Editor’s Letter

WHEN I took over as editor of this magazine some six months ago, I wondered if I would eventually start to come across faces familiar from my time at university. I knew a number of talented people confined to the libraries and ‘dreaming spires’ studying law, and it seemed likely some of these names would eventually be seen rising through the ranks in the ‘war for talent’ among competing law firms. Perhaps they would be the targets of strategic lateral hires; the recipients of impressive promotions; subjects of press coverage; or even found representing their firms at some of the events I often attend and report on in these pages.

However, I could never have imagined that the first time a face from the past would emerge it would be in connection with a terrible tragedy – that of Freshfields IP associate and Oxford graduate Matthew Courtney, who fell to his death at London’s Tate Modern last month. Pronounced “unexplained but not suspicious” by Scotland Yard at the time of writing, the shocking incident has nevertheless sparked fresh concern for the pressure City high-flyers may face at work.

In a statement Freshfields paid tribute to “a terrific person and a very promising lawyer”, but it was as part of our university’s lively theatre community that Matt and I met. Regularly on the stage, he certainly didn’t fit the stereotype of the law student – never able to escape from their books and forced to shun any sort of social life. Indeed, he probably got out more than this English Literature student who produced just an essay or two a week. A popular and talented performer, he was also a very gifted comedian and appeared with the university’s comedy troop, the Oxford Revue, to great acclaim.

The Tate incident caused something of a media furore when it was first reported on Valentine’s Day, with opinion apparently sharply divided in the legal community and the wider public alike. Some have suggested it casts the spotlight on overly profit-hungry partners, driving their associates harder than reasonable – and round the clock – with little respite. For instance, much has been made of reports that Courtney could have been required to work “16 hours a day, seven days a week” for his associate salary of ₤55,000 – and the ‘carrot’ of possible partnership himself some time in the future.

However, others have accused the press of jumping on a personal tragedy – one about which some of the facts are still unknown – and exploiting it to make a point about the ‘values’ of big business. Although young lawyers are undoubtedly required to work hard for their money, this group claims that the hours reported above are an exaggeration – certainly not the norm for an associate in any practice area. The link between work stress and the possible suicide is also tenuous. Firms do consider their employees’ well-being, they argue. In fact, associates’ working conditions and the question of a ‘work-life balance’ is more important to them than ever before.

But whichever view you take, I think few would question that a career in the law is hugely demanding, and it is not entirely unlikely that this pressure will take its toll at some point and in some form. There is a free confidential advisory service for struggling lawyers called LawCare, funded by the Law Societies of England and Wales, Scotland, and Northern Ireland, the Bar Council and The Institute of Legal Executives (ILEX). Advice covers a range of health-related issues, from stress and depression to alcoholism and eating disorders. Available to all lawyers and their families, the service is run by volunteers, themselves lawyers, with personal experience of dealing with similar emotional problems in the course of their own working lives.

Personally I feel it is in quite poor taste to turn an individual loss into fuel for a political debate and knee-jerk accusations. But on the other hand, it can’t hurt to reflect on the importance of all firms supporting their employees – encouraging openness; introducing communication forums; inviting views and discussion; and always keeping well-being a key management priority.

Richard Brent

Editor

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