_edited_edited_edited.jpg)
A high performing culture
that everyone owns
Case Study
A mid-tier law firm, growing rapidly through acquisition, wanted to create a high-performance culture without losing the great aspects of their culture that attracted people to work for them over other law firms.
They also wanted to develop accountability for leadership deeper in the firm, so rather than defining their culture for them, we invited their Partners and teams into a collective inquiry.
Kicking off the inquiry at Silverstone with the top 100 Partners, we de-mystified what it takes to successfully lead complex change – such as evolving culture.
All Partners then attended a leadership programme to explore the question themselves before inviting their teams to experiment with new ways of working. Together they are consciously recognising aspects of their culture to protect, and what to evolve, including what performance means to them.
The inquiry is a continuous learning cycle through which Partners reconvene to share learning, and return to experimenting with new ways of being together with their teams.
They have greater clarity of areas to develop - spin off projects have included clarifying purpose and values, improving communication and governance. They are learning how to learn together and create the culture they want. together.
A collaborative culture
across multiple sites
Case Study
A market-leading, award winning, UK beverage company was looking to overcome siloed working and unlock their growth ambition.
We worked systematically with 40 leaders across 7 functions, starting with building trust, dialogue and clarity of purpose within each leadership team, extending to building accountability for collaboration and dialogue with wider teams. Once each team had completed experiments in new and different ways of working, everyone came together for an engaging day of sharing learning, celebrating progress, and committing to ongoing learning and change.
The teams describe being more open, of trusting each other’s positive intent and taking a more rounded approach to achieving goals. They have shared numerous examples of small and large practices, mindsets and behaviours that have shifted. Critically, they’re taking ownership for building relationships and developing trust, and they keep stepping out of their comfort zones to have the conversations that matter. We continue to work with the Executive team as trusted performance partners four years after our first session.
“Every Wednesday we have a check in at work. We talk about work and what is going on in our own personal lives. We trust and respect each other more. It has made us better managers.”
High Performance, Healthy Culture:
Can Law Firms Have Both?
The energy, the expertise, the shared wins—when a law firm’s culture is thriving, it’s an incredible place to be.
But we also know the challenges.
Balancing high utilisation targets with leadership and development.
Navigating generational shifts as Gen Z enters the workplace.
Addressing cultural issues before they become real problems.
We’ve worked with high performers who make life difficult for their teams and well-intentioned leaders who avoid tough conversations, hoping issues resolve themselves.
It’s not easy leading people—especially when you pursued law to practise law.
Your experience is unique, and we’d love to hear about it—the good, the bad, and everything in between.
Let’s have a no-pressure, fully confidential chat.