_{Picking the right style of management can prove tricky.} 

In RollOnFriday's Best Law Firms to Work At 2024 survey, staff who were happy with their leaders felt that they were listened to, that communication was great, and that the ship was being steered in the right direction. While the least satisfied felt disconnected from management, which had taken a rudderless approach.  

Here is the full table for management, from best to worst:

1st Mills & Reeve 

Mills & Reeve came top for its "forward thinking" management which "brings the firm together with plans and targets." One member of staff said: "They communicate well firmwide, and ensure that everyone is kept updated and involved."

The firm's management was described by many staff as "non-hierarchical" and "transparent". A Mills & Reeve trainee commented that the managing partner and senior partner are "very involved throughout the firm (including trainees) and engage in regular events."

2nd Burges Salmon

Burges Salmon, crowned RollOnFriday's Best Law Firm to Work At, came second for its management which "takes the time to listen to employee views and incorporate changes to make the firm a better place to work," said one lawyer.

"Refreshing to work for management who genuinely care about the firm and its people, rather than robots pretending to be humans like at the last shop," said another Burges Salmon lawyer. A colleague was pleased that "decisions and plans are well-explained and everyone has some degree of visibility of the firm's plans for the future".

"Chris Seaton and Roger Bull are absolutely ace - such nice, normal people who always take the time to have a chat and say 'thank you'. Makes such a big difference," remarked a business services staffer.   

3rd Michelmores 

"None of the stuffiness you see in other firms, to the point where you might not know someone is a partner unless they tell you," said a Michelmores trainee.  "Well run. Puts people first. Investing for growth," summed up a colleague. 

4th Bird & Bird

The new management team at Bird & Bird was praised for bringing "lots of new energy and enthusiasm".

"They actually take an interest in associates' life/career/happiness," said one junior lawyer. A colleague agreed: "Our CEO really does care about the people, the firm and the clients." 

5th Browne Jacobson

"Richard Medd is the GOAT," opined a Browne Jacobson trainee about the managing partner. 

While a business services staffer commented: "I've worked in marketing/comms for quite a few firms and Richard Medd is stand out the best I've ever engaged with".  

6th Birketts    

"Jonathan Agar is taking the firm in the right direction," said one lawyer. A colleague remarked: "CEO and senior leadership are positive and well-meaning". 

7th Clarke Willmott

"An open and honest SMT team that genuinely seem to care about everyone in the business, not just the equity," said Clarke Willmott lawyer.  

"There feels like there’s a lot of ongoing projects changing things for the better," said a business services staffer. "There’s a good amount of comms updating us on progress and in my opinion the senior staff are all open to answer any questions we may have."

8th Weil  

There were positive scores for the "genuinely very nice and caring" management at Weil. 

9th Harbottle & Lewis

Harbottle & Lewis was commended for its "very communicative" management team. 

"Managing Partner is very approachable and everyone is lovely to talk to," said one staffer. "The new COO has already implemented some great changes." 

10th Forsters

"Our managing partner Emily Exton is brilliant, a true leader who carefully navigated the firm through Covid and beyond," said a business services member of staff. "She's not only a really lovely person but deeply empathetic and supportive."

"The current (youngish) management team has great ideas for the future, understands the need to evolve and adapt, and I think the future is pretty optimistic," opined a partner. 

11th Addleshaw Goddard, Taylor Wessing

Addleshaw Goddard's management has a "good crew to steer the ship," said one lawyer.  A business services staffer at the firm commented that the team "actually takes an interest in the non-legal staff and ensure we feel appreciated and respected, something that has been significantly lacking at other firms."

Taylor Wessing's management was lauded for its "really clear communication on strategy."

"Feels like the firm is on a growth path," said a junior lawyer, "and management seems to care about wellbeing." 

13th Horwich Farrelly, Kirkland & Ellis, Russell-Cooke

Horwich Farrelly has a "clear direction and open communication starting at the top," said one lawyer. The "decent" management "know how to let their hair down while maintaining control of the firm and its direction," said another.

At Kirkland & Ellis, there is a "small junta steering the ship but they are adept at avoiding icebergs," said a partner. 

"Kirkland's senior management has worked hard to remove bad apples," said a business services member of staff. "The current team are supportive, collegiate and try and do their best for all members of Kirkland. It really is a great place to work with great partners and that comes from the top down." 

16th Hogan Lovells

A Hogan Lovells senior lawyer said: "Now that the barrage of coloring books and other such total gash has ended, a competent leadership focused on the fundamentals is welcome.  Whines about 'Americanisation' are silly when in reality what it means is 'professionalisation' and a focus on properly measurable KPIs."

"Good comms, seem like decent people, engaged in new ideas," remarked another lawyer. 

17th Blake Morgan, Irwin Mitchell, Osborne Clarke 

Blake Morgan's management is "fair open and transparent, listens and shows empathy" and has a "good strategy and structure," said a legal director. A partner opined that there had been "significant changes and improvements over the last few years."

An Irwin Mitchell business services member of staff said:  "Following the sad loss of Andrew Tucker, the management team have been excellent with their support and leadership."  A partner commented: "We have had a rocky year, the sudden death of a managing partner is always difficult, but the senior leadership team have kept us on track. I have to admire them for that."

An Osborne Clarke partner said: "Simon Beswick and Ray Berg had huge success and could be hard to follow,  but Conrad Davies is full of positivity and good initiatives, and his enthusiasm is infectious". Another partner commented that although "Ray Berg left big shoes to fill, Conrad is doing well" as the "new sheriff in town" with "clear priorities".

20th Goodwin Procter, Herbert Smith Freehills

At Goodwin Procter there was a split opinion on how much influence came from across the pond; one lawyer stated "as soon as the American overlords make a decision, the London leadership are castrated", while another believed "the London co-chairs have the right degree of autonomy from the US".

A senior lawyer commended the "progressive" London office co-head as "the firm hasn't (at least yet) followed the trend of going back to the office 4/5 days a week".

At  Herbert Smith Freehills, a lawyer opined that the monthly management videos "are welcome and refreshingly sincere (at least they seem that way)" but need "more jokes." 

"Management has sought to engage and get buy-in from the associates which has not gone unnoticed and is appreciated," said a Herbies colleague. 

22nd DAC Beachcroft, RPC, Watson Farley & Williams

It was a mixed bag at DAC Beachcroft, "depending on what area of the business you happen to be in," said one partner. "Some areas have excellent management others hark back to a factory mentality; all about production to support the members huge PEP." A colleague said there are "brilliant firm wide initiatives that don't filter down into teams and managers; feels like some teams get unlucky with who's at the top".

An RPC junior lawyer said: "The firm has grown profits organically rather than desperately merging with or buying up other firms simply to be bigger for the sake of it. This is shrewd management in my view." While a colleague remarked: "Management do care about trying to keep everyone happy," but "sometimes there's a bit too much weight given to reaching compromises that everyone is happy with".

A Watson Farley & Williams lawyer : "The new managing partners are both genuinely nice and seem to make an effort," and "their influence" has created a "hugely improved tone from the senior levels of the firm." 

However, a WFW trainee believed they were "mainly kept in the dark about the firm’s wider performance and short-terms plans to a large extent."

25th Fieldfisher, Macfarlanes, Travers Smith 

A Fieldfisher business services staffer said  "The firm's management is generally pretty good! There are a few dinosaurs still roaming the offices and we need to be clearer in our comms but I can't say I have many complaints."

"Macs is a no drama place. Our financials are always in good order and there is no risk of redundancies," said a Macfarlanes junior lawyer. "That’s good management. On the other hand they could definitely be a bit more relaxed about agile working."

"There has been an increased focus on cost savings," said a Macfarlanes staffer.  "Whilst I understand that this is necessary to a point, particularly during economically challenging times, it can sometimes seem that the firm has taken away some of the 'nice extras' we used to have." Another said: "They cancelled the firmwide Christmas party to save money - bah humbug!"

A Travers Smith junior lawyer remarked: "Communication could be better, but there seems to be a clear direction in which the firm is heading, which is reassuring in the current climate."

"Edmund Reed is great," said a colleague, while another lawyer commented: "There's been a real push to a more professionalised approach in recent years which was much-needed, and it's been done without losing the charm that makes Travers a good place to work."

28th Baker McKenzie, Debevoise & Plimpton, DLA Piper

A Baker McKenzie partner said management was "going in the right direction".  While a business services staffer said: "Ed Poulton is a great managing partner for the London office.  Very friendly and approachable. He walks the floors and actually speaks to everyone." 

"You get a sense that a lot of the management are really invested and do care, are passionate, etc." said a Baker McKenzie trainee. "However there are some people in mid-level leadership roles who sometimes respond in a tone deaf manner. The firm is rolling out 360 feedback which is strongly welcomed by juniors."

A Debevoise & Plimpton lawyer remarked: "As with most London offices of US firms, key decisions are made in New York and you feel slightly removed from everything in London." 

"You can't fault our management for being available, listening, and being reasonable," said a Debevoise & Plimpton business services staffer, "they're collaborative to a fault at times, with decisions taking the scenic route before they're arrived at, but I'd much rather that than closed doors." Although a colleague opined: "The firm forgets about people in business services and at times, there can be too much deference towards partners."

DLA Piper's management is "strong and cohesive," said a partner, "but let's see what happens when Simon Levine's term comes to an end." A senior lawyer agreed that Levine has been "outstanding, so the top level of management feels a little in limbo as we wait to see what happens."

31st Howard Kennedy, White & Case

"The management is ok," commented a Howard Kennedy lawyer. "They are very open about how the firm is doing, the structure and career pathways which is good. They have also tried to address areas which were a problem such as maternity pay (which could still be better if I am honest)." 

A  Howard Kennedy partner said: "Most senior lawyers are very supportive and forward thinking. Current management committee have done a sterling job progressing the firm as well as it has over the years." 

White & Case is "a really well oiled ship," said a lawyer. "They keep us in the know...Frequent town halls to update on the firm, frequent practice area con calls to hear what is happening around the world in your area etc does make it feel very cohesive".

"New management is great," said a White & Case partner, "but the focus on return to office 4 times a week for Partners is unfair and unnecessary."

33rd Allen & Overy, Penningtons Manches, Charles Russell Speechlys

"No complaints," said an Allen & Overy staffer. "They keep us in the loop with what's happening at the firm."

"Will be interesting to see how the arrival of the S&S people change things..." commented an Allen & Overy lawyer.

A Penningtons Manches lawyer commented: "There could be better communication and transparency." A partner said: "We’ve had a reasonably smooth transition to a new generation of leadership. Management listens which seems to be an increasing rarity."

35th  Charles Russell Speechlys, Mishcon de Reya, Shoosmiths, TLT, Weightmans, 

A Charles Russell Speechlys senior lawyer commented: "Assistance with my career development has been incredible (although I do think the firm/partners are guilty of having their favourites, so not everyone has the same experience)." A  business services staffer at the firm commented: "No interaction with management in my role due to a hierarchy being in place."

"The firm's managers seem to be genuinely nice and normal people," said a Mishcon de Reya lawyer.  "Of course they get things wrong sometimes, but they aren't terrified of admitting it, and they are also pretty open to challenge." Although a business services member of staff commented: "They seem to make an effort at times but are still very much stuck in an ivory tower and deaf to complaints about the new structure for support staff."

Shoosmiths management "are generally quite good at communicating things to the firm," said a lawyer, "and the 'Ask Anything' feature is useful to ask (hopefully) anonymous questions to the board. The answers are often akin to a politician on Question Time, but I suppose that will be the same for management everywhere."

A TLT partner remarked: "John Wood continues to do a great job - the firm keeps growing, but in a sustainable way that allows it to keep its culture and the other good stuff. People feel engaged by management."

Although a TLT trainee opined: "Maybe its different in Bristol but certainly feels like the regional offices are an after thought." 

At Weightmans a trainee  observed management is "good at communicating, keeping everyone up to date" and "cares about staff wellbeing." However, a senior lawyer believed there is an "obsession with recording chargeable hours in a Big Brother approach." 

40th DWF, Norton Rose Fulbright

A DWF partner remarked: "Sir Nigel has a great vision - the firm is going places with him." A lawyer commented that while there are  "genuinely nice people" in management, "we could have done with far fewer gleeful announcements about the Inflexion buyout when most of us won't be having our pockets lined by the transaction."

A Norton Rose Fulbright staffer had a "split view" stating that the Managing Partner is "fantastic but others around him have a very black and white approach on certain topics and expect a huge amount of growth with little investment." 

"The new global leadership team need to really ensure there is greater working between EMEA and the US," opined a NRF senior lawyer. 

42nd Eversheds Sutherland, Hill Dickinson, Stephenson Harwood, Trowers & Hamlins, 

A CMS lawyer commented that management "seem to have the best interests at heart - but jump from project to project without actually taking a holistic view." A colleague said: "They make the right noises but need to do something about the pay differentiation between the regions." 

An  Eversheds Sutherland staffer said "Lee Ranson has been very solid and is visible when necessary." A colleague opined that in wider management initiatives there is "too much lip service to buzz words like 'work life balance', 'diversity' and being an 'ally'"

"Bunch of dinosaurs!" remarked a Hill Dickinson lawyer. Although a partner commented that management is "fair and conservative and appreciating a need to consider succession and growth. Working on diversity at senior management, but gradual progress rather than knee jerk." 

"The will to modernise is there, but the messaging and collaboration - not so much," said a Stephenson Harwood  partner.    

A Trowers & Hamlins lawyer said the leaders are "very talented" and "provide a clear and fair direction". However, a business services colleague opined that there was a lack of investment in their team while fee earner numbers increased, "meaning support staff come under increasing pressure."

47th Clifford Chance, Dechert

At  Clifford Chance there is a "blame culture on associates for not meeting billable targets when the market doesn’t go well," opined one lawyer.  A senior lawyer said: "Firm is very focused on diversity and inclusion, which makes it an open place to work," but management "could intervene more on work allocation, some colleagues are overworked while others are less busy."

A Dechert lawyer commented: "Management is relatively effective and appears to be keen to hear associates' concerns." Although a colleague opined that the team could be "slow to respond to global events and challenges".

49th Freshfields, Linklaters, Ropes & Gray, 

 A Freshfields lawyer commented: "They run a very tight ship and have a clear idea on where the firm should go, which is helpful." A colleague said: "Most mean well. But the buttock clenchingly naff ‘FrED talks’ are going to be tiresome." While another believed:  "Agile working needs to be more flexible - currently required in office 3 days but majority would like 2."

A Linklaters lawyer said: "Aedamar and Paul standout as hugely impressive against a sea of dreary, robotic nobodies. The management of our team is excellent too with a great mix of young and experienced partners who are all very knowledgeable and competent." Although a colleague said the strategy was a "little pedestrian." 

A Ropes & Gray staffer commented: "Firmwide leadership from the top is very good, fostering a pleasant working environment." Although a colleague felt management is "pretty absent" with "little effort to train or reward". 

52nd Ashurst, BCLP 

At Ashurst the management is "fair, balanced, pretty engaged and human," said a lawyer. A senior lawyer opined that while "strategy and market positioning is good, operations and IT is poor". 

A BCLP staffer said that there is "good practice group leadership" and the "global leadership seems to be making a real effort to be more present and visible. Not perfect but a marked improvement from last year." 

"It's OK," remarked a BCLP colleague, "on a macro level way too dominated by the US but on a day-to-day basis fine." 

54th Squire Patton Boggs

A Squire Patton Boggs partner said that while "management is approachable and present," the "strategy seems to be 'do more, make more money' but not overly focused. A colleague believed there is "political correctness overload from the top." 

55th HFW

A HFW partner commented of management: "I’d say it’s solid at the moment. Not hugely motivational or inspiring, but safe." Although a junior lawyer opined it is "very political" and there  is "infighting within management. The construction and commodities department couldn't even sit on the same floor and had to move!"

56th Dentons, Freeths, Keoghs, Slater and Gordon

A  Dentons staffer lawyer said: "Other than dropping the ball on pay last year, the strategy and leadership is exceptional" when it came to growth. A colleague commented: "It's getting better, but the global vs regional tension is awkward at best."

"Gets shit done," said a Freeths lawyer. Although one particular senior leader was described as "unapproachable and a smarmy git". 

At Keoghs, one lawyer said management "don't make too much noise unless positive, so good." Although another had a less favourable view: "Optimistically described to be decentralized, but mostly just incapable of finding their own arse with two hands, a map, and a mirror on a stick." 

At Slater and Gordon it was a mixed bag. "Unrealistic targets and if you’re not ‘in’ with management you’re more or less left out and just a number," said a lawyer. Although another commented that there are "some good people at the top - lawyers who know the industry and have been at the firm for years."

60th Reed Smith, Slaughter and May

"Some people in management seem to have a total lack of empathy," said a Reed Smith lawyer. "Fee earners are just numbers and we assessed by our figures.  I was totally shocked to recently learn just how many associates in my department are / have been signed off with stress."

Another Reed Smith lawyer commented: "Department management varies hugely - some departments are run by mentors who do right by their people, others by sociopaths who sabotage colleagues. The old days of a no-bastards policy are long gone."

At Slaughter and May, while there was, in spite of the score, predominantly praise for the managing partner and the other senior managers ("they seem to be saying the right things and supporting the right initiatives"), staff also felt "this has yet to trickle to every corner of the firm" and believed that some leaders were "distant."    

62nd Shakespeare Martineau  

"They claim to listen to the concerns of the staff but then brush them under the carpet when we dare raise anything remotely critical," said a Shakespeare Martineau lawyer. "Focus on virtue signalling and lack of focus on quality and business," opined a colleague. 

63rd Capsticks, Pinsent Masons 

At Capsticks a trainee said that management "varies hugely by teams" and there is a "huge focus on hours and billing as opposed to wellbeing." A lawyer said there was "still lots to do - especially around pay and benefits. And especially work/life balance." 

At Pinsent Masons lawyer said: "Cracking the whip to get people into the office for prescribed numbers of days has not gone down well." A colleague said: "There is more focus on chargeable hours at present" when "for many teams, the volume of work simply isn’t there".

65th Gateley, Womble Bond Dickinson

A Gateley lawyer said management "asked us to do a survey for our thoughts" but "paid no attention to it"

A colleague commented that the firm's management is "very poor" and "out of touch with the staff. No bonuses, pitiful pay rises despite the growth figures and dividends paid out to investors has caused top quality lawyers to go elsewhere."

Womble Bond Dickinson lawyer commented that "a large proportion of the firm hate" what happened with the "Post Office Tragedy" but "unfortunately the rest of the firm is tarnished" and management's "ability to deal with this has been lacking."

A business services staffer said management "needs a shake up. Good lawyers do not make good managers."

67th Gowling WLG 

A Gowling WLG staffer said management was the "same as every other law firm whilst professing not to be." A colleague opined that it "feels like a rudderless ship."

68th Clyde & Co

"They care about the fee earners to the extend that we are drones to ensure cash flow - that is about it," said a Clyde & Co lawyer. "The merger with BLM well cemented us at the bottom," opined another. 

69th Kennedys, Mayer Brown

"It is a mixed bunch," said one Kennedys lawyer, which included "some stale old-heads who should hopefully move on in the near future and the firm will be better for it."  

Another Kennedys staffer said the firm is: "Too captured by woke nonsense and appearing to say the right thing. Not so great in practice." Although a colleague commented "they are talking a good talk and I am hopeful about their direction." 

At Mayer Brown one lawyer criticised the "move from a flexible 60/40 office/home working policy to an inflexible one (with Tuesdays - Thursdays mandated) without consulting." While a colleague said there is "inconsistent rules and favoritism" and "too much micro-management."

71st  Paul Hastings

"It’s a boys club," said one Paul Hastings lawyer. 

"No real management on show," said a colleague, "just fancy titles to lure lateral partners (plus money)". Another commented that the "high level of lateral hires (including whole teams) means there is a very segregated office."

72nd Knights

In last place is Knights.  "Some strange decisions and due to being listed we're left in the dark about some things," said one lawyer. 

A colleague commented that management "only seem to want to engage with 'yes men'. They think staff would prefer a shiny new office to a decent pay rise!" While some complained of "opaque" decision making.

Even at the bottom of the pile, it wasn't all bad, as other staff pointed to "good financial management" and felt that "leaders listen to feedback."

Find all of the survey stories here.

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