You’ve been asked to manage a
Chambers?…. Good Luck!
By Alex von der Heyde BSc (Hons), MBA, MIoD, Managing Director, Esterase Limited
T
he title is an all too common reaction we get. So
for many Barristers another article on Chambers
Management will no doubt raise a degree
of cynicism; “yet more corporate meddling,
restructuring a system that has delivered justice
effectively for so long”. If there was an equivalent media
focus on strategies to enhance Members personal practices
then there might be a greater enthusiasm to read on. This
epitomises the challenge that Heads of Chambers, and those
appointed to manage Chambers, face as they attempt to
deliver their strategies.
This article addresses challenges faced by those tasked with
leading chambers, the equilibrium of enhancing individual
members’ practices while delivering a strategy for the long
term security of the set as a whole. It considers some of the
options that have been chosen, the issues that arise and the
lessons that can be learnt. Is there a radical solution?
This was a recent reaction from a Barrister with many
years’ experience demonstrating the cynicism that exists
when it comes to the introduction of innovative management
solutions. However there is a clear need for many chambers
to develop and deliver strong plans for the future. Can this
be done?
Simply hiring a “CEO”, with a big salary but limited actual
power, and passing it over to them is unlikely to be the
solution.
The traditional role of the profession is being squeezed with
tightening revenue streams and increased competition,
including from solicitor-advocates. Barristers are also
applying to deliver public (direct) access and to conduct
litigation. The barriers to competition across the legal
services sector are falling. While this might please the LSB it
does nothing to ensure the long term security of chambers,
nor the bar as a standalone profession.
22 the barrister Hilary Term 2016
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