University of NSW legal experts Felicity Bell and Vishwa Shah outline strategies to ensure better supervision of junior lawyers, noting that when it is done well it helps develop confident practitioners, mitigates risks for firms and strengthens professional standards in increasingly complex workplaces.
In our Q&A, CU Health founder Dr Patrick Aouad explains how law firms and their employees can benefit from the latest digital health and wellbeing services.
About this post: Workplace and people-strategy expert Leonie Green outlines several critical areas of focus for leaders in 2026 as they respond to the pressures of work overload, regulatory expectations, psychosocial risks and the rise of AI.
About this post: Insert brief description of article or series of podcasts About this post Law firm consultant Joel Barolsky outlines the two broad growth pathways for emerging leaders in law firms, and he explains why consensus among key stakeholders on such decisions is essential.
About this post: Talent management and leadership development expert Daljit Singh provides key steps for law firms to take as they seek to promote critical thinking at a time when the rise of AI is compromising that skill, especially in the junior-lawyer ranks.
About this post: North American legal sector analyst Jordan Furlong calls on lawyers to treat AI as a career-changing opportunity to do work and career tasks that they really want to do, rather than seeing the new technology as a career or business threat.
About this post: In our Q&A, Gilchrist Connell CEO Belinda Cohen – who was the firm’s Chief People Officer before taking on her current role – outlines strategies for better people management in law firms, and she explains why intellectual discussions are so critical to business success.
In our Q&A series, we're speaking to Belinda Cohen, the CEO of Gilchrist Connell and an executive with great experience in people management roles. In this interview, Belinda shares her strategies for getting the most out of legal practice teams and she explains how intellectual conversations can be the kickstarter for success in firms.
To ensure that employees of law firms are prepared mentally and practically for an era in which artificial intelligence will come to the fore, law firm leaders need to foster a culture and activities that help them learn and adapt, writes Daljit Singh.
In the post-pandemic world, law firms that can’t maintain or build trust with employees and clients can expect an exodus that will shake the foundations of their businesses, writes Trish Carroll.
Survey highlights cybersecurity training gap
Dogmatic rather than pragmatic leadership will prevent law firms from adjusting to the changing circumstances in the legal market, but incorporating more reflective time into day-to-day operations can make a difference, writes Keegan Luiters.
