I am often told that times have changed – that young people don’t want to stay in jobs for long, or work too hard, or that work carries less importance. Some say younger generations don’t aspire to own businesses – or conversely, young people want to be handed the keys to the business now without having worked for it.
This kind of generalisation has always irritated me.
Of course everything in life changes. No culture, industry, social attitude, technology, organisation or job remains imperviously frozen in time. But what irks me is the suggestion that age is a defining – or even dominant – characteristic, particularly when it’s assumed that younger people lack motivation or stamina.
I was prompted to think about this recently, when I was asked how I have managed to sustain (so far) a 30 year career in the same law firm – Paris Smith. It was suggested to me that this will not happen in the generation below me (for context I am now 53). As I mention later, this may be true within the industry, but for different reasons than individual choice. I don’t think it will be true at Paris Smith.
The keys to career stamina are reinvention and a willingness to accept opportunity and responsibility. Fresh roles, responsibilities, challenges, surroundings and colleagues all bring something new and unique, even where the core part of being a lawyer stays the same. As they mature, lawyers in firms can also take part in various aspects of running the business. Legal careers will continue to offer great variety and personal development to those that choose law.
Using my own career to date as a brief example, I joined Paris Smith as a trainee in 1995, experiencing the law in litigation, property, company commercial and probate before settling on a career in family law. Within the first two years, I had the opportunity to help the firm with compliance and to gain Lexcel accreditation. A few years later I became head of the family department, with responsibilities for people, recruitment, finance, marketing and compliance. Divorce cases were teaching me much about people, businesses and finance, and I was drawn in to assisting the firm’s Managing Partner. On his retirement, I became the Finance Partner and seven years later, the Managing Partner. In the middle of all I had the chance, with others, to open and develop new offices in new locations. This journey took 27 years and I am still here as Managing Partner three years later.
Naturally there have been highs, lows and everything in between. It has been some ride so far. But here are the reasons why, in my view, Paris Smith has sustained my career and continues to attract and retain great people:
- The way we behave towards each other (my definition of culture) especially in the tough times. Respect, understanding and support are all key.
- Fantastic clients and a diverse and interesting mix of services and colleagues.
- Consistent opportunity to grow and develop, in my case well beyond my own concept of potential.
- Constant support, encouragement and example setting from seniors in the business.
- Trust, which overcomes doubts and insecurity and allows invention and progress – I owe my career to the belief others had in me.
- Forgiveness of mistakes.
- A focus on physical, mental and financial health.
- Evolution of the business itself, and a willingness to change and to move forward.
- Seeing the positive results of the firm, for our people, individual clients and more widely on the business and wider communities we serve. Successful businesses make a huge positive contribution to the welfare of the communities in which they are based and to the families of all those connected to the business and its activities. That has been true of Paris Smith over its 207 year history.
- Independence.
My last example is crucial to the next generation. Naturally, any individual can choose to stay in a business, provided the relationship remains the right one. It is clear to me that all our staff, regardless of age, are motivated to fulfil their potential, to grow, develop and succeed. Being a partner in an LLP, or a senior colleague, brings so many rewards – financial and otherwise.
For me, the issue is whether the ownership structure of the business will support their ambition.
I had the pleasure of meeting the applicants for our trainee solicitor position recently. I suggested to them that they should research firms beyond the websites and vision statements, that they should look to see what firms do in their communities, the relationships they foster, the organisations they support, the independent recognition they receive. I said they will be able to build up a picture of the firm’s true values, ensuring they join the right firm. I told them that if they choose Paris Smith, we would do everything in our power to provide a long-term future and career path, whatever their ambitions.
We can make these promises because of our independence. Paris Smith is funded by its partners. Those partners have the only and final say over what happens to the business. All colleagues live and work together in the same communities and the value that is generated stays in those communities. No decisions are made for the benefit of far away shareholders or to boost the revenue of an investment fund. When we make a promise, it is up to us to keep it.
We will be the right fit for many and long may that continue.