How can junior lawyers distinguish themselves in an era when pulling regular all-nighters at the office is increasingly frowned upon? The Brief seeks expert advice.

The star of this month’s “The Brief Talks To” interview, Hill Dickinson’s Nick Dawson, cites the classic 1990s drama This Life as a major inspiration for pursuing his career in the law. For the uninitiated, This Life was Generation X’s Industry, but featuring lawyers rather than bankers and, therefore, better.

While inspiring to many, This Life’s portrayal of the legal sector also looked, frankly, exhausting – even if you were in your 20s. If anything, though, it possibly understated the long hours legal culture around the turn of the millennium.

While it would be premature to declare the era of all-nighters to be at an end, you would also be hard pushed now to find a law firm that would officially endorse solicitors regularly being expected to put in vastly more than their contracted hours.

So, in the era of work-life balance, how can junior lawyers stand out from the crowd and make an impression?

The Brief asked a number of experts, who broadly speaking identified the following areas as key to career success:

Personal branding and visibility

Collaboration and alignment with firm goals

Business skills and financial savvy

Willingness to go the extra mile

The trainee solicitor

The realities of building a legal career in 2025 are well-known to Kayleigh Davies-Lewis, a trainee at the South Wales private client specialist Howells Solicitors who will qualify in April 2025. She advises her peers, first of all, to focus on building strong relationships with clients and colleagues.

Davies-Lewis says, “Networking and collaboration are key; establishing a trusted reputation early on will make you stand out in the long term. Becoming a member of various networks also helps establish your profile in the legal industry.

I am part of the Junior Lawyers Division who organise various networking events for junior lawyers in South-East Wales. Through this committee I have expanded my connections by attending various networking events, which has also allowed me to make lifelong connections with fellow members.

She is an advocate of working “smarter not harder” and learning to switch off at the end of the day, not only to make time for activities and relationships outside of work but also so “you are able to enter the next day with a fresh mind”.

Davies-Lewis also recommends taking the initiative and showing curiosity beyond your assigned tasks.

She says, “Volunteer for challenging projects, stay updated on legal trends, and constantly look for ways to improve your skills, whether this be volunteering to attend legal updates or simply signing up for a webinar.”

The comms specialist

Ruth Shearn is the founder of RMS PR, Marketing & Design, and has been advising legal practices and lawyers on the most effective ways to build their profiles for more than 20 years.

She says, “In such a highly competitive sector, where it’s a given that everyone has technical ability, building a personal brand is key.

“This isn’t about being flashy, brash and loud. It’s about being authentic and recognising that different styles resonate with different people. Quite simply, be you – identify your strengths and play to them.

“It could be that your lived experience means you can identify with certain types of client. Perhaps your proactivity or clear communication style or humour sets you apart. You might be valued for giving clear, black and white, advice rather than options.

Being authentically you will make you more comfortable and will make it easier for your employer to see where you fit best – with colleagues and clients.

At a day-to-day level, Shearn recommends getting yourself noticed by speaking up in meetings and keeping an eye on the news to identify topical subjects on which you can volunteer to provide commentary, in the form of content for the firm’s website.

She continues, “Keep your firm’s marketing team aware of any interesting cases you’re working on that might provide good content; enter yourself into awards; socialise – yes, go to events (I won’t use the word ‘network’ as it carries too much pressure); and, of course, work your LinkedIn account – refresh your profile and start posting and commenting on other peoples’ posts.

“In short, put yourself forward and get noticed!”

The head of department

Rebecca Mushing is senior associate and head of planning at the Leamington Spa firm Wright Hassall. She recommends that lawyers wishing to make a name for themselves should focus on hard work, proactiveness and a willingness to learn.

“What really stands out is when a junior lawyer builds meaningful relationships with clients and manages them well. You will either have the necessary personal skills naturally, or you need to surround yourself with the right people and knowledge to build your confidence and help you grow.

“With the rise of LinkedIn, business development is more prevalent than ever. People need to build a strong profile and be visible - whether by attending events, commenting on relevant topics, engaging with industry professionals, or putting their thoughts together for articles and opinion pieces.

“It’s also more important than ever to fully engage with your firm and enjoy building relationships with colleagues. We actively encourage this through networking events, whether for internal collaboration or business development, and by having regular check-in days with colleagues.

Ultimately, a successful law firm isn’t run by lone wolves - it thrives on a strong team that collaborates, can bounce ideas off each other and support one another.

The academic

John Watkins is director of employability at the University of Law. His advice to junior solicitors includes aligning yourself with the firm’s values and carrying out activities (for example pro bono work if this is a priority for the employer) that reflect these.

He agrees with Shearn and Davies-Lewis on the importance of networking and personal branding but also suggests a more mundane route to the top: take on tasks that nobody else wants to do.

He says, “If a volunteer is sought and there is no stampede, then it suggests an unglamorous request has been made. Somebody has to do it.

If you show willing and do what needs to be done well, then next time, rather than ask the masses, you may be given first refusal; and the next opportunity may be a golden one.

Watkins also recommends both requesting and, judiciously, providing feedback. He says, “Asking for feedback has long been associated with high performers, particularly where this is phrased as ‘what could I have done better?’ rather than ‘what did I do well?’

“Giving feedback – particularly to more senior colleagues – can be difficult and is arguably more risky. However, it won’t happen that often and if it is delivered professionally (the what, so what, now what approach is recommended) then the recipient should be appreciative of the opportunity to improve and of the person who facilitated this.”

The talent manager

Steffi Ballmann, early talent manager at the international firm RPC, emphasises the importance of developing commercial awareness, proactively taking the initiative to understand clients’ industries as well as keeping up-to-date with latest developments in the legal sector.

She also agrees that visibility is paramount, starting with being noticed by colleagues. She says, “In a hybrid world, being intentional about communication is key. Junior lawyers who keep their teams updated, ask thoughtful questions and contribute meaningfully to meetings make an impact, even when working remotely.

While hybrid working offers flexibility, being present in the office remains important – it’s always easier to build strong relationships and be noticed in person.

Junior lawyers should, Ballman continues, put effort into building a strong internal network and contributing to team culture.

“Those who actively connect across teams and functions are often recognised for their engagement and leadership potential,” she continues.

Placing yourself at the head of the curve in terms of the use of technology – particularly AI – and suggesting process improvements will also, she says, “demonstrate adaptability and problem-solving skills.”

A “growth mindset” and willingness to learn are also the hallmarks of future leaders, she says.

The financial educator

Carla Hoppe is a former solicitor who founded the financial education platform Wealthbrite to help lawyers understand and take control of their finances. She says, “Lawyers who want to rise through the ranks need to hone real business skills. This means understanding their clients' markets, technology development, and law firm economics.

A big part of being commercially astute is understanding how money works, and if you're not confident doing that in your personal life, it’s much harder to apply those skills professionally. That's why building financial acumen is crucial.

She also points out that lawyers need to practise ethically, requiring an understanding of law firm risk and regulation, including the importance of financial conduct – particularly in the light of recent events like the Axiom Ince affair.

“Junior lawyers who become financially savvy not only contribute more to the bottom line in their own right but show their willingness to protect themselves from undue influence and protect their firms. That is a candidate that stands out from the crowd,” she concludes.