Non-legal professionals | Importance of their roles
A substantial change in the legal profession during my career has been the growth in specialist non-legal roles within law firms, and a recognition of the valuable contribution that these professionals make.
I have never been a believer in formality.
Often, I am staggered by the lengths people go to, in order to separate themselves from others. This manifests in many ways: manners, mode of dress, choice of food, club rules, levels of sophistication, and financial limits to name a few.
Making these choices may serve to bind groups of like-minded people together, but they are also divisive.
False barriers, particularly in the workplace, are the enemy of success. Rigidly enforced deference to seniority or role actively prohibits ideas, performance, communication and co-operation. How people feel about their colleagues of all types, and the environment in which they work, has a huge effect on performance. For me, hierarchy does not work.
When I started working in Paris Smith almost 30 years ago, I was pleasantly surprised at the relative lack of formality. I was fortunate to join a firm where, even then, everyone mucked in together from the senior partner to the trainees. Even so, in hindsight, there were certainly two clear groups of colleagues: lawyers on one side and the other, literally everyone else.
Much has changed since then – and for the better.
In small organisations, a limited number of people have to cover all the roles. This can lead to a lack of expertise in some functions, which could well encourage a feeling of not being “expert.” Lawyers have a perception advantage. Even in small firms, they have clear legal training and roles, regardless of the type of legal services provided. In small firms, the people supporting lawyers might be doing multiple roles and juggling figures, files, people, premises or the regulator.
Over the years, the industry has changed. Paris Smith itself has been fortunate to grow significantly, covering a client base throughout the Central South and beyond, from national corporates and owner managed businesses to private clients of every description.
This change in scale has allowed specialisation for everyone, lawyers and non-lawyers, all with vital roles to play. Yes: we are a law firm, but we deliver so much more.
The importance of specialist people is clear in diverse areas such as finance, HR, technology, compliance, marketing and business development. Many law firms of scale have director level positions, and some firms have taken advantage of the ability to promote non-lawyers to equity. There are firms where the traditional managing partner role is carried by a non-lawyer CEO. There are firms operating in a corporate model with diverse share ownership, regardless of role.
We understand better now that we are all operating a business. Some of us generate income by providing legal and other services. Others facilitate the provision of those services, or enable the continuation of the business within the legal and regulatory frameworks. Every role relies on the others.
For me, the important thing is that we all give of our best, for a common cause. If we deliver excellence in all we do, our people, our customers and our region benefit. Regardless of role, we are bound together by our values – the Paris Smith SPIRIT values – of Service, Professionalism, Integrity, Respect, Innovation and Trust.
Long may that continue.
