Law firm management lessons from Wolf Hall

Wolf Hall, the BBC's television adaptation of Hilary Mantel's novels on the life of Thomas Cromwell, charts his rise through the court of King Henry VIII. The series is compelling viewing; the themes that run through it remain relevant to law firms today. You may well ask whether we can really draw management lessons from the candlelit lives of the Tudors. I think we can.

Cromwell was the new man in court. He was not just a professional, a lawyer, but also a man from a humble background. By sheer talent, he forced his way into the confidence of the king and became as important as the hereditary noblemen who had traditionally advised the monarch.

Historians credit Cromwell with being the creator of a rudimentary civil service. He saw that the running of the country needed a professional approach and provided that skill. Previously, the monarch was the product of the feudal system; power was exercised because of birth rather than talent.

So, why is Wolf Hall relevant to managing partners? One could argue that many law firms have a management structure very similar to the Tudor constitutional system. It would be pushing it to say that many firms are feudal (I hope), but contemporary law firm partners are similar to 16th century nobility in that they have a duty to run their firms because of their positions rather than their skills. Many partners who stepped up to take on management roles have done so in the knowledge that they were trained as lawyers, not managers. Not surprisingly, the results have been mixed.

Henry VIII needed a pragmatic problem solver. The Norfolks, Suffolks, Wiltshires and other landowners could not bring to court the skills that the king wanted and the country needed. Cromwell filled that role because he was an outsider with a different world view. He brought to the job wide experience as banker, lawyer, dealmaker and, possibly, mercenary.

As lawyers, we too have realised that we need to look beyond our professional colleagues to find the skills that we need to survive and prosper in the increasingly complex and demanding world of the law. We began by bringing in the specialists: IT, HR and finance. But, many more law firms have been looking to recruit talent that brings to the table genuine experience of running and growing businesses.

We need our Cromwells. We need the experience and skills that can only be provided by those trained in business rather than the law. We need the cool appraisal of outsiders who have worked in the world beyond the law.

But, working in a partnership of close-knit professionals brings risks. The final scene in Wolf Hall shows Cromwell embraced by Henry. The camera lingers on their two faces. We see in Cromwell's expression an understanding that, as his power has grown, so too has his dependence on the king. This theme is emphasised in the final pages of the novel as Cromwell considers the many enemies he has at court and wonders how long he will survive.

As a blacksmith's son, Cromwell was an outsider who brought new ideas and disciplines into an old-fashioned structure that feared change. Our new men and woman will inevitably upset partners by insisting that we change our ways. That will create resentment. The role of the managing partner is to manage these relationships and support senior staff.

Hilary Mantel has yet to publish the third volume on the life of Cromwell. We know that this will describe his downfall and death by order of the king. Cromwell went to the block because he failed the capricious Henry. He lost the king's support and his enemies were allowed to overwhelm him and attempt to restore the old order.

The talent we bring into our firms deserves our protection. Treat them well; don't cut off their heads.

Does your firm resemble the Tudor court?