Legal director at Pinsent Masons
What I like best about my role
'Doing challenging interesting work and at a senior level. Here, there is a good attitude and support and this way of working has become far more acceptable over the past eight years.'
Context and background
As a legal director with Pinsent Masons, one of the biggest national law firms, Jane is 18 years PQE and a commercial property specialist and legal director. Pinsent Masons introduced the legal director role three years ago, as an alternative career path to partnership. Legal directors attend partners meetings and take an active role in the management and development of the business.
Shifting attitudes: flexible working is a business issue
Jane opted to work flexibly following the birth of her third child in 2002. At that point she worked for a different law firm, and the first flexible working legislation had been introduced.
'Asking for flexible working was not really acceptable then, so my request was greeted with a sharp intake of breath.' At that point, a three day week was not considered possible but four days was agreed to. Jane started working flexibly when no firms offered either the technical capability or possibility to work flexibly, including from home.
Four years ago, Jane was recruited back to Pinsent Masons (where she had originally worked). Since then, much has changed and it is much more acceptable to ask for flexible working. However, Jane reflects that being a senior professional will always bring more autonomy to work flexibly, acknowledging that this may not be the case for more junior lawyers, 'however there are many more women working flexibly now, others here have very flexible arrangements.'
Practicalities and challenges of working flexibly
Jane currently works four days and whatever else her role requires, which can include weekends where matters arise. 'When I am in the office, I am extremely focused on what I have to do - although I work normal office hours, I am flexible and do whatever I need to do to which may include working weekends at times.' With a family, evenings are busy, so I come in early. 'Having time boundaries as a lawyer is a key challenge, as well as proving your commitment. As lawyers, we are innately conscientious, so it is hard if you are very busy and have to leave the office. It can make you feel like a slacker, even though I know I will pick up my work again in the evening or come in really early.'
What would you advise other people consider working flexibly?
'The main thing is to be open about your working practices with clients - so that you can effectively manage their expectations. My clients know that I am not in the office on Fridays but will be if needed. The other key factor is highly focused time management. Having time boundaries actually makes you more efficient and focused, other colleagues have commented on me being 'incredibly efficient'. This is because as a lawyer working flexibly, you are very driven and committed to be very organised, flexible and highly effective in your role.'
Alternative roles to the partner track for senior lawyers
Through introducing this role, Pinsent Masons have responded to the fact that not all of their top lawyers want to pursue the partnership track (and accompanying life choices. This role was developed in recognition of the fact that not all of the best lawyers aspire to partnership but do want challenging work and to achieve professional excellence. This initiative has proved an effective measure and is reducing /stopping the 'talent drain' of senior associates. Jane was in the first tier to be made up to legal director, three years ago at Pinsent Masons.
'Law firms have woken up to the need to keep people - they are addressing this as significant business issue, not as an HR or diversity issue. This is important.' At the same time, she acknowledges that 'we are still in a transition - there are still people who may see you as less committed, if you work flexibly. But year on year that view is being diluted.'
Today Jane takes part in partner meetings and plays an active role in the management of the business. 'I made clear decision not to go for partnership - I made an active choice away from unpredictable hours.'
Conclusions
The value and importance of Jane's current role lies in professional recognition of her considerable specialist legal experience and expertise. 'The good thing for me, is that previously being the oldest senior associate, there are assumptions that there must be something wrong if you are not made up to partner (despite being asked). To be made legal director was liberating. It was clear acknowledgement and recognition by the firm of your experience and skill, without moving into a partnership role. It has given me management responsibility - I am involved in the business of the firm, as well as being a fee earner. Working flexibly as legal director provides me with great balance and a good perspective of the business as a whole.'