Akhmed was called to the Bar five years ago and quickly earned a reputation as a dedicated and brilliant lawyer.  His employer rated him highly, praising his drafting skills and knowledge of the law.
 
Although Akhmed did not attend court matters, his advocacy in negotiating and communicating ideas was second to none.
 
After just two years, Akhmed was promoted to be the head of his department.  However, six months later, he received a show cause letter which led to his resignation.
 
Since then, opportunities did not come his way as they once did, and he found himself practising in a mediocre environment, struggling to understand what went wrong.
 
He was once a sought-after employee and a brilliant mind, but ended up in a less-than-ideal situation.
 
Have you ever wondered what happened to the best students amongst your peers?  Where are they now?  Did they become the people you imagined they would be?  It is a question that often lingers in the minds of many.
 
Did they end up like Akhmed?  Conventional critics may judge that Akhmed was too young and inexperienced for the role and had moved up too fast.
 
Is that really the reason?  Should no one achieve success from a younger age?
 
Akhmed’s story highlights a crucial issue within the legal profession — the need to learn and cultivate skills.  All the critics' concerns could be addressed, and considered risks could be overcome and resolved through developing the right skills.
 
These skills are not taught in universities or instilled during the process of reading the law.  They are extracurricular and can be obtained through involvement in student activities, social activities, and community service throughout university.
 
Realising that involvement in all these activities can develop the skills needed for future endeavours is crucial, as the learning process starts through interactions and observation.
 
For Akhmed, his troubles began after he was appointed to a managerial position.
 
He lacked the necessary leadership skills and began his leadership journey by imposing his attributes, working culture, and understanding of how things should work into the role without taking the time to learn about the existing environment, working culture, and way things were done.
 
Naturally, this led to resistance.  Human nature tends to resist change because it brings about uncertainty and challenges — both of which require people to step out of their comfort zones.
 
Addressing such resistance requires management or leadership skills.
 
In the past, some older practitioners adopted a dictatorial or mafia-like leadership style, creating an atmosphere of fear to maintain control.  This management style is suitable if a lawyer prefers to rely on their own ability, credibility, health, and other favourable conditions, from the beginning of their practice until retirement or the closing down of the firm.
 
If the above ideal is accepted as unrealistic, a different management style should be adopted and new systems should be introduced to create a sustainable and resilient practice.
 
Good leadership involves understanding the people you work with — their strengths and their motivations.  It requires empathy, communication, and the ability to inspire and guide your team towards common goals.  These goals must first be established before moving forward.
 
Good leadership is founded on several basic principles.
 
First, a leader must be self-aware, and understand their strengths and weaknesses.  This enables them to lead authentically and with confidence.
 
Second, effective communication is crucial.  Leaders must convey their vision clearly and listen to their team’s feedback and concerns.
 
Third, empathy allows leaders to connect with their team on a personal level, fostering trust and collaboration.
 
Fourth, a leader must be able to adapt to the ever-changing legal landscape in order to address new challenges as they arise.
 
Lastly, leaders must act ethically and maintain the trust of their team and clients.
 
Look around us — how many lawyers have become CEOs?  Why?
 
I believe that asking the right questions is a skill required to progress, and that questions are one of the keys to acquiring knowledge.
 
So why are lawyers not considered for C-level management?
 
Lawyers need to start conversations using the language of the industry.  Lawyers are often told to speak in layman's terms as the jargon lawyers use cannot be easily comprehended by laypersons.  This is because we tend to speak in the language of the legal industry.
 
To be recognised as C-level equivalents requires understanding the current C-level language — which needs to be learned.
 
For example, talent management and retention.  By recognising and nurturing talent, firms can build a strong and capable workforce.  Using the word “talent” rather than “human resource” implies different objectives and expected outcomes.
 
How can a lawyer learn and master their leadership role?
 
Other than enrolling in postgraduate studies such as a Master in Professional Management offered by Universiti Sains Malaysia or a Master in Business Administration or similar postgraduate courses, one effective approach is to seek mentorship from seasoned leaders who have navigated similar paths.
 
There are firms and leaders in the legal industry who have started embarking on this journey; the numbers are small and therefore not recognisable still.  Identify them and approach them for help.
 
Additionally, participating in leadership training programs and workshops organised by the Bar Council under the Professional Indemnity Committee and the Risk Management Committee can equip lawyers with practical skills and strategies to lead effectively.
 
Forming a forum in which discussions could be more economical and learning from each other could cultivate a strong community focused on excellence.
 
Work-life balance is essential if a lawyer decides to learn these skills.  Lawyers must manage their time effectively, balancing professional responsibilities with their personal wellbeing.  Overworking can lead to burnout, which negatively impacts performance and decision making.  By prioritising self-care and setting boundaries, leaders can maintain their energy and focus.
 
Akhmed’s story serves as a cautionary tale about the importance of developing leadership skills.  His lack of managerial skills led to his downfall despite his brilliance and dedication.  Lawyers, like professionals in any field, need to recognise the value of good leadership and seek to develop these skills alongside their legal expertise.
 
The journey to becoming a great leader is an ongoing one, requiring dedication, self-awareness, and a commitment to continuous learning and improvement.  Akhmed’s experience underscores the need for lawyers to embrace these principles, ensuring they are well equipped to lead their teams and achieve their professional goals.

Note: The character depicted in this article is entirely fictitious and any resemblance to real persons, living or dead, is purely coincidental.  Any similarities to actual individuals or events are unintentional.​