Over the past few years, the market for experienced and skilled Practice Managers has shrunk significantly. Seasoned professionals are exiting the market – some lured by new opportunities in the broader professional services world, others opting for different career paths altogether. The result? A worrying talent gap that’s only growing wider.
This shortage isn’t just anecdotal. Chambers across the country are reporting increasing difficulty finding high-calibre candidates with the experience, leadership, and commercial mindset required to thrive in these pivotal roles. The reasons behind this exodus are varied; limited progression opportunities, burnout, and a lack of flexibility have all been cited – but the solution requires one thing above all: a shift in mindset.
A Case in Point: 4 Pump Court
Some chambers have already recognised the value of stepping outside traditional recruitment patterns and are reaping the benefits. 4 Pump Court, a leading commercial set, has embraced this forward-thinking approach by appointing Practice Managers and Assistant Practice managers from non-traditional backgrounds.
By looking beyond the chambers-to-chambers talent loop, they’ve brought in professionals from law firms and other industries who offer a fresh perspective, commercial awareness, and operational excellence.
Their experience highlights a growing trend and one that could help solve the talent crisis facing many other sets.
Stuart Gibbs – Senior Clerk at 4 Pump Court
What prompted you to look beyond traditional chambers recruitment when hiring your latest recruits?
- We’ve always been progressive and have recruited in an alternative way before eg from the shipping / insurance space. We’re unapologetic about quality across the business and always interested in the best people; looking beyond the norm offers more choice that can work sometimes, balanced against experience in our niche space. We’re also concerned to have a degree of diversity in different ways: there has been a lack of mid or senior women in clerking and by recruiting impressive female candidates at PM / APM level we’ve created really valuable balance in the team, supporting industry progress.
How did you assess the potential for someone without prior chambers experience to succeed in the role?
- There are some obvious essential attributes required in clerking. Beyond these the quality of the candidate is key: for example increasingly our clerks are graduates. Wider industry experience has also been successfully relevant for us e.g. working in solicitor disputes teams, providing valuable client insight. Maintaining the right culture is also a central consideration – it’s a team effort and selecting people that will work well together in our environment is important to us.
What skills or attributes stood out in your non-traditional candidates?
- Client-side experience, industry insight and fresh eyes.
What impact have these hires had on chambers operations or culture?
- Different people see different opportunities and solutions which is valuable. An alternative approach to dealing with issues can be innovative. Aside from being generally healthy, a diverse team also challenges any unconscious bias.
Would you recommend this approach to other chambers struggling to recruit?
- Absolutely as part of the mix. We’re a long way beyond historic nepotism but recruiting from a wider pool is good for the existing community and advertising the profession more broadly. It’s also an opportunity for the more sophisticated recruiters to keep adding well received value.
Were there any unexpected benefits or challenges in onboarding someone from outside the Bar?
- Chambers is a unique environment that people don’t appreciate until inside. Onboarding people from outside the bar takes more time but can be a worthwhile investment with the right candidates, bringing different perspective and experience to the business.
Ellis Fairbrass – Practice Manager at 4 Pump Court
1. What attracted you to working in chambers, coming from a different professional background?
I realised that I no longer wanted to pursue a career as a fee earner, but I was keen to remain within the legal profession. Having instructed counsel for my own cases, I had built relationships with clerks and gained some insight into life in chambers. I was looking for a role that offered more client interaction and a stronger focus on business development. Clerking seemed to provide the ideal combination, and now, after three years in the role, I can confidently say it was the right decision.
2. How have your previous roles helped you adapt to the unique environment of the Bar?
Working in chambers is undoubtedly a unique experience but my background has equipped me with a range of transferable skills. I’m used to working in a fast-paced environment, managing client expectations, and meeting tight deadlines — all of which are integral to the role of a clerk.
3. Were there any surprising challenges or differences compared to your previous sector?
I’d say that the biggest difference lies in the structure and culture. Chambers has a close-knit environment with a strong sense of autonomy and entrepreneurial spirit, in comparison to the more corporate atmosphere of a law firm.
4. What do you feel you’ve brought to the role that may be different from a traditional chambers hire as a Junior Clerk?
In my previous role, I was responsible for preparing cases from start to finish — gathering evidence, liaising with clients, drafting key documents, and ensuring matters were trial-ready. This hands-on experience has given me a strong understanding of both the solicitor’s perspective when instructing counsel and the needs and expectations barristers have of solicitors.
The Practice Manager Role Has Evolved – Dramatically
Over the last 10–15 years, the role of a Practice Manager has changed significantly. What was once seen as a career built on time-served progression – often starting as a Junior Clerk pushing trolleys to court and “earning their stripes” over a decade or more – is no longer fit for purpose in today’s commercial legal environment.
Today’s Practice Managers are strategic operators. They are responsible for business development, fee negotiations, marketing, compliance, HR, client service, and long-term commercial planning. The modern Practice Manager is as much a business partner as an administrator – and as such, the skillset required is broader, more analytical, and often cross-sector.
This evolution opens the door for professionals from law firms, accountancy, consultancy, and other regulated industries, where managing high-performance professionals and delivering commercial value are everyday expectations. Clinging to outdated hierarchies or assumptions about who is “qualified” will only serve to narrow the talent pool and stall progress.
Moving Forward: Rethinking Recruitment Strategy
To remain competitive, chambers must evolve. Here are three practical steps chambers can take:
Widen Job Specifications
Focus on the core skills and competencies rather than requiring direct chambers experience. Strong leadership, business acumen, and legal sector awareness can come from many places.
Rethink Culture Fit
Instead of looking for someone who understands chambers, look for someone who understands change, growth, and how to drive performance.
Engage with Specialist Recruiters
Working with a recruiter who understands both the traditional chambers environment and the broader legal and professional services landscape like EJR can open doors to a richer, more diverse candidate pool.
Final Thoughts
The market for Practice Managers may be shrinking in its traditional form, but that doesn’t mean the talent isn’t out there. It is, it’s just waiting to be discovered in new places. Now more than ever, barristers’ chambers must be bold, innovative, and forward-thinking in their recruitment strategies.
By embracing candidates from beyond the traditional chambers ecosystem, you’re not just filling a vacancy – you’re bringing in the kind of thinking and experience that can future-proof your chambers for years to come.
