Legal Village

Finding the right balance on work-life issues

Posted 24/04/2007 by Sunil Gadhia

Some perspective needs to be applied to the ongoing debate over work-life balance.

There is clearly a balance to be struck but it has several dimensions. First, the balance between work and play. This is very important. Lawyers do, from time to time, have to work very long hours. But long hours on a regular basis or over a prolonged period of time are not in the interests of the individual, the firm or the client.

Some firms, regardless of what they say, drive their people extremely hard. What is needed is some honesty. Firms should be prepared to say ‘what it means to work here’. At Stephenson Harwood we make it very clear that when there is a client need, long hours by partners and associates will be necessary to get the job done – but we also expect and want you to have a life.

Next, there is a balance to be struck between reward and effort. Lawyers in City firms tend to be ambitious people who like acting for quality clients and are very well paid for it. Indeed, many lawyers relish the pressured, results-driven environment they have chosen to work in. But it is a question of degree.

Then there is the balance to be struck between the short term and the long term. In the short term, it may pay to maximise billable hours from associates. In the long term, however, they will leave if this is not balanced with proper supervision, training and development. In the short term, the latitude available to law firms to significantly reduce the work loads of their staff is extremely limited, especially in the current market. In the long term, however, these pressures are unsustainable.

There is also a balance to be struck between what associates contribute and what partners contribute. On this, there is nothing more demoralising for an associate than watching your partner trot off home as you contemplate another stint into the small hours. In short, partners should lead by example.

Finally, there is the balance to be struck between client needs and individual pressures. Some of the recent debate has accused clients of making unreasonable demands of their private practice lawyers. But this criticism is misguided. Clients pay top dollar and they are entitled to expect fast turnover times and a top-notch service.

None of this is to say, however, that within these confines, law firms cannot improve the working lives of their staff. But this is as much about the quality of development, management and supervision that associates receive as it is about the hours that they work.

In my experience, there are some partners with whom associates work long hours and enjoy doing so because the partners are excellent at developing, engaging and motivating them. There are some partners, however, who are not so good at this.

Perhaps, therefore, when it comes to this whole debate, it's as much about developing and changing the behaviour and expectations of partners as anything else.