By Legal Futures Associate Osprey Approach [1]
Law firms are being encouraged to rethink how they nurture future leaders as changing career expectations and evolving workplace culture reshape the profession.
The issue was discussed in the latest Build Better Habits webinar [2], hosted by Osprey Approach, where a panel from across the legal sector considered how firms can attract, develop and retain the next generation of lawyers.
Joining host Amy Bruce, marketing director at Osprey Approach, were Jonathan Worrell, business development director at Barbri; Natalie Corten, senior associate solicitor at Watkins & Gunn; Lara Manley, paralegal at Watkins & Gunn; Nusrat Siddique, family law associate at Birketts and member of the Junior Solicitors Committee; and Justine Watkinson, engagement director at HM3 Legal.
A consistent theme throughout the discussion was retention. Speakers noted that firms are facing increasing pressure to hold on to junior lawyers, particularly as newer entrants to the profession place greater emphasis on purpose, development and flexibility. Research cited during the session suggested 48% of firms struggle to retain staff, while 86% of Gen Z lawyers consider a sense of purpose essential to job satisfaction.
Jonathan Worrell said career ambitions are also becoming more varied. “74 per cent of junior lawyers aspire to be partners, but 26% want a different path,” he explained, adding that engagement is no longer driven primarily by pay. “It’s about feeling invested in, receiving mentoring and coaching, and having opportunities for growth.”
Live polling of the audience reflected a similar picture. A majority of firms said they already support leadership development through mentoring or coaching schemes, with formal training and on-the-job experience close behind. Respondents also identified the most important leadership qualities as client relationship building, strategic thinking, technological confidence and emotional intelligence.
The panel agreed that clarity around career pathways plays an important role. Natalie Corten said juniors often disengage when they cannot see how their careers might develop within a firm. “Junior lawyers need to know what opportunities exist and how to progress,” she said. “A clear, realistic career path helps them plan and stay motivated.”
Mentoring emerged as another central topic. Justine Watkinson described structured mentoring as beneficial for both junior and senior staff. “Mentoring benefits both juniors and seniors – it’s a two-way learning process,” she said, noting that it encourages knowledge sharing while helping more experienced lawyers build management skills.
Early responsibility was also highlighted as a practical way to build confidence. Lara Manley pointed to committees and project work as opportunities for junior staff to contribute ideas and practice leadership skills in a supportive environment. “Committees and projects allow us to develop leadership skills in a safe space,” she said.
Regular feedback was another area discussed. Worrell suggested feedback should be framed around development rather than criticism and delivered consistently rather than annually, with the panel agreeing that continuous conversations about performance are more effective than formal appraisals alone.
Recognition was also considered important. Nusrat Siddique said gestures can make a meaningful difference to confidence and engagement. “Small gestures like praising good ideas or showcasing achievements firm-wide encourage ambition and confidence,” she said.
When asked about the qualities future leaders will need, both the panel and the audience placed interpersonal and strategic skills above technical expertise. Client relationship management was ranked highest by respondents, with emotional intelligence and strategic thinking also strongly emphasised, while specialist legal knowledge was viewed as something that can be developed over time.
Technology formed a significant part of the conversation, particularly the impact of artificial intelligence. The panel broadly agreed AI should be treated as a tool to support, rather than replace, legal professionals. Manley described a firm initiative to explore potential AI solutions through a staff technology group, explaining: “We’ve created a tech task force to explore AI solutions and involve staff at all levels.”
Siddique highlighted the importance of digital literacy and awareness of risk. “Future leaders need digital fluency and training on AI risks, including data security,” she said. Worrell added that professional scepticism will remain essential: lawyers must be prepared to validate outputs and identify inaccuracies.
Although technology may streamline administrative work, speakers agreed that human skills – communication, judgement and empathy – will continue to define effective leadership and may become even more important as routine work is automated.
The discussion concluded with advice for aspiring leaders, encouraging junior lawyers to seek opportunities and take an active role in shaping their own careers. Corten encouraged younger professionals to contribute ideas within their firms, while Watkinson emphasised the importance of culture and values when choosing an employer.
Across the session, the panel returned to a central message: leadership development is no longer a long-term consideration reserved for future partners but an ongoing process that begins early in a legal career and requires deliberate support from firms.
The webinar formed part of Osprey Approach’s Build Better Habits series [3], which brings together legal professionals to share practical experiences and discuss operational challenges facing modern law firms. The full discussion, along with other sessions in the series, is available to view on demand via Osprey Approach. [3]