Successful professional people are notoriously reluctant to take on the mantle of leadership. Increasingly, there are excellent reasons why they should, say Professor Laura Empson and David Morley

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Traditional leadership models suggest people hanker for a hero in time of crisis. That’s an unfamiliar and uncomfortable role for law firm leaders say Professor Laura Empson and David Morley

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Talking to leaders over the last few months, it’s striking how acting like a leader has meant adapting their style as this crisis has rolled on. A more approachable, informal and open approach that connects more personally with their people has become key.

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Lateral hiring needs an upgrade for the post-Covid era.

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The issue no law firm leader wants to address right now is whether partner ranks need to be thinned. Polite conversations continue while everyone studiously avoids the issue everyone knows needs to be discussed.

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Law firms around the world are being forced to contemplate something a good many have never had to face before, even during the 2008/09 financial crisis – letting partners and staff go at scale.

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The emergence from the current crisis is certain to lead to a dramatically-changed environment. The law firms with the nerve and balance sheets to think ahead will be those surviving and then rapidly thriving.

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What lessons can we learn from the 2008/09 financial crisis to help law firm leaders manage the escalating disruption of the coronavirus outbreak ravaging populations and crippling economies?

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