Building a successful workplace culture

A good workplace culture is not just a nice to have once everything else is working. This message was not only delivered in the dedicated session at Miller’s 2024 Legal Risk & Compliance Conference; it resonated across the topics discussed, receiving particular reinforcement from the insurers present.

Organisational culture is an area of increasing focus from a number of insurers, in fact - particularly those insurers who take the time to engage more proactively with their clients.

Even the SRA is getting in on the act, with a new regulatory objective, to ‘treat colleagues fairly’ and an active requirement for managers to challenge behaviours that do not meet that standard. Where in the past this might have been dismissed as the territory of ‘fluffy bunnies and cuddly teddy-bears’, the mood music of delegates reflected the growing understanding that this is good hard-headed business.  

It is no coincidence that Travelers have invested in a post-claim wellbeing service for their client firms, and insurers such as QBE have developed Risk Culture assessments. Recognising that claims have deep personal impact for the professionals involved is an important step in creating a supportive, open culture where positive learning is fostered rather than blame.  

What is ‘wellbeing’?

 It is not just about hours worked – there was consensus from speakers Alicia Alinia (COO at Pogust Goodhead) and Emma Williams (Director of European Risk & Compliance for Simpson Thacher & Bartlett LLP and Trustee of LawCare) that this is a narrow and simplistic view. With representation in the conference-room from small firms to large-scale American firms, typically known for their ‘work hard, play hard’ culture, there was a sense that business needs sometimes require long hours, and that some people thrive on that – as long as people know what they are signing up for, and are in an environment that is supportive and recognises their wider needs.

Key messages emerging from the session? Building a positive and supportive culture reduces risk. People are more likely to engage with each other and ask for help. The openness generated also means that, if errors do occur, they are more likely to be flagged early – in many cases before they have a chance to escalate in severity.