Management
Different generations — why equity, diversity and inclusion matters for your firm's future
Taking time to understand and nurture the legal sector’s multigenerational workforce will benefit firms as well as their employees.
Great Expectations — Five steps to managing legal client work in a realistic and achievable way
"We have all had those clients – the ones who are on the phone each day (or even several times a day) for an update, demanding you move mountains to achieve their goal"
Solicitors at Breaking Point — How the Scottish legal profession is responding to a mental health crisis
Nearly two in three people working in Scotland’s legal profession have experienced mental health challenges in recent years - Kanika Phillip investigates the response.
April's list of partner promotions and new hires as Scotland enjoys flurry of success
It has been a bumper month for people on the move – let’s look at the latest promotions, appointments and career changes across the Scottish legal sector.
Thelma and Louise, risk management and 9 reasons you should put the 'super' into supervision
Matthew Thomson and Anna Forsyth from Lockton discuss supervision from a risk management perspective.
This is how to design inclusive legal offices for invisible disabilities
Rachel Houghton of Business Moves Group discusses how law firms can support neurodiverse individuals, and the benefits of creating a more inclusive workplace.
Meet Bilaal Shabbir
Ahsan Mustafa interviewed Bilaal and explored the path taken by a solicitor from a large international firm to Parliament House, and what he learned in practice that has helped him at the bar.
A tale of two debtors
Why are individuals reaching for help when businesses are suffering in silence?
Attracting and retaining talent
When Lynne Macfarlane joined DWF’s insurance team in Scotland in October 2019, she was full of ambition to network with colleagues, build client relationships, and contribute her expertise as a solicitor advocate. However, just five months later the world shifted with the first COVID-19 lockdown.
A grown-up approach
We speak to Glen Gilson – chairman and managing partner of Gilson Gray – about the firm’s UK-wide growth and how realism is at the heart of its work culture.
Lockton - late court settlements
Lockton share its latest article on the topic of managing risks in eleventh-hour settlements.
Collaboration and career readiness
What impact do legal professionals have on law students as they embark on their careers?
Presenteeism vs corporate real estate
While more companies are increasing the number of required office days or even monitoring employee work locations, some law firms are downsizing their corporate office space.
Reverse mentoring raises retention
A concept created in the 1990s that is still used today, with data showing a 30% increase in staff fulfilment when these practices are adopted.
Managing partner, managing relationships
We meet Brodies’ new managing partner Stephen Goldie to find out the skills and experiences that are needed to lead a £100m+ law firm.
Team dynamic impacts risk management
Did you know a firm’s culture can determine how it responds to claims, complaints, and problems? Trust at team level is crucial.
ARCHIVE: Facing the lean years
In a post-Covid world and existing in the latest cost of living crisis, let’s revisit advice following the recession — with tips on how to navigate challenges and make it out the other side.
ARCHIVE: Stories from the other side of the desk
Do former lawyers make successful business owners? It appears that the last 10 years have shown just that, with more solicitors leaving the world of law behind to run their own non-law-related companies.
ARCHIVE: Social media is here to stay…
13 years on and with new platforms in play, plus more flexible working, the need for a social media policy is still just as important.
How do existing leaders successfully navigate a merger?
Morton Fraser and MacRoberts have merged. We speak to the CEOs, Chris Harte and Neil Kennedy, to find out how they've worked together after years of independent leadership.