Robust self analysis the key to change

Four years on, Douglas Mill is amazed how rapidly time has passed. “The four years seem like the equivalent of 18 months. On the other hand, it feels like I haven’t been in private practice for ten years.”

Insisting that knowing what he now knows about the job, he would still have no hesitation in taking on the challenge, he suggests that “a thick skin, broad shoulders, a safe pair of hands, and knees that don’t jerk” are essential attributes.

Central to his four years driving change has been a commitment to an honest appraisal of how the Society can improve and a desire to be as self-critical and self-analytical as possible; fundamental to this is input and constructive criticism from the profession. “The phenomenal rate of change the profession is undergoing means that getting better is incremental.  We always hear of “disgruntled” members, well our aim is to make them “gruntled”. We have no master plan to achieve this, but it’s only by members giving us feedback that we can keep changing for the better. When we explain to practitioners what we are doing and why, we generally find they are understanding of what we are trying to achieve.”

Integral to this process of outward change at the Society has been the fostering of a team structure internally, evidenced in the award of Investors in People status. “Achieving IIP from a standing start required a great act of faith on the part of the staff. IIP has helped imbue an open managerial culture within Drumsheugh Gardens and ensure that every person here has a plan for their personal and career development.”

Significant too in injecting the Society with fresh impetus was the 50th anniversary conference in 1999, after which Mill detected a new confidence and focus as to the Society’s important role. “Both as a symbol and promotion of the Society and the Scottish legal system as a whole, the conference was pivotal. It was also significant in the development of Update in showing the quality of events they could provide. All credit to Iona Ritchie and her team, they have made great strides in providing the profession with a high standard of continuing education.”

Mill is also quick to identify further areas of significant achievement. A pro-active media relations office ensures the Society is no longer the “soft target” it used to be for a press traditionally hostile to all things to do with lawyers. The Society’s publications, brochures and fast developing website reflect a more professional, image conscious organisation and a transparent and open tendering process for all services contracted out by the Society helps achieve value for money and high standards.

Steering the Society from the widely held perception of an Edinburgh–centric, establishment body has also been focal to Paisley born and bred Mill’s approach, evident in the recent choice of conference venues and his personal willingness to get out to local faculty meetings and listen to members’ opinions. “There were some elements in the profession who saw us as The Law Society of Edinburgh, not Scotland., but these visits have helped to rectify that and have proved invaluable to sound out members. It’s vital that we close any gap between the Society and its members and that means we have to keep communicating.”  His open door/ direct line approach is testimony to a personal commitment to “unveil the mystique” of the Society.

Any gulf that may have existed between the Society’s Executive and Council has been eliminated, argues the Chief Executive. The greater synergy between the two and reducing the notion of a civil service/politicians split has helped create an environment whereby a greater process of commercialisation has been allowed to flourish. “It’s been great credit to Council and in particular Alastair Thornton and James Ness as well as our Director of Administration George Samson that we have been able to offer members discounts on Microsoft products and computer hardware. It would be no exaggeration to say there has been a regeneration and reinvention of Council. There’s no doubt that the pressure on the time of Council members has never been more acute.”

He is also keenly aware that the Society’s need to communicate goes beyond the profession, citing initiatives such as the Society’s schools debating competition as an example of reaching out and recognising that the profession and, by logical extension, the Society has a role to play in the country as a whole.

“The Society has shown itself to be equipped to respond to the demands of the Scottish Parliament and a source of reliable and respected opinions. However, we recognise there is still further to go in developing the significant role we should be playing in Scottish civic life.”

Mill is also determined to tackle issues like the so-called glass ceiling and any race discrimination that might tarnish the profession.

“The keynote to everything we are doing is that we must try and do better, break moulds and constantly re-examine the reasons for doing things the way we’ve always done them. When you open-up inevitably you expose yourself to more criticism, but I cannot emphasise enough that I want members to let us know what they think.”

Asked to select his priorities for the future, the need to “keep communicating” remains paramount. A new statutory framework is also a priority. “The 1980 Act is a generation out of date”.

Maintaining the momentum of the Society’s programme of commercialisation is also critical, leading “perhaps, in due course, to membership which is cost neutral”. He’s also determined the Society should “reach the parts of the profession we don’t currently reach”, both geographically, and reflecting his desire for “big firms to utilise us more than they do”.

In essence, his message is optimistic and forward-looking. “We need to do more trumpet blowing. The actuality of the Society is better than its image with the profession, public and politicians. To keep improving we need to be robustly self analytical. We invite informed criticism from solicitors. There’s no doubt the profession needs a strong membership body to look to the needs of all the different sectors”.

The dynamic of change is what keeps him fresh and he is adamant he’ll know when it is time to vacate the post and pass the mantle to generate new impetus. His vigour for the challenges ahead suggests that time is far from imminent.