How future-focused firms are developing tomorrow’s legal leaders
As the Solicitors Qualifying Examination (SQE) becomes the norm, law firms have a new opportunity – and responsibility – to move beyond solicitor qualification as an end point and invest in long-term professional development. Jonathan Worrell, director of business development at BARBRI, explores how smart firms are aligning training with leadership, retention and long-term performance and winning dedication and loyalty as a result.
The SQE isn’t the end goal, it’s simply the entry point. The real measure of success is what comes next: honing solicitors who think commercially, lead confidently and stay for the long-term.
In a competitive legal market, where expectations are evolving and retention pressures are growing, firms that treat early careers as a long-term investment are already seeing results. The SQE has been a key asset here, creating more flexibility and accessibility — but it’s what firms do beyond the exams that will define the strength of their talent pipeline.
Building capability, not just competence
Technical knowledge and hard work get trainees through qualification — but thriving in practice requires so much more. From day one, junior lawyers are expected to manage client relationships, contribute to business development, communicate clearly and juggle competing demands.
Firms that invest in these real-world skills early on alongside legal training accelerate onboarding, reduce early attrition and create more confident, commercially aware solicitors. That’s why BARBRI created Prep for Practice, a professional development programme built to close the gap between legal theory and practice. It covers everything from time management and communication to commercial insight and leadership behaviours — giving trainees the tools they need to perform, progress and add value faster and throughout their careers. Also available is the popular on-demand, online Legal Life Skills short course series, and the new AI courses and webinars specifically designed for legal professionals.
Leadership starts early
Leadership isn’t just a matter of seniority and a title; it’s very much a mindset. And it begins far earlier than most firms realise. The confidence to take ownership, the ability to lead conversations, the resilience to bounce back — all of the key building blocks to success are learned in the trainee years.
Firms that take the time to embed mentoring, coaching and structured feedback into early training are seeing great results: more self-aware lawyers, stronger team contributors and greater long-term retention. Giving trainees space to lead — whether that’s managing a mini-project, presenting to clients or supporting peers — builds the habits that define future leaders.
According to Deloitte’s 2025 Gen Z and Millennial Survey, 23% of respondents left their roles in the past year for better learning and development opportunities. The message is clear – younger professionals won’t wait around for growth. In a fast-moving legal market, building leadership capability early isn’t a bonus, it’s business-critical.
The business case for long-term development
Professional development is no longer optional, it’s a clear differentiator in a market where loyalty is earned, not assumed. Deloitte’s 2024 data also shows that employee promoters — those most likely to recommend their firm — are much more likely to feel satisfied with their learning and development opportunities. Firms that invest in structured, long-term growth consistently report:
- Faster onboarding
- Lower attrition
- Higher engagement from junior lawyers
- Stronger alignment between people development and business goals
It also strengthens employer brand — 89% of gen Zs and 92% of millennials say purpose is central to their job satisfaction and wellbeing — and they’re willing to walk away from roles that don’t deliver on this. Firms that show a clear, purpose-driven path from SQE to leadership are attracting and keeping the strongest candidates.
What forward-thinking firms are doing differently
While some firms continue to treat the SQE as a compliance shift, others are using it as a catalyst for real change. The firms leading the way are:
- Aligning SQE programmes with broader leadership and talent goals
- Embedding structured professional development from the outset
- Offering coaching, feedback and wellbeing support throughout
- Partnering with providers who understand the full talent journey — not just the exam.
At BARBRI, we work alongside firms in designing SQE strategies that align with their long-term talent and business goals. Our approach involves supervisor briefings, detailed academic tracking, wellbeing support and practical learning pathways that reflect each firm’s commercial needs and practice areas.
Our skills training programme complements this strategy by offering trainees hands-on experience through interactive workshops, simulated client scenarios and guidance from experienced practitioners. By focusing on realistic, practical skills, trainees can smoothly transition from qualification to practice, contributing effectively from day one.
Embedding leadership into every stage of training
Every solicitor you invest in today shapes the long-term strength of your firm. But leadership potential doesn’t grow by accident — it needs nurturing, structure, feedback and support.
By embedding professional development into your SQE strategy, you’re not just preparing trainees to qualify. You’re building capability, confidence and commercial value from day one. Talk to BARBRI about creating an SQE programme that goes beyond qualification – one that supports performance, progression and long-term success.
Rethinking SQE as part of your talent strategy? Contact Jon Worrell today about how BARBRI can help your firm develop future-ready lawyers from day one.
Download your free ebook today: Your Future-Proof Firm: A Practical Guide to SQE Planning
