What’s in a name?

Welcome to the July edition of Managing for Success, which is packed with timely and pragmatic advice for law firm leaders. In this issue, we focus on the hallmarks of effective leadership in modern law firms – from the strategic questions of your business model and investment for succession, to safeguarding your reputation and adapting to regulatory and legislative change – and the practical strategies that can help leaders meet the moment.

In the latest ‘In the Manager’s Chair’ interview, Lucy Trevelyan talks to Karen Bexley and Anna Beaumont, whose journey building a boutique firm around collaboration and personal development offers a refreshing blueprint for value-led leadership. Alongside Paul Bennett’s and Andrew Roberts’ article on the growing influence of private equity in legal services, these examples show the rich diversity of opportunities in the market to reshape ownership models and long-term priorities for law firm leaders.

Reputation, trust and influence are key themes in this edition. Victoria Moffatt explores what reputation really means for law firms and how leaders can harness it for growth. Building from there, Emma Egerton-Jones introduces a straightforward six-step framework to help law firm leaders increase their influence and trustworthiness, both internally and externally. She reminds us that trust is the cornerstone of any successful legal business, and that empathy and engagement matter, especially in moments of stress or distraction. Finally, Diana Bentley shares practical guidance on dealing effectively with the media, setting out ways to present both yourself and your firm in a confident, credible manner while maintaining professional obligations. Her point is clear: you can’t control the message, but you can be prepared.

In a fast-moving regulatory landscape, Amy Wren analyses the Employment Rights Bill, which is expected to receive royal assent later this year. Widely regarded as the most significant update to employee protections in a generation, it marks the beginning of a new era in employment law – one that will require employers and practitioners alike to stay agile and informed. Meanwhile, Matthew Edwards examines proposals for the Solicitors Regulation Authority to oversee the regulation of legal executives. Whether this shift narrows the divide between professions or creates new operational challenges remains to be seen, but firms employing members of the Chartered Institute of Legal Executives should start preparing now.

Beyond regulation, Bob Spence outlines how firms can approach onboarding new tech solutions with strategic clarity and cultural readiness, and Julian Hall offers practical insights on resilience and emotional health, warning against the lure of external validation. 

Taken together, this issue offers timely insights and practical advice for anyone steering a legal business through internal change and the ever-evolving external environment.

As ever, the Leadership and Management Section committee are looking at these issues from a practitioner perspective. Our voluntary committee of practitioners and leaders of law firms are aware of the current challenges to law firms, but we welcome any ideas and feedback.

If there is an issue that you would like to see covered in these pages, please do get in touch. Also, if you have a unique perspective on a leadership issue, we would love to hear from you.