33 ASIAN LEGAL BUSINESS – DECEMBER 2023 WWW.LEGALBUSINESSONLINE.COM ROUNDTABLE one wanting to run their law firm must be committed to maintaining a balance between empathy and sustainability. Shobna Chandran, director, Shobna Chandran LLC: Gratitude, Trust, and vision/values. There is a saying, “If you want to go fast, go alone. If you want to go far, go together.” I would not have been able to set up this law firm and keep it going without the support and love of my family, friends and team at Shobna Chandran LLC. Secondly, I am a perfectionist and a type A individual who seeks to do my best in every endeavour I set my mind to. But I have found that the best way to grow as a leader is to plan, take steps and trust that everything will fall into place (in other words, pursue progress over perfection). Thirdly, my law firm embodies the values that we live and breathe every day (fearless advocacy, excellence and commitment to the pursuit of justice for our clients). I have learnt that being guided by a vision and values allows us to stand steadfast (no matter the circumstances) in what we believe and be the voice that our clients richly deserve. Ling Ling Luo, managing director, Luo Ling Ling LLC: Upholding high ethical standards is important to our firm. On the rare occasion when a mistake was made, we would inform the client immediately, and if there were that costs consequences, the firm would pay for the costs. A leader needs to set the right tone for younger lawyers and teach them the suitable methods. It is also important to follow the rules and reject clients who request waiver of Anti-Money Laundering and Know-Your-Client checks. Most of these clients have an expectation that smaller firms may be willing to bend the rules. Even if the payment offered by the client may be very large, it is just not worth it. Financial management is essential for the viability of the firm. As a virtual law firm, our expenses are kept to a minimum. Instead of allocating resources to maintaining a physical office that no one will use anyway, we prefer to divert these resources to bonuses for lawyers and staff. In addition, effective team management in a fully remote environment is challenging and unavoidable. If disputes amongst colleagues are not quickly mediated or addressed, the work environment will quickly turn toxic. ALB: What do you think can be done to make the legal industry more conducive to female participation and ownership? Sam: To enhance female participation and ownership in the legal industry, a deliberate effort should be made to delegate tasks and provide more opportunities for women lawyers to assume leadership roles and build their confidence. Constant encouragement, the cultivation of a culture of support, and the open acknowledgement and commendation of successful milestones--by both male and female lawyers in the industry--will boost women’s confidence levels. In Singapore, there is no lack of examples of successful women lawyer leaders. Women, however, should be given autonomy to approach tasks differently. This will encourage novel and innovative solutions, which is the beauty of embracing a diversity of views and representation. Chandran: First, the belief that female participation (which brings in “softer skills” like empathy and connection) is crucial in the legal industry. Second, as leaders of the legal profession, we need to recognise young female talent and encourage them to pursue “stretch opportunities”. Finally, as female leaders, we have an obligation to send the elevator down and ensure that the profession continues to see strong and talented female advocates in the years to come. To this end, I head a mentorship programme with the Law Society to ensure that more female lawyers have guidance and support to stay in practice. Luo: Individual female professionals need to take the first step to make their practice more conducive for themselves instead of waiting for others to do it for them. If your law firm is unwilling to change for you, set up your own practice. But before female lawyers leave their firms in large droves, law firm leaders could implement more familyfriendly practices such as remote working, and flexible working arrangements. Leaders need to stop compassionate bias: give that opportunity to a lady lawyer Lisa Sam Shobna Chandran Ling Ling Luo
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