We’ve learnt that, like our members, we can be very nimble, versatile and adaptable
As President & CEO of Lex Mundi – the world’s leading network of independent law firms - Helena Samaha has a unique perspective. She spoke to Centrum editor David Leck about life after Covid, the resilience and enterprise of the legal sector… and a management style that’s served her well.
Q. Most of us want to forget 2020 but as we enter 2021 what gives you reason to be positive?
A. I am hopeful that, in 2021, we can demonstrate we have reflected upon the way we worked and lived before Covid and identified the positive and important things we want to retain from pre-pandemic. We also have to determine what lessons we learnt from the experience - and the best practices we also want to keep as we go forward. Hopefully, we will have evolved positively and come out of this challenging time stronger and more compassionate
Q. What shift have you seen from clients during the pandemic? And are there things that have surprised you?
A. Our clients are mainly our member firms though we also service clients of member firms when we support service delivery through the use of Lex Mundi solutions, resources and people. While I was not surprised to see it given the quality of our firms, I was nevertheless delighted to know that - consistently across the network, no matter the size or profile of the firm - our members showed resilience and adaptability. They remained close to their clients and mindful of their staff's wellbeing.
Q. What are you hearing from clients - and the internal BD functions - about what they want as we continue to negotiate considerable obstacles, not just from Covid but there’s also Brexit and untold geo-political situations globally?
A. Our work with our members, their clients and other experts has identified that the geopolitical and macro-economic forces that have been at play for a while, compounded by Covid, are resulting in a fragmentation of risk, and are making it harder for clients to see around the corner. GCs and in-house legal teams are increasingly having to deal with the unexpected, unpredictable and unknown and clients will need assistance with these challenges.
Q. And similarly, what about changes you and your team have negotiated? Are you able to identify key learnings you’re taking into a new year?
A. We have learnt that, like our members, we can be very nimble, versatile and adaptable. Our business was busier than ever in 2020, and we have been on a journey (since before Covid) of modernising our IT infrastructure and becoming more digital in order to be robust for the future. By the same token we have learnt not to undervalue the personal contacts and relationships that have been disrupted by lockdowns and travel bans, and that they need to be sustained and nurtured too.
Q. In times of crisis there are invariably opportunities to think creatively and enhance the offering to clients. Have you and your team been able to identify and implement any?
A. Yes. operating in the virtual world for a while has shown we can multiply participation in our initiatives by lawyers in members firms who, in turn, also bring their clients along on the journey. This in turn enabled us to hear from more lawyers, including younger up-and-coming professionals, on what is front of mind for their careers and their clients, and to adapt our offering accordingly.
“Our work with our members, their clients and other experts has identified that the geopolitical and macro-economic forces that have been at play for a while, compounded by Covid, are resulting in a fragmentation of risk and making it harder for clients to see around the corner.”
Q. You’ve vast experience of managing teams and there’s no doubt the past year has been tough especially for younger professionals who are losing out on the “connection” of the workplace. What approach have you taken to support this group?
A. We are devising new strategies specifically for the associate group of lawyers in our member firms to ensure we can open up access to them to our resources and support which were previously enjoyed mainly by partners - and to make sure their views are included in our strategic planning.
Q. We’re touching on themes of “empathy”, “emotional intelligence” and “the kindness economy” in this issue. Some view these quite cynically whilst others believe that, if we’re to have learned anything from a global pandemic, it will be to instil such values in business. What’s your perspective?
A. Personally, I have always believed you should treat others as you wish to be treated. Obviously, everyone is different. Rather than micromanage I would rather set high goals and encourage my team to rise to the challenge by their own means. This instils trust and empowerment. Very few people have let me down in my career thus far so I’m a great advocate for working this way. In terms of our members, we have connected with all firms to hear how they and their teams have fared, to provide support and also enable the sharing of experiences with peers around the network.
Q. As the saying goes, “it’s lonely at the top”, so how do you recharge and to whom do you talk to for inspiration and mentoring?
A. There are a few people that I have met along the way in my career that I do not hesitate to talk to when needed. Some are former colleagues. others are experts or outside consultants I worked with whom I respect and whose judgement I trust; others are simply close friends. I typically like to hear views from others before deciding. I also always reciprocate for others. I am often called upon for advice too, and many people use me as a sounding board.
Q. Finally, is there one bit of advice you’d give to other leaders as you face 2020?
A. Stay true to yourself, look after yourself and the people you care about, both at work and at home. This crisis is not the first and it will not be the last. It will pass and we will have more work to do when it does! It is a marathon not a sprint.