47 FEB 2022 | WWW.LAWYER-MONTHLY.COM EMBRACING THE FUTURE OF THE LAW FIRM a desk in the office, but leaders cannot let this happen. Remote workers are as much a part of the team as everyone else, so effort must be taken to promote collaboration virtually as well as in person. Measuring engagement by adding ‘collaboration’ to leaders’ objectives, as well as holding them accountable for the engagement of their teams, can help to identify any problem areas. Anonymous surveys can also be a useful way to gain honest feedback from the wider firm. Preparing for the future A bigger challenge comes in the form of future economic crises. Even at present, inflationary pressures are weighing heavily on many businesses, highlighting the need for agility in the current market. While the country appears to be going in the right direction regarding COVID-19 figures, the economic turmoil that the pandemic has created is unlikely to ease anytime soon. Although it is difficult to think about, law firms must be prepared should an event such as another pandemic occur. Another slowdown of the economy on the back of the current turbulence would be a problem for many firms due to the transactional nature of the sector. Planning for the short-term as well as the long-term can help businesses to stay flexible and adapt their processes as needed, minimising the impacts of an economic downturn. The future of the legal sector will be defined by its approach to change management. Historically, transformation has been a slow process, but the pandemic has changed this. Of course, it is still important to ensure that teams are fully informed and have a say in the alterations being made, but recent times have proven that improvements can be made quickly and successfully. The sector must not waste the opportunities that the pandemic has provided to benefit both business processes and our people.