information about your marital status. Use headings/subheadings to improve readability; include keywords (verbs) mentioned in the job description and always tailor your CV and cover letter for a specific position you are applying for.
In addition to popular career websites, such as Totally Legal and Talent UK, consider vacancies published by recruitment agencies and get yourself registered on their databases. Last but not least, consider resources that specifically focus on finding jobs for Ukrainians, such as United for Ukraine, Adecco jobs for Ukraine and Impellam jobs for Ukraine.
Networking is an integral part of any industry, including the legal sector. Make every effort to attend legal events and conferences to meet other professionals in your field and build your network. Join professional bodies such as The Law Society, which is the professional body for solicitors in England and Wales. Use social media: LinkedIn is a powerful tool for finding job opportunities and networking with legal professionals in the UK. Ensure that your profile is optimised, connect with people in your field.
4. I can’t find a job, what are my options?
Securing a job as a lawyer in England can take time. If you are not getting much traction with your job applications, it may be a good idea to change the strategy:
• Broaden your search: consider positions such as research assistant, case manager, paralegal, personal assistant, project manager, and document review lawyer which may be also suitable for foreign qualified lawyers.
• Find your “unique selling points”: use your language and other skills and unique experiences. The UK is a hub for international businesses and your unique skills and expertise can be in high demand if you change your perspective. For example, you may be a great fit for a business trading with a part of the world that you speak the language of.
• Gain work experience: consider an internship with a law firm or pro bono services to legal aid organisations or charities which can increase your chances of landing a job. Contact recruitment agencies that can help you find temporary positions or contract jobs in the legal sector.
• Improve your legal English: as a lawyer, you will need to communicate clearly and effectively with your clients and colleagues. While you may already be proficient in English, it is essential to improve your legal language skills. There are plenty of online resources that may help you improve your command of English. Reading legal textbooks, documents and judgments can help you expand your legal English vocabulary.
5. Will studying/getting qualified in England increase my chances of finding a job?
UK employers usually look for candidates with a mix of academic qualifications and professional experience. Therefore, obtaining a law degree or getting qualified in England increases your chances of landing a job but, of course, does not guarantee it. Moreover, both legal education and qualification paths are usually an expensive and long process that may not be suitable if you are planning to return to work in Ukraine. It may be a better idea to secure employment first and then consider what can improve your career prospects.
6. How do I qualify as a solicitor in England?
There are different pathways to qualification in the UK. The website of the Solicitors Regulation Authority is a good place to start exploring the options.
Ukrainian qualified lawyers can transfer their legal qualifications through the Solicitors Qualifying Exam (SQE) route. You will need to register at the SRA website to access a personalised SQE checklist to apply for admission. Ukrainian qualified lawyers would usually require:
• Validate degree in any subject or apply for equivalence to a degree using other qualifications and/or relevant work experience;
• Pass the SQE assessments and retrieve results (you can apply for any agreed SQE exemptions for your legal qualification, as well as exemptions based on your individual qualifications and experience); and
• Confirm character and suitability (that encompasses criminal records checks and presenting a letter from the Ukrainian Bar Association confirming your good standing as a Ukrainian qualified advocate).
7. What is SQE?
The SQE is an exam established in England and Wales that foreign lawyers can take to transfer their legal qualifications to allow them to practice as solicitors in England and Wales.
SQE is split into two parts aiming to ensure that the candidates showcase their competence in practical legal skills and that the
candidates uphold the values and ethics of the solicitor profession.
SQE1 is two computer-based examinations of 180 questions each to test functioning legal knowledge of the law, its different principles, and concepts.
SQE 2 is an assessment of practical skills in legal research and writing as well as legal drafting, client interviewing, advocacy, and case analysis. The interviewing exercises are marked on skills only by the assessor (professional actor) playing the role of the client. All other exercises are marked by a solicitor who will assess candidates on both skills and application of law.
See the SRA website for further details.
8. How long does it take to get qualified in England?
Preparing for SQE is a great commitment involving months of studying in foreign language concepts and principles some of which are very different from the civil law system in Ukraine. In my case, it took about two years to complete both stages but you can try applying for any agreed SQE exemptions for your legal qualification, as well as exemptions based on your individual qualifications and experience. See the SRA website for further details.
9. How much does it cost to get qualified? Are there any grants for Ukrainian lawyers to get qualified in England?
At the time of writing, the total cost of the SQE assessments is £4,115. This will break down as: SQE1 –£1,622 and SQE2 – £2,493.
This does not include the costs of preparation courses starting from about £3,800 for both parts. Barbri preparation courses offer 50% discount for SQE1 preparation.
10. Will I be able to work in England after my Ukraine Sponsorship Scheme visa expires?
To stay in the UK, you will need to apply for a different visa allowing you to work in this country, such as a Skilled Worker Visa. Not all job titles are eligible for this visa: for example, solicitors are eligible but paralegals may be not.
See the Home Office website for further details.
Birmingham, Cardiff, Leeds and Manchester. No longer did I have to catch an early morning train to London to appear at the Royal Courts of Justice to deal with an application for permission to claim Judicial Review. The ability to deal with local cases, in a local court, before local judges and visiting High Court Judges allowed me to focus my practice and develop a specialism in public law. A career highlight was being awarded the accolade, ‘Barrister of the Year’ by Birmingham Law Society at an awards dinner in 2016.
I joined the judiciary as a fee paid judge of the Upper Tribunal (Immigration and Asylum Chamber) in 2015 and became a salaried Judge of the Upper Tribunal in June 2019. The knowledge and experience gained as a Deputy Upper Tribunal judge gave me good first-hand experience of what the salaried judicial role involved. The challenge of grappling with complex precedentsetting legal issues, which I wanted to do more of, was a key consideration in applying for the role. The ability to deal with complex Judicial Review work that was previously the domain of the Administrative Court was also an attraction.
My career in the law has been far from conventional. I was born in Kenya and my parents settled in Coventry in 1971. My siblings and I attended the local state primary and secondary schools. A career in ‘law’ was something that I often thought about but seemed something that was too far removed from anything that I thought was achievable in the 1980’s writes Upper Tribunal Judge Mandalia.
I applied for a job in a local high street firm of solicitors assisting the senior partner with case preparation. To my delight I was offered the position and before long I enrolled upon a course run by Coventry University in association with the Institute of Legal Executives. I was the first in the family to then enter into higher education and completed my law degree. I was fortunate to have been employed by some highly respected firms and gained invaluable experience collaborating with partners doing a range of work, including commercial litigation, personal injury and family. I was admitted as a Fellow of the Institute of Legal Executives in 1996.
Back then, despite the wealth of experience Legal Executives accumulated alongside qualifications, the opportunities were limited. Legal Executives had very limited rights of audience and because advocacy was what I was particularly interested in, I decided to take the plunge and in hope rather than expectation, applied to study what was then the Bar Vocational Course at the Inns of Court School of Law. I was called to the Bar in 1997 and completed a pupillage in London, before returning to the midlands in 1999 to practice. Again, I was fortunate to have been able to develop my practice at No8, St Philips, and then at No5 Barristers’ Chambers. The legal profession in Birmingham and in the regions generally, is a very close-knit community and has achieved so much over the years. For me, a watershed moment was when the Administrative Court started sitting in the regions in
The selection process for judicial appointment is competitive, and the prospect of situational questions and a competence-based interview, in a niche area that can be very technical and is every changing, was daunting. As I had expected, the work I now do as a salaried Judge has delivered a varied mix of complex substantive and procedural issues that are often challenging, that impact upon the lives of individuals and their families. The experience of co-deciding a case as a two-judge panel of either another Upper Tribunal Judge or a High Court Judge, with access to their intellectual heft and experience, adds an extra dimension of teamwork to the job.
The Upper Tribunal (Immigration and Asylum Chamber) is a small, supportive and collegiate chamber which can easily tailor support and development to a judge’s particular needs. As a newly appointed judge in 2019, I benefited straightaway from hearing and deciding cases with other judicial colleagues. Making fair and just properly reasoned decisions with important real effects is, rightly, a heavy responsibility. The arguments are frequently complex and finely balanced. But it is also what makes the job fulfilling. So too, the judge’s precious independence of decision-making and the ability to play your part in developing and clarifying the law. The work is intellectually demanding and serves a wider public purpose with friendly and helpful judicial and administrative colleagues. There are also opportunities for career progression. In 2021 I was assigned to the Tax and Chancery Chamber. In 2022 I was authorised to sit as a judge of the High Court and was also appointed Deputy Principal Resident Judge of the Upper Tribunal (Immigration and Asylum Chamber). These opportunities have allowed me to gain a wider breadth of experience across a range of jurisdictions.
It is right that judges are appointed solely on merit from a pool of widely drawn eligible candidates. The recent immigration and asylum chamber recruitment roadshow hosted by the Birmingham Law Society provided the Tribunal with an opportunity to interact with local practitioners and to encourage applications, from those like me, who might initially think a judicial career is something that is too far removed from anything that is achievable.
On 14, 15 and 16th June the Equality Diversity and Inclusion committee of BLS and their allies and supporters and willing volunteers will be delivering copies of the Equal to Everything children’s book about Lady Hale to the remaining 100 primary schools in Birmingham.
We need everyone to help us to achieve this. The initiative was sponsored by the Midland Circuit, Bevan Britain and the Midland Circuit Women’s Forum. We want to raise the awareness of the rule of law, what everyone can achieve with hard work and talent. We are seeking to inspire children across the city to understand what we do as lawyers and the diversity of both our backgrounds and also the work we do. This is the start of our project, but we have a long way to go in terms of actually getting the books to the schools. A few members of the EDI committee have delivered the majority of the books so far, but if everyone agreed to spend a couple of hours in pairs delivering books, we could get it finished before the schools break up. We have chosen the dates in June to try and concentrate efforts but any date will do. We have suggested pairs so carrying the books is evenly distributed and navigating your way into each school (which takes a while) is also shared. Ideally one driver and one runner. We are plotting geographical areas to distribute to minimise the travelling but if there is a primary school in Birmingham which has a special meaning do get in touch.
Please email me if you can helpc.edwards@keele.ac.uk
If you are also interested in joining our gender subcommittee which under Julia Jones’ leadership created this initiative, do please get in touch.
Iyanu Onalaja and Ruth Dufty are now the co-chairs of the re-branded Birmingham Law Society’s Health and Disability sub-committee.
Iyanu is a senior associate at Shoosmiths LLP specialising in commercial property. Having been a wheelchair user for over 20 years, Iyanu has overcome many barriers and wants to encourage others to pursue a career in the legal sector notwithstanding any health or disability related concerns.
Ruth is a Legal Secretary and Department Coordinator in the
Property Department at Anthony Collins. Ruth is a member of the Health Conditions sub-committee and has been the secretary to the ED&I committee at Anthony Collins for about a year. Since being diagnosed with type 1 diabetes in 2016, Ruth has become interested in raising awareness and inclusivity for disability and health conditions. Ruth is passionate about this area and is looking forward to making a difference in the future alongside Iyanu.
One of the changes that has been made is a name change of the subcommittee. The term disability can often be seen as a label, that may appear negative and sometimes non-applicable to people. Even those who have a condition may feel, that they are not disabled or may feel uncomfortable talking about their condition with others – perhaps because of how they would be perceived. However, the term disability is an umbrella which covers so many conditions like migraines or learning difficulties for example. The committee would like to encourage people who not only live with conditions but who may live with, care for, or know someone with a condition to join us to help to get more people talking and embracing what makes us different and how we overcome the challenges we face. So, the committee decided to change the name to “Health and Disability sub-committee” going forward.
The committee subscribes to the social model of disability i.e. the model says that people are disabled by barriers in society, not by their impairment or difference. Barriers can be physical, like buildings not having accessible toilets. Or they can be caused by people’s attitudes to difference, like assuming disabled people can’t do certain things. The social model helps us recognise barriers that make life harder for disabled people. Removing these barriers creates equality and offers disabled people more independence, choice and control. We appreciate that not everyone uses the social model and that’s ok. How anyone chooses to talk about their impairment is up to them.
If you’re interested in joining the committee, please do not hesitate to contact Iyanu (Iyanu.Onalaja@ Shoosmiths.co.uk) or Ruth (Ruth. Dufty@anthonycollins.com) and we’d be delighted to have a chat.
The Birmingham Law Society has 13 professional sub committees, each dealing with a different area of legal practice meeting regularly to review and discuss relevant legislation, news and other issues affecting their sector of expertise. Further to lobbying by several BLS members it was noted that despite there being a large number of Immigration lawyers in Birmingham and the surrounding areas, BLS did not have a dedicated immigration committee.
Guy Barnett, Director at BLS comments:“Several members have made representations to me over the last few months regarding the creation of an Immigration Committee within BLS to effectively represent the interests of those practising within this area. Having obtained the permission of Council and Board to investigate the viability of forming this committee, it was a pleasure to be able to coordinate the inaugural meeting of this group to elect a chairperson and formulate terms of reference to facilitate its creation”.
The inaugural meeting was held on the 2nd March 2023 at Axiom DWFM’S offices at Colmore Row Birmingham
Sabina Kauser, Head of the Immigration department at Axiom DWFM in Birmingham, was elected as the chair of the committee and stated:“I am happy to have been appointed as the Chair of the BLS immigration committee and look forward to bringing together likeminded professionals in the field to review and discuss key issues affecting the sector and seeking to develop best practice and improve the perception of the sector in the public eye. Through the committees’ activities I would like to demonstrate that global mobility via immigration and emigration continues to be integral to economic growth and development of employment, investment, health and tourism across the globe.”
The immigration committee is currently seeking further members to join to effectively represent all immigration practitioners.
If you are an immigration practitioner based in Birmingham or the surrounding areas and would like to be a member of the committee, contact Sabina Kauser at s.kauser@ axiomDWFM.com
Greetings to all my fellow Birmingham Law Society members out there. My name is Julian Henwood and I'm a Birmingham-based (but often to be found in Europe – more on that below!) partner at the international law firm Gowling WLG.
My main roles these days at Gowling WLG are as our Head of European Business Development and chair of our Baltic States, Netherlands and Nordic Desks. However, to understand why I moved into these roles necessitates me explaining to you the journey our law firm has itself been on since I joined it in 1990.
I did my articles of clerkship (as they were then called) in the mid-1980's at Ryland Martineau – first in Church Street and then (following its merger with Johnson & Co) at the merged firm of Martineau Johnson in St Philips House, opposite Birmingham Cathedral. I was an eager participant in BLS events in those days – but probably more often to be found at a Birmingham Law Students Society (as it was then called) social event than at one of the Society's educational events… After two years at Denton Hall Burgin & Warrens (now Dentons) in London I returned to Birmingham in 1990 and joined Wragge & Co (the "W" in Gowling WLG) as a young associate in the corporate team. The firm then comprised c. 200 people and only had one office in the world – Bank House in Cherry Street in Birmingham. The vast majority of our clients (such as Dowding & Mills, Frederick Cooper, Glynwed, Newman Tonks – long since vanished names from the heavy engineering world) were headquartered in the Midlands, with most of the rest being based in other parts of England. The physical proximity of law firms to their clients in those days was no coincidence.
This was long before the internet, Teams or Zoom and all meetings took place in person. Therefore having an office within easy travelling distance from your clients (and preferably with some parking spaces) was a business imperative. Written communication was via letters and manuscript amendments to documents, all sent in the post or by hand.
Ever the entrepreneurial law firm
and becoming tired of being at a disadvantage to our London-based competitors in meeting visiting companies from overseas due to the lack of a physical office in London, in the 1990's we decided to start creating a series of travelling country desk teams. The idea was that these would be comprised of lawyers who had a personal connection with the relevant country – either having been born there or speaking the native language. They would simply fly over London and go to see clients, potential clients and other business contacts in their own cities, rather than waiting for people to visit London.
Our philosophy of putting our clients first by organising our lawyers along industry sector lines and visiting our clients in their home country was (and continues to be) very well received. The number of our travelling country desks has grown over the years to over 30. They range in size from a few lawyers for some of the smaller jurisdictions (e.g. Luxembourg) up to 130 lawyers who fly in and out of the US regularly.
As I'd been one of the first undergraduates on the University of Birmingham's pioneering LLB (Law with French) degree and, as part of that, had studied French law at the University of Limoges, I was asked to form a French Desk and to visit Paris regularly. After we recruited a
group of Paris lawyers I had got to know to form our own Paris office, I travel less to France on business but for many years have also chaired our Baltic States, Netherlands and Nordic Desks and travel extensively in those countries. The vast majority of the clients for which I'm the client relationship partner are headquartered in those countries.
In 2014, Wragge & Co merged with one of the oldest law firms in London, Lawrence Graham (the "LG" in Gowling WLG) which was founded in 1730. In 2016, we combined with the Canadian law firm Gowling Lafleur Henderson and rebranded as Gowling WLG. Today the Gowling WLG family comprises over 3,000 people (including over 1,500 lawyers) across offices in 19 cities in nine countries – from Vancouver to Beijing.
By 2018, I was typically travelling in continental Europe every two weeks and found it increasingly difficult to juggle my M&A practice while travelling to see clients and other contacts. I therefore gave up my advisory practice and took on a newly-created umbrella role as our first Head of European Business Development. In that role, I'm responsible for coordinating the business development activities in Western & Northern Europe of our industry sector teams and practice groups. In the weeks when I'm not in continental Europe, I split my time
between our Birmingham office and London (where I'm typically hosting visits from European clients and law firms, participating in events organised by various bilateral chambers of commerce and meeting with representatives of the trade & investment arms of various European embassies.
In March I was delighted to have been invited by BLS' International Committee and the Department for Trade & Industry to deliver a BLS Legal Masterclass at the Grand Hotel on how to develop an international client base from Birmingham. Over the years, as a firm we have collaborated with the local officers of DBT in many of the British Embassies and Consulates around the world in our international business development activities and have always found them to be a rich source of information. Since I arrived in the city to go to university in 1980 I've become a passionate advocate of Birmingham on my travels. I truly believe that, just as those great Birmingham industrialists of the past made our city the "workshop of the world", we can all as legal practitioners in Birmingham export legal advice to the world. In doing that, we should act in collaboration with BLS and DBT.
In terms of my top three tips for fellow BLS members who haven't yet ventured into overseas business development, these would be:
1. The lawyers who you chose to represent your law firm on visits to a particular country must have a personal connection with that country and be passionate about it.
2. Channel all your business development initiatives in a particular country through one or two lawyers. This will have the dual benefit that (a) your firm's knowledge about the market will be concentrated in those lawyers and become deeper more quickly and (b) those individuals will become familiar faces on the streets of the cities they visit and local business people will see that you are making a long-term commitment to their country.
3. Although the world is becoming a smaller place all the time, local business cultures still vary quite dramatically. A direct approach ("We would like to represent your company") may go down well in certain straight-talking countries - e.g. the US or The Netherlands – but not very well at all in others – e.g. Finland or Japan, where a more passive, listening approach is needed.
I remember feeling like I was sinking in quicksand many times in my life… In 2007, we lost our beautiful boy, Charlie then 18 months later, after celebrating coming full circle a year later with the christening of our baby girl, my beautiful Mum was killed in a car crash. On top of grief and maternity returning, I was asked to run a multi-million-pound company with no previous MD experience whilst it was sinking in the 2008 recession writes Rebecca Mander of GuruYou.
We survived, we thrived, the business as well as our family grew beyond expectation and a few years later I was supporting psychologists by sharing my journey of infant loss and delivering key notes to huge audiences.
How on earth did we do that? When I reflect on 31st March 2007, I see subconsciously…and miraculously that I realised we all have a choice...no matter what awful things happen to us we are responseABLE. Standing in that hospital with the gut-wrenching punch of loss, I feared how I would cope, how life would look now the lights had gone out and how frightening it was to believe I would forever be defined by my loss, that our happiness had ended and that I would always be a victim. Don’t get me wrong, if you had asked me to climb a mountain in a pair of Jimmy Choos I would have felt better equipped! I didn’t have a clue how to get to back ‘happy’ or how many years it would take but I knew I had a choice of what to add to my backpack in order to help me get there. Unknowingly, I began a journey from victim to victor, meeting some wonderful people along the way who topped up my energy and gave me new resources to help me climb the mountain and I got rid of the Choos and anything else that was dragging me down!
Motivated by my experiences, the first coaching tool I developed when I founded GuruYou™ was “Charlie’s Star”- a 5 point coaching model to support others through setback or to help them climb out of their comfort zone…like the water bug before it becomes a dragonfly. As part of Wellbeing Week, we thought we’d
share Charlie’s Star for you to keep, reuse and share when you need to bounce forward in any way!
Using the link below you can work through 5 perspectives, the first is seeing yourself through the eyes of someone who admires you- “The Admirer”. When we do this, it is easier to see our strengths. When we look back and see what these are, we have faith that we can move forward given how far we have come. Next is “The Inspirer”someone you look up to, maybe someone climbing slightly ahead of you…what are they doing that works so well and what advice would they give you? Maybe they are using a strength you could do with tapping into? Your Inspirer may operate outside your comfort zone but there is a reason they inspire you and it is not because they live in comfort!
Quite often we prevent ourselves from moving forward because we are scared about what might happen without really analysing the probability of this. I hate to encourage catastrophising but often when we play the video to the end of “What’s the worst that can happen?” and adding “and then what?” we see that at some point we are well and have learned from an experience.
This point of the star that covers the worst that can happen if you do (or don’t) bounce forward is called “The Firer”. The best that can happen is next- “The Hirer” and my best that could happen is in the photo here, taken to the children’s utter embarrassment a few years ago when we thought we’d take them down memory lane and show them where Craig proposed!! Oh well, isn’t that what parents are for? At this point in the star, we consider the best that can happen if you move forward in your brave new way, and the best that can happen if you don’t. This area of the star really can help you stretch your imagination and weigh out the pros and cons of bouncing forward when you need to make a big decision.
Finally, when we are struggling the most important thing we can do is ask for help. Many of us hate doing this for fear we are disturbing someone or will look stupid. This is ironic when we consider how flattered we are if someone asks us for help, that we feel privileged and get a boost of confidence if we are sought out. 5 brains and 5 pair of hands are more efficient than one. If I hadn’t asked for help, professional and personal I do not know where I would be, but it certainly wouldn’t be at the top of the mountain!
To get your FREE copy of Charlie’s Star, click on the link here and become part of the Bounce Forward Brigade!
Quill’s different in its provision of legal accounts software and outsourced cashiering services under one roof. For obvious reasons, Quill’s cashiers are the most proficient MyQuill users in the country. With its Pinpoint outsourcing service, customers enter daily records of monies in and out using MyQuill; its cashiers then process client-centric reconciliation, accounting and reporting tasks thereon in.
Claire Ellis FCCA at JJ+H Accounting Services is a chartered certified accountant and legal cashiering trouble-shooter who specialises in helping law firms to fix errors and anomalies with their bookkeeping. As part of the solution, Claire readily recommends Quill’s legal accounting software as an all-in-one complete practice management system. Longer term, she encourages her customers to consider Quill’s outsourced cashiering service.
When practices sign up for Claire’s value-added, short-term accounting support, their book-related problems are as diverse and unique as the businesses themselves. Typically working with smaller-size law firms, Claire reviews their current finance processes, identifies areas for improvement then creates a plan to implement the changes and put the actions into place.
Claire explains: “My role is to get my customers’ accounts in a good place. It’s rare for my projects to extend beyond twelve months. There’s one primary reason for this – cost. An accountant carries a higher rate than a cashier. The way I deliver true value, then, is by completing my work in the briefest-possible window and transferring into the capable hands of a more economically priced service from the likes of Quill.”
A law firm approached Claire to take over its legal cashiering role from its
secretary, after having a previous bad experience with a bookkeeper without legal expertise. The practice was also keen to move away from its existing case management software, which was old, complicated to use and made remote working difficult.
Describing her involvement in the project, Claire states: “From the word ‘go’, it was obvious the customer’s incumbent technology was ill-suited to its needs. In my experience, only software designed for law will suffice. The firm and I started a project to source new case management and accounting software. We chose MyQuill.”
The beauty of MyQuill is its comprehensive functionality comprising legal accounts and case management tools in a single system. From a bookkeeping viewpoint, there are all the features necessary for fee earners to log chargeable activity and case-related disbursements with time recording and e-chits tools; cashiers to manage accounts day to day easily with intuitive money and billing screens; managers to oversee the accounting function and avoid breaches with customisable reporting capabilities; and accountants to action year-end submissions and auditing with the free accountant’s licence.
Claire continues: “Where this shared law firm customer is concerned, I’ve witnessed MyQuill working extremely successfully. With Quill’s software in situ and my cashiering support over the course of a year, every error from the past was put right and strong processes instilled for the future.”
Claire says:“When my contract came to an end, I advised moving onto Pinpoint for its accompanying advantages including taking the onus off solicitors, having continuous cover even during summer holiday season, being able to flex the service up or down for increased or decreased caseloads, and having compliance-guaranteed accounts that are audit and inspection ready.”
“To top it all, MyQuill is just so easy to learn and easy to use. It’s a sole application for complete practice management.”
Having an accountant’s licence for remote access to accounting data and financial reports in MyQuill, coupled with the knowledge of precision-managed bookkeeping via Pinpoint makes Claire’s period-end services much more streamlined and straightforward.
Claire concludes:“Under SRA regulation, firms need to review their reports regularly to assess financial stability. Knowing practices are MyQuill and Pinpoint users gives me the reassurance of robust bookkeeping processes, transparent financial information and visibility of everything from afar. I’m able to collate reports effortlessly and efficiently, so partners can complete their monthly review.”
“I’m now supporting a new customer with SRA compliance and introducing MyQuill into the mix. I look forward to collaborating with Quill in the future.”
Quill helps law firms run their businesses better by providing simple and easy-to-use practice management and legal accounts software, as well as outsourced legal cashiering, bookkeeping, payroll, typing and post room services. To learn more about Quill, visit www.quill.co.uk, email info@quill. co.uk or call 0161 236 2910.
How’s the weather looking this working week? Cloudy, but brighter with MyQuill.
Quill’s cloud-based legal software is chock-full of new and improved features, giving you everything your law firm needs to manage your cases, contacts, and bills in just a few clicks.
The result? A clear workflow, and a clearer head, no matter the weather. SCHEDULE A DEMO TODAY!
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