Blog

Despite it now having been stated judicially that lawyers need not be paragons of virtue, barristers are increasingly scrutinised by the BSB for what they say and do in some areas of their private lives.

How should general counsel approach decision making? Intuition or data-driven decisions? I would argue it’s actually a bit of both but, without the data, those decisions can be unstable.

The pressure to perform drives incredible careers and much success but does come with a cost at times. A global pandemic has added even more complexities into our personal and professional lives.

The chambers of the 17,000 or so practising barristers in England and Wales face, arguably, their greatest time of challenge and controversy since advocates first took up arms in the early 13th century.

As we go back to work, we will not – and should not – forget the lessons we learnt during lockdown. I really hope that we drive change as a result and create a positive legacy for our industry.

Until under-represented groups reach a critical mass (of 30%) in partnerships, boards and chambers, problems of sexism and exclusionary working practices in the legal profession will not be eradicated.

During times of business stress, marketing budgets are usually among the first cut because they are often viewed as non-essential. But spending on marketing is vital for steadying the ship when the storm passes.

This year has been a challenging one in many respects for women in the legal profession. Instead of celebrating the anniversary of the Equal Pay Act, enforcement of gender pay gap reporting was suspended.

The legal sector has historically resisted change, with the judicial system only gradually implementing technology to improve its efficiency. Its approach has changed in light of the Covid-19 outbreak.

You likely know the pearl of wisdom that it takes three weeks to make or break a habit. That rule was laid down in a random 1970s self-help book, but in reality, how many habits have you actually changed in just 21 days?