There are, simultaneously, opportunities for law firm CEOs, he told Lawyers Weekly, to redefine their positions within legal businesses and ensure that those entities can thrive in the looming “new normal”.

What are your plans for the firm in your new role as CEO?

It is still a little early to discuss specific plans, especially as we continue to navigate COVID-19. However, generally, I see my role as continuing to build on the best aspects of our culture, which include a commitment to outstanding client service and providing an excellent place to work where all of our people have opportunities to develop their careers and are able to bring their real selves to work. We also need to continue to focus on innovation as a way of continuing to work efficiently during the current remote working environment and beyond.

What do you see as being the biggest issues and challenges ahead, not just for your firm but other national law firms, at this critical juncture?

The current pandemic has on the one hand crystallised issues that have been facing the legal profession for many years, but on the other hand has provided a greater impetus and willingness for law firms to address them now.

These issues include how we work with our clients in a digital environment, how we use technology to improve service and drive efficient pricing models for our clients, and how we practically train the next generation of lawyers in an environment when much of the work lawyers traditionally “cut their teeth” on is being automated or lost to law firms. These issues are not new, but the impetus to resolve them now is one of the profession’s biggest challenges and opportunities.

In the age of coronavirus, how has the role of law firm CEO evolved and/or become more important?

VIEW ALL

I have effectively become CEO of a virtual law firm, with the vast majority of our people across three offices working remotely as a consequence of the pandemic. Leadership in these circumstances requires a strong sense of direction and adherence to common strategic goals, but also greater empathy and collaboration to ensure that the partnership and broader firm remain connected and cohesive so that we can continue to service our clients.

What are the major opportunities on the horizon for law firm CEOs such as yourself, and how best can you steer your firm in a successful direction?

The pandemic will have profound and lasting economic and social change. For instance, there will be a greater drive by organisations to adopt technology that allows their people to work flexibly and for them to more efficiently sell their services or products.

There are significant opportunities for law firms as both we and our clients adapt to these changes. I see my role as a CEO as listening to our people and our clients, understanding the opportunities provided by these changes, and then helping position the firm to take those opportunities.

What do CEOs need from their firms and partners in order to ensure that the business can thrive in the ‘new normal’?

A willingness to innovate and adapt is key to thriving in the “new normal”. One of Maddocks’ core values is innovation, and we continually strive to do things better. Innovation and continual improvement require partners and firms to embrace change.

If nothing else, the pandemic has shown law firms that embracing technology and finding new ways of servicing clients’ needs are achievable. A key for CEOs generally will be to take advantage and nurture this new-found willingness to explore opportunities in order to thrive.