From one chief executive to another

The Law Society of England and Wales,
the representative body for solicitors, has a new chief executive. Although Paul Coen is minding the fort until she arrives, 2015 will see Catherine Dixon take the helm. Dixon has an impressive CV. Yet, under her leadership, what direction will the Law Society take?

Des Hudson was a high-profile leader and a newsworthy figure, and there’s no doubt that the role of chief executive of the Law Society is a challenging one. Leading an organisation with such a powerful heritage, and subject to a great deal of scrutiny, is a significant task.

If I were to offer advice to the new chief it would be that the society’s best assets are its members; all 150,000 solicitors, who are knowledgeable and,
in many cases, ready to face the challenges ahead.

Inevitably, legal media coverage of the society focuses on its leadership. What the president or the CEO does and says is news. But I’m afraid such coverage has been missing the point. The Law Society’s success does not ultimately depend on the capability of its CEO, but on the strengths and commitment of its most forward-looking members.

Adaptable attitude

Similarly, QualitySolicitors will succeed or fail on the strength
of its partner firms. Our future
is in their capable hands. That is why I have confidence that our network will continue to grow and that our member firms will survive the remorseless change
in the way professional services, including legal advice and support, are regulated, marketed and delivered.

When I meet partners in
our member firms, collectively
at conferences, or individually
when I visit them at their premises, I am always impressed. Impressed, but not surprised, by their professional expertise, their commitment
to the rule of law, their deep technical understanding of the complex map of legislation and common law, and the practicalities of navigating
it on behalf of their clients.

I am also impressed by their readiness to adapt, to change
to match the changing expectations of clients, to
find more efficient ways of managing their back-office functions, to win new business.

I’ve heard some eloquently express dissatisfaction with aspects of the way legal services have changed. Some support campaigns to avoid what they see as the most damaging aspects. But every one of them is committed to making their firms, their businesses, fit for change. They are exerting an influence on the destiny of their firms and the future of legal services.

They have ideas to test and share with fellow network members, ways of improving
the service they provide to clients in order to draw more potential clients through their doors, and present their advice and support in more persuasive and accessible ways. For the benefit of sowing your good ideas among a group of peers,
is that you can harvest some different great ideas in return.

Building tools

My role as CEO is to support these experts, these forward-looking leaders, and to provide them with the tools to build their practices, adapt to today’s changes and anticipate and prepare for tomorrow’s. Above all, my role is to further empower them so they are able to focus their energies and expertise
on the needs and convenience of clients.

And that is the same task for the new CEO of the Law Society: to energise and support those members who are prepared to confront, meet and overcome
the challenges imposed by a changing society, a changing legal landscape and the changing expectations
of clients.

Among those 150,000 members are many highly talented lawyers and, given the chance, potential future leaders of the legal sector. It is time to unlock that talent and leadership and let it flourish. Good luck,
Ms Dixon. SJ

Eddie Ross is chief executive of QualitySolicitors 

Copyright & permissions