What can firms do to inspire loyalty in their lawyers? The Brief speaks to a selection of law firm “lifers” to find out.

Businesses thrive on a combination of new and old blood. Without the fresh ideas and ways of working that new staff bring, innovation and dynamism will suffer. However, without the continuity represented by long-serving staff, it can be hard to maintain culture and a strong team ethos, and to build up a store of institutional knowledge.

So, what are the factors that help firms retain good lawyers – and attract top performers to join, and build a long career with, them?

From trainee to MP

Emma Carey, managing partner at Liverpool-headquartered national firm MSB Solicitors, says, “I joined the firm immediately after university and have dedicated more than two decades to its growth and success. I’ve gone from a trainee to managing partner, which reflects not only my legal acumen but also my deep-rooted loyalty to the firm that nurtured my career.”

Under Carey’s leadership the firm has gone from a small High Street practice to a national, full-service law firm. She pioneered MSB’s Family department in 2000, expanding it from a single solicitor to a team of more than 60 professionals.

“Beyond my professional achievements, I am deeply committed to social justice and community service,” she continues. “I serve as a trustee for several NGOs, including the NSPCC and Citizens Advice Bureau.

“My dedication extends to MSB’s ESG and EDI agenda, where I champion policies that promote equality and support for underrepresented groups.

“My decision to remain with MSB throughout my career underscores the profound impact of a supportive and values-driven workplace. My story serves as an inspiring testament to the benefits of long-term professional commitment, where personal growth aligns with organisational success and community contribution.”

Nurturing environment

Fiona Wellstead, head of HR at law firm Birketts LLP, says, “Talent retention isn’t simply about who can offer the highest salaries – it’s about culture, support and meaningful career growth. While financial incentives matter, they are merely one piece of a much larger puzzle.”

Employees, she continues, seek workplaces where they feel valued, encouraged and empowered.

“Our experience shows that a strong firm culture and positive working environment often outweigh monetary rewards in shaping long-term commitment,” she says.

A recent engagement survey we carried out confirmed that employees want a supportive atmosphere, clear career progression, inclusive leadership and a genuine focus on wellbeing.

Fostering an environment in which people feel appreciated is key to keeping hold of top talent, Wellstead says. She explains, “When employees trust that their contributions matter and their development is prioritised, they find confidence in their roles, form stronger connections with their workplace, and develop lasting loyalty.

"True retention isn’t dictated by salaries – it’s shaped by a firm’s ability to invest in its people, nurture their potential and create a workplace where they truly belong.”

Platform for progress and purpose

Alexandra Anderson is a partner in the insurance team, specialising in construction matters, at international law firm RPC. She has been with the firm for 27 years.

She tells The Brief, “I joined RPC in February 1998 after a chance introduction to someone in the Construction and Engineering team. I had recently completed pupillage at the Chancery Bar and hadn’t set out with a plan to move to being a solicitor – but I quickly realised RPC was a place where I could build a meaningful, long-term career.

What’s kept me here has been the people, the variety of work, and a culture that values collaboration over hierarchy.

“I have loved having the opportunity to build trust with both clients and colleagues, to mentor younger lawyers, and to help clients navigate challenges holistically, through a deep-rooted understanding of their business.

“I’ve seen a lot of change – in technology, leadership, even how we approach recruitment and training – but the firm’s ethos of adaptability, clarity, and connection has remained a constant.

“I genuinely believe that staying with one firm long-term has given me not only the stability to grow and stretch into new areas, but also the opportunity to help shape a culture that reflects my values. It’s also created a rare depth of institutional knowledge and relationships – with colleagues, clients and the wider insurance and construction community.

“For me, RPC is more than a workplace – it’s been a platform for progress, inclusion, and purpose.”

Recognition and responsibility

Helen Manson, director of HR consultancy Complex HR, agrees with Birketts’ Wellstead that remuneration is not usually the primary factory driving loyalty and retention in the legal sector. She says, “Long-serving lawyers value recognition – and, in this profession, that still often means progression in title, responsibility, and influence.

The title of ‘Partner’ continues to carry weight, even in its modern forms. It reflects standing, trust, and a sense of arrival – and when awarded with clarity and fairness, it can be a powerful motivator.

Although smaller firms may not always be able to compete financially, she continues, they can often outgun larger rivals in terms of the autonomy, influence and more balanced way of working they offer.

“What truly sets smaller firms apart is their openness,” she says. “Senior lawyers are more likely to be invited into meaningful discussions, offered real development support, and in some cases genuine equity. That sense of ownership – both literal and cultural – can be a decisive factor in long-term loyalty.

“Ultimately, lawyers stay where they feel trusted, empowered, and part of something. Retention isn’t just about competing with bigger offers – it’s about showing senior people they have a future worth staying for.”

Lives in crime

A number of fee earners at the criminal defence specialist Olliers Solicitors clocked up more than 20 years with the firm, including managing partner Matthew Claughton and directors Ruth Peters and Stacey Mabrouk.

“37 years and counting!” Claughton tells The Brief. “I joined a branch of Olliers as a trainee in early 1988 – back in the days the days of typewriters when the mobile phone was still a year or two away.

“The office was small and, shortly after qualification, I was offered a position at one of Manchester’s leading criminal defence firms. Olliers countered with an offer of a junior partnership, which I took at age 26 - that was 35 years ago. I have never really had to work for anyone, and that’s why I’m still here!”

Peters also trained at Olliers. She says she has spent more than two decades with the firm because of the value it places on its people.

“The flexibility, the support of a great boss, and the camaraderie of brilliant colleagues, many of whom have become lifelong friends, have made it easy to stay,” she says. “Rather than job-hopping, I’ve grown up with the firm, and I believe that continuity has benefited both me and the business.

“It’s allowed me to build deep relationships, contribute to the firm’s culture, and be able to help the next generation. Stability, loyalty, and shared values have made all the difference.”

Mabrouk, meanwhile, says that the flexibility afforded to, and trust placed in, her have been key factors in her long service at the firm. She says, “Working for a company that has enabled me to raise a family without compromise is a rare and invaluable gift.

I’ve never had to choose between being present at a school sports day and meeting a deadline. This is a place that’s allowed me to grow professionally without having to compromise personally.

"I’ve been able to be present for the important moments at home and still feel like I’m moving forward in my career.

“What’s kept me here isn’t just flexibility; it’s trust. I’ve always felt supported, not just as an employee but as a person.

“I’ve been encouraged to grow in directions that genuinely interest me, to explore new challenges, and to evolve at my own pace. That kind of environment is hard to find and even harder to leave.”

Support and community

George Bisnought is founder and CEO of the consultancy firm Excello. Acknowledging the pitfalls that can lead to high staff turnover in some new model firms, he says, “Consultancy-model law firms absolutely offer greater rewards, flexibility, and autonomy than traditional models, but with that freedom comes a shared responsibility to build and sustain a strong, connected culture.

The foundation of long-term success is, he says, not just about structure, it is about people, “And culture doesn’t happen by accident.”

He continues, “From my experience, working remotely can be incredibly empowering but it can also be isolating. That’s why we put a major emphasis on bringing our lawyers together regularly, both in-person and virtually, to connect, network, and support one another.

“It’s about fostering a real sense of belonging: something that’s too often missing from consultancy firms.”

He also says too many consultancy firms focus on recruitment but fail to provide the infrastructure and support lawyers need once they have joined. This results in high turnover of fee earners.

“At Excello Law we take a different approach,” he says. “We’re committed to offering not just high rewards but high support.

Our team culture is intentionally friendly, collaborative, and responsive. Most importantly, we listen, really listen, to our lawyers.

“Their feedback actively shapes how we evolve our services and improve our support. Because no firm, consultancy model or otherwise, can afford to stand still in today’s legal landscape.”