To ensure that employees of law firms are prepared mentally and practically for an era in which artificial intelligence will come to the fore, law firm leaders need to foster a culture and activities that help them learn and adapt, writes Daljit Singh.
In the post-pandemic world, law firms that can’t maintain or build trust with employees and clients can expect an exodus that will shake the foundations of their businesses, writes Trish Carroll.
Dogmatic rather than pragmatic leadership will prevent law firms from adjusting to the changing circumstances in the legal market, but incorporating more reflective time into day-to-day operations can make a difference, writes Keegan Luiters.
Q&A with Catherine Henry: "The senior leadership team agrees that we are not a law firm that employs people. We are a people firm that employs lawyers."
In our Q&A, Catherine Henry, founder of Catherine Henry Lawyers, explains the satisfaction she gets from assisting clients in the health and aged care space, why it is so crucial to provide outstanding legal services to regional areas, and how bringing in a CEO and advisory board has transformed her firm.
Q&A with Bruce McFarlane: "In setting up BlueRock, our founder wanted the wealth to be shared between people."
In our Q&A, Bruce McFarlane, CEO of the BlueRock Group and Managing Director of BlueRock Law, explains the growth benefits of a multidisciplinary firm and why the key to a successful future involves maintaining a fun culture.
At a time when workplace wellbeing is in the spotlight more than ever before, law firm leaders and managers must acknowledge their role in creating positive working environments that will assist employees and their firms, writes Keegan Luiters.
Q&A with Leah Cameron: "What I'd love to see is more of our mob practising as lawyers in commercial sectors."
In our Q&A, Leah Cameron, a Palawa woman and founder and principal solicitor of Marrawah Law, explains how being Indigenous shapes her approach to practising law, and what mainstream law firms can do to encourage more diverse participation in the legal profession.
Besides taking the typical risk-mitigation steps to manage sexual harassment complaints in the workplace, law firm managers need to pursue a series of actionable measures to stamp out such troubling incidents, writes Leonie Green.
Law firms need to start considering the competence of their lawyers in a way that goes beyond mere technical skills to include equally important factors such as their wellbeing and stability at home, writes Jordan Furlong.