The legal world is dynamic and ever evolving. From the rise of legal tech and AI tools to the entry of foreign law firms and shifting client expectations, today’s legal professionals operate in an environment of unprecedented complexity. In such as landscape, two areas become crystal clear: (1) continuous learning is not a luxury - but a necessity; and (2) the role of our leaders in enabling constant learning and development is critical.
Early in my career as a practising lawyer, my focus was clear: master the fundamentals: which included drafting, negotiation, research and client management. Learning was largely informal and professional development often meant sitting through CLEs and waiting for the next client email or call to sneak out!
But a decade ago, when I moved away from practice to establish the Learning & Development (L&D) function at our firm, I noticed something: the lawyers who truly thrived and succeeded weren’t always the ones with most technical skills, they were the ones who were most adaptable and agile. They embraced new tools, stayed attuned to business trends, delivered commercially sound legal solutions and leaned into lifelong learning with humility and intent. That shift in perspective changed how we approached learning at the firm. Learning had to be intentional, relevant, energising and future focused. And for that shift to take root, it needed strong advocacy and participation from the top.
Senior professionals have two essential responsibilities when it came to L&D: first, to invest in their own growth; and second, to actively mentor and develop their teams. Both require a significant investment of their precious time, that could otherwise be spent on billable work. But in a rapidly changing world, even the most experienced minds need new tools, fresh perspective, and renewed thinking to stay ahead.
Leaders who commit to learning and development, both for themselves and their teams, create a powerful ripple effect. They:
- Break the myth that seniority equates to omniscience, showing that even the most experienced minds have more to learn
- Foster intellectual curiosity, encouraging questioning, researching and critical thinking
- Build psychological safety, where feedback is welcomed and reflection drives individual and team growth
- Attract and retain talent, especially those seeking meaning, mentorship and growth beyond compensation
- Demonstrate a forward-thinking mindset, setting the tone for a learning-led culture
- Prepare the entire firm to navigate and embrace change and innovation rather than resist it
Yes, billable hours will always be a priority. But the time leaders invest in their own growth and in empowering their teams is far more valuable than any short-term cost. The ripple effect of a learning-oriented leader fuels a culture of excellence, adaptability and innovation, ultimately building a legal powerhouse ready for what lies ahead.
