As Helen Hamilton-Shaw celebrates her first anniversary as Chief Executive of LawNet, she reflects on a career spanning more than two decades within one of the legal sector’s most respected membership organisations. In that time, she has watched the profession navigate economic uncertainty, shifting client expectations, cultural change and now, perhaps the biggest transformation yet: the rapid evolution of technology and AI.
But while the tools and challenges may change, Helen believes the firms that succeed are often defined by something far more human.
She says:
“Law firms are people businesses. Technology matters hugely, but ultimately it’s about culture, relationships, communication and creating environments where people can thrive.”
In this edition of our Leaders in Legal series, Helen discusses leadership, culture, technology, and the importance of collaboration in helping law firms adapt to change.
Tell us a bit about you and your background….
Unlike many modern careers that span multiple employers and industries, my professional journey has largely unfolded within LawNet itself. I’ve been there for over 22 years, which is probably quite unusual nowadays. I started in a marketing role and gradually moved through different areas of the organisation, supported by a culture that encouraged learning and development. LawNet has always been hugely supportive of people following the things they’re interested in. That learning culture runs through everything we do.
I developed a passion for leadership and strategy, which led to undertaking qualifications at Warwick Business School before later completing an MBA at Aston University - these experiences have definitely helped shape my approach to leadership.
What I loved most about my time studying was being exposed to different industries, different ideas and different ways of thinking - you learn so much when you step outside your own world and that curiosity remains central to how I now lead LawNet today.
LawNet works with some really progressive and ambitious law firms. What are the biggest challenges firms are facing right now?
Having spent recent weeks travelling around the country meeting LawNet member firms, there have definitely been several themes that consistently dominate conversations.
People, technology and compliance tend to be the topics that are up for discussion at every meeting.
Post-COVID shifts in attitudes towards work and work-life balance continue to reshape recruitment and retention challenges for firms. I don’t think it’s just generational anymore; the world has changed. Firms are trying to create environments where people can perform at their best whilst balancing very different expectations around work and life.
Alongside this sits the relentless pace of technological change - particularly around AI. AI comes up in almost every conversation, but it’s not just about the technology itself. It’s about the impact on people, on pricing models, on client expectations and on the delivery of legal services.
At our AI-focused conference a couple of years ago, our main objective was simply to get people comfortable enough to have a go, because the firms that do nothing are probably the ones most at risk.
I believe the legal sector must avoid viewing technology purely as a technical issue. Adopting new technology is fundamentally a people and change management challenge. The firms that succeed will be the ones that can drive adoption and bring people with them.
You’ve worked with and supported a huge number of law firm leaders over the years. From your MBA and 20+ years at LawNet, what makes a great law firm leader?
One of the most powerful leadership models I came across was adaptive leadership - it moves away from the idea that leaders must have all the answers.
Effective leadership today is about creating environments where teams feel empowered to contribute ideas, challenge thinking and work collectively. Leaders should be “on the balcony, not on the dancefloor” – distancing themselves from the day-to-day enough to see the bigger picture, but very much being a part of the party too!
I believe the strongest firms are those where leadership is shared across the business rather than concentrated in one individual.
Additionally, the firms that really stand out have clarity of purpose, a strong culture and people who are all pulling in the same direction.
Women now hold more senior positions in law firms than ever before, but there is still progress to be made. What changes have you seen during your career, and what more needs to happen?
The legal profession has changed significantly during my career, particularly around female representation in senior positions. When I first started attending networking events, there were very few women in the room, but that has definitely changed.
Whilst it is great to see more women holding senior positions, I think it’s important that we don’t create a divide. Ultimately, leadership should be about creating opportunities for everyone to be the best they can be.
What advice would you give to anyone aspiring towards leadership roles within law firms?
I would say that your journey into leadership should centre around curiosity, confidence and building strong support networks.
Having a curious mind is key for leadership – you must be open to exploring new ideas, questioning the status quo and striving for constant improvement.
Building a supportive network around you is really useful, and learning from others outside of your organisation brings added value. We are proud of the buddy system we have formulated at LawNet – where we help match up new managing partners with those who have more experience and knowledge to impart. It works brilliantly!
When speaking to law firm managing partners during part of my dissertation research, one of the skills that they wished more senior people had was commerciality around the firm. Being an excellent lawyer and manager of people is a given, but having that wider knowledge about how a legal firm runs, all the moving parts, and the profitability helps you gain the edge. If you are fee-earning now, I would recommend trying to get into the nooks and crannies of your firm more and gain an understanding of other departments and the support functions.
I would also encourage people not to feel pressured to emulate previous leaders. You have to lead in a way that feels authentic to you. Otherwise, it becomes exhausting trying to be somebody else.
Finally, don’t wait until you feel completely ready. I think everybody experiences imposter syndrome at some point. If the opportunity to step forward in your career comes along, go for it!
Technology and innovation continue to dominate conversations in legal. From your perspective, where are firms currently investing their time and energy?
AI is definitely dominating the headlines, but lots of firms are equally excited by the quieter, practical innovations happening through investing in technology.
There is a growing investment in automation, data analysis, onboarding technology and client experience initiatives.
Ten years ago, very few firms had dedicated client experience roles, but now we’re seeing firms really focus on improving every stage of the client journey.
Within the LawNet membership, I have been particularly encouraged by firms beginning to build their own internal tools and automations. I’m sure many are powered by Xperate! Whilst I can’t go into any details, of course, there is something really exciting about this current wave of technology. It’s becoming more accessible. Innovation isn’t just limited to the biggest firms anymore. High street and smaller law firms are able to maximise on the technology they already own and build bespoke tools when ‘off the shelf’ doesn’t work for them.
Where are LawNet when it comes to technology and innovation?
LawNet itself is undergoing a significant transformation through our new LawNet Connect platform - a major technology project designed to bring the network’s collaborative community online.
We recently launched an “Ask the Network” feature that allows members to seek advice directly from peers, anonymously if needed – we’ve had a brilliant response to it - people love having that immediate access to collective knowledge.
Looking ahead over the next three to five years, what do you think will define the most successful law firms?
There’s no doubt that firms are facing significant challenges at the moment. But with any changing landscapes comes an enormous opportunity, too.
I believe the firms that continue learning, adapting and collaborating will be the ones that thrive.
After 22 years at LawNet, one thing remains unchanged in my mind - there’s real power in bringing people together - no one has a monopoly on good ideas.
Finally, what is next for LawNet? Any exciting plans on the horizon?
We have further to go with our own platform, which is in the build phase for stage 2 and currently keeping our team busy. The next phase will introduce a comprehensive learning and development platform, creating a hub of insight and knowledge sharing tailored to different roles within firms.
Our goal is to make support available in the flow of work. If someone has a challenge, they can immediately access relevant learning, conversations or resources.
We are also busy preparing for our annual conference taking place later this year – details will be shared over the summer. It’s always a great event designed to bring the LawNet community together.
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