Leadership
Continued from previous page They are building an inclusive culture that can recognise the contribution that everyone makes, which may not be linked (directly) to commercial income, but certainly helps to deliver commercial success. Has the perception of leadership changed due to the pandemic (or during the recent past even if not related to the pandemic)? ■ It definitely has changed in order to lead a team without physical presence and keeping a team motivated. For some, with remote working teams this was perhaps an easier transition. Many, who were already, remote workers were called upon to mentor and guide others on how to deal with the transition and the complexities of working in what can often feel like isolated conditions.
■ In addition to needing to remain focused on the organisation objectives, client needs and welfare, the impact of being in the midst of a pandemic and resulting change to working practices meant that everyone, but leaders in particular, became increasingly aware of the importance of placing physical and mental health well-being at the top of their, and their colleagues’, priorities. Other skills were required in leading and softer skills in providing assurance and keeping up morale was equally as important as commercial skills. ■ Providing a balance between delivery of objective and maintenance of good health and well-being can be a challenge. This links back to communication skills: listening, reading between the lines and regular contact. Hearing ‘I’m ok’ does not mean they’re ok. ■ Different communications channels allowed for leaders to emerge, perhaps a digital presence brought about greater self-confidence and encouraged greater contribution, more regularly. ■
Leadership: view from Chambers As barristers are self-employed issues of leadership are different to law firms. LW asked two sets of chambers how this is approached. Liz Dux Chambers Director Littleton Chambers Liz was the former Head of the Abuse Team at Slater and Gordon. She was awarded the Title of Times “Lawyer of the Week” for her work on the Savile case where she represented 168 victims. She started her career in the law as a trainee at Russell Jones & Walker, where she remained as a Partner following the acquisition by Slater & Gordon until leaving to commence her alternative career in Chambers management. What do chambers value as leadership skills? Excellent communication is at the heart of leading a Chambers both with your members and your staff, as is taking responsibility, decisiveness, showing initiative, leading by example, real knowledge of the job and personal empathy not only with barristers but most importantly with the team you lead and your client base. What is also essential is a true understanding of developments within the legal market and showing an ability to adapt to them. The last year has highlighted the difference between those Chambers who are well lead and have adapted quickly and efficiently to necessary changes and those who have struggled to work differently. At the heart of this leadership is good communication with everyone you work with and ensuring a cohesive, focussed working environment, whilst never compromising on wellbeing or morale. How, if at all does this differ from leadership for a law firm? Leadership of a law firm involves less personal responsibility. As an LLP Manager, you tend to work in a team where decision making is much slower and more bureaucratic. There are more options for delegation and defined areas of specialisation. 24 | LegalWomen
Managing a Chambers offers no opportunity to abrogate your responsibilities. The buck stops with you. You have to be prepared to roll your sleeves up and deal with all manner of different issues. You might be dealing with a marketing decision in the morning, an HR issue in the afternoon and meeting clients in the evening. That is what I love about the role. I have found the Bar to be a very collegiate atmosphere to work within. The support and encouragement I receive from barristers in my Chambers far outweighs what I was used to in a law firm environment. How relevant are leadership skills to independent barristers? A large proportion of our staff have worked in Chambers longer than I have. They are very skilled at their jobs. It is imperative to lead by example and to be approachable and encouraging. It also important to let them teach you when they do better. I have taken great pride in seeing more junior members of staff enhance their skills through on the job experience and training thereby qualifying for more demanding roles. Giving all staff a sense of pride in their work is vital as is treating everyone fairly. Chambers is different to a law firm in that for some roles there is not a natural career progression by way of promotion. Here it is all the more important that staff feel they are developing all the time and that their skills are integral to the successful running of Chambers. Do you think that the leadership skills valued by senior and junior staff are aligned? I think all staff value fair and decisive leadership regardless of level . There are clearly times when important decisions need to be made, which may not be popular with more junior staff. In those instances, it is important to be honest and explain the basis for decision making. Has the perception of leadership changed due to the pandemic (or during the recent past even if not related to the pandemic)? Strong leadership has never been so important as it has in the
