Culture over credentials: Why team fit matters more than technical skills in law departments

In the same episode, she emphasised that in today’s challenging corporate environment, the qualities that define the best in-house legal leaders go far beyond legal expertise, with kindness emerging as the most essential trait.

Nahum explained that this philosophy is embedded in every hiring decision, ensuring each person she brings on board aligns genuinely with the team’s culture and values.

“I’m very careful when I choose people to join the team. I’m very mindful that I want people to be a good cultural fit. It’s important they’re not just buzzwords,” she said.

While technical requirements remain important, Nahum stressed that by the time candidates reach her, she is confident they already meet the technical baseline, allowing her to focus on selecting from a pool of individuals who are not only skilled but also bring the right experience.

“By the time CVs come to me. I’m comfortable that the base requirements of the technical skills have been met. So I’m always choosing from a cohort of people who are technically skilled and have good experience,” she said.

By adopting this mindset, Nahum explained that she can identify and hire candidates who possess qualities far harder to teach than technical skills – traits like humility, authenticity, and respect.

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“So when I interview, I take the view that the technical skills are a given or can be learned, and it’s really about finding the people with the right mindset,” she said.

“The people who show up, who are themselves, who are humble, who are authentic, who demonstrate respect, who want to work hard and work well together.”

While prioritising these qualities yields long-term benefits, Nahum acknowledged that placing culture over credentials comes with its challenges, noting that her careful, deliberate approach can sometimes slow the hiring process.

“So I’m careful in how I put the team together. It has meant that over periods, things have taken longer in terms of recruitment, but we’ve always managed to get it right so far,” she said.

Beyond recruitment, Nahum extends this philosophy to team structure and management, adopting an inclusive, egalitarian approach rather than the traditionally hierarchical model of legal workplaces.

“But in terms of how you build the team and how you incorporate people who might not be there on a permanent basis, I don’t differentiate,” she said.

“So as much as I can, everyone on the team, regardless of their job grade or their tenure or the basis of their time with us, everyone is equal.

“Obviously, organisations have many levels, but to the extent that we can treat each other as if the structure is flat, that’s how I like to run things. I try to make sure that everyone feels that they have a place, that they have a voice, and that’s irrespective of their position in the organisation.”