In the post-pandemic environment, flexible and remote working has not only become mainstream but also culturally expected, if not demanded. For many of those junior practitioners, the argument (which is not unreasonable) is that they performed their roles from home satisfactorily, and therefore, why should they be required to come into the office more now? Especially at a time when inflation and the cost of living remains much higher than desired.

In late 2022, Lawyers Weekly spoke with numerous BigLaw partners about their fears that “water cooler” learning and development (that is, incidental conversations with colleagues from which one can glean professional lessons not necessarily covered in continuing professional development (CPD) sessions). At that time, there was widespread concern that flexible working arrangements would come with a cost.

A year later, those same partners again reflected on the state of affairs – on that occasion, there was increased optimism that next-gen lawyers were finding new and more creative ways to learn and develop as practitioners.

Now, with 2025 approaching the halfway mark and a new financial year mere weeks away, the legal profession is at somewhat of an inflection point: whereby debate rages about whether AI is the new junior lawyer, those emerging practitioners are “crying out” for better leadership development, and – perhaps most significantly – whereby one’s mindset, enthusiasm, and adaptability are seen as the most essential traits that emerging leaders in law can possess.

To that end: is “water cooler” learning and development dying? Is it more important than ever? Or should our attention be focused elsewhere, when it comes to ensuring the profession’s future leaders are ready to take the reins?

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Authentic, human engagement

Carla Giles, principal solicitor at The Family Law Co, believes that “water cooler” learning and development is “definitely not” dead, or even headed in that direction.

“Humans are social, relationship-oriented creatures – we have a basic primal need for belonging and perform best in environments where we feel a sense of connectedness, belonging, mutual empowerment, and loyalty,” she said.

“With this in mind, the importance of these seemingly minor, spontaneous interactions cannot be overlooked – these are the moments in which commonalities are shared, and the teams’ culture and connections are built.”

For junior solicitors, Giles suggested, these moments capture an opportunity to engage with colleagues in an authentic, human way.

“From a management perspective, it’s the small conversations each day from which the most valuable insights emerge. These unscripted moments allow leaders to get an authentic snap-shot about the dynamics of a team and how the culture is playing out, in real-time,” she said.

To this end, Giles continued, “one-on-one catch-ups are more important than ever” – particularly given how many younger lawyers are leaving the profession.

When asked why such meetings are so important, she responded: “More than ever, lawyers are entering the profession seeking something bigger than a paycheque – a sense of purpose, belonging, and an opportunity to make a contribution to their community/society.”

In this sense, she said, “one-on-one catch-ups provide an opportunity for managers to demonstrate a more human-centred approach – learning more about what drives each individual member of a team and demonstrating that staff are valued as individuals, beyond their financial KPIs”.

“For staff, these one-on-one catch-ups provide opportunities to have input into the firms’ decision making and processes, fostering a sense of agency in respect to their career and a sense of connectedness with the workplace – both of which are drivers of resilience and performance,” she said.

Training that is fit for purpose

Shaun Temby, the partner-in-charge of Maddocks’ Sydney office, said that his firm recognises that times have changed and that more traditional approaches to training lawyers “may no longer be completely fit for purpose”.

“Firstly, because you cannot guarantee that those water cooler moments will still happen without planning or forethought,” he said.

“Secondly, because technology is reshaping how we practise, and it may be that senior lawyers are not always the best trainers for new approaches or technology.”

Maddocks is looking to address that challenge, Temby outlined, through initiatives such as undertaking an extensive AI training program, “which is designed to equip our people with cutting-edge skills and knowledge, ensuring they stay at the forefront of legal technological advancements”.

However, he added, the BigLaw firm continues to believe that there continues to be a place for face-to-face learning and coaching from partners and senior lawyers.

“In our experience, this personalised approach is an invaluable component of effective training. It allows for real-time feedback and mentorship, fostering a deeper understanding of complex legal concepts and the basics of excellent legal practice and the ‘business of law’,” he said.

“To maximise the benefits of our learning programs, we employ a blended learning approach of traditional ‘on-the-job’ training complemented by formal programs. This approach ensures that training is conducted both virtually and directly, combining the flexibility of online learning with the richness of in-person interactions.

“By integrating these methods, we provide a comprehensive learning experience that caters to different learning preferences and more flexible work schedules.”

Being deliberate in your leadership

For Marshalls+Dent+Wilmoth Lawyers principal Marco Angele, the many discussions about the loss of “water cooler” moments in today’s hybrid, tech-driven legal world have been beneficial. “I think we’re in danger of romanticising them a bit too much,” he said.

“The real issue isn’t whether lawyers are having chats in hallways,” he added. Instead, he said, it is “whether junior lawyers are actually being included in meaningful ways as they learn the ropes”.

“Tools like legal tech and AI are great for making processes faster and information more accessible, but they can’t teach you how to read a room, build trust with a client, or stay calm when things go sideways,” Angele said.

“Those are skills you pick up by watching (and assisting) more experienced lawyers in action – not just by reading precedents or working through automated workflows.”

If the legal profession is not making space “for that kind of hands-on exposure (whether in person, online or somewhere in between), it’ll slowly disappear”, he warned.

“It’s not about clinging to the past, but about being more deliberate in how we pass on what it really means to be a good lawyer.”