Why Culture Is Key to Retaining Top Legal Talent
Last month at RCSA’s SHAPE Conference, I had the chance to sit in on Dr Adam Fraser’s keynote, and I haven’t stopped thinking about it since. Adam, a human performance researcher, has spent decades studying what drives sustainable workplace performance. His work with elite athletes, military units, and global organisations has shown again and again that culture isn’t fluff; it’s the engine.
One story he shared made me sit up. He recalled visiting a law firm and asking why they thought they kept losing senior associates. The firm’s leaders explained that those lawyers felt they weren’t treated well. When pressed further, one senior partner openly admitted, “I’m not going to change. I was treated poorly at that level, so now it’s their turn.”
That single sentence was both disappointing and familiar. It reflects the cycle so many workplaces fall into, especially in high-pressure industries like law. We normalise behaviour because it happened to us, and in doing so, we pass it on. Toxicity becomes tradition.
As Adam put it, one of the biggest barriers to cultural improvement is the idea that “it’s the leader’s job.” Too many of us shrug off responsibility because we think culture is someone else’s domain. The truth is, every single person in an organisation contributes to it. Every conversation, every meeting, every interaction adds another layer to the culture we all experience.
Dr Adam Fraser at SHAPE (Credit RCSA Instagram)
That really resonated with me, because at Elias Recruitment, we see this play out daily. Lawyers often leave roles not just because of the money or the hours, but because of how they feel treated. When firms lose people, they lose more than just capability. They lose trust, reputation, corporate history, and momentum. On the flip side, firms with a strong, healthy culture become magnets for talent. People want to stay, grow, and recommend their firm to others.
Adam’s research with Deakin University reinforces what many of us instinctively know: culture is incredibly hard to change once it’s set. He likens it to an immune system, which fights off anything new or foreign. That’s why bold cultural initiatives often fail. Daily behaviours and habits do not reinforce them. The trick is consistency. Adam explained it’s not about lofty vision statements that get rolled out once a year, but about the everyday actions that shape the lived experience of work.
From my perspective, this is one of the biggest lessons for both clients and candidates. For clients, culture is your competitive edge. It’s not about perks or marketing collateral, but about how people are treated day in and day out. The juniors you mentor today are tomorrow’s partners, and they’ll mirror what they learn from you. For lawyers, it’s about recognising that you play a role too. Culture isn’t something handed down from the top. It’s built into every choice you make, whether you’re supporting a colleague, giving feedback, or handling pressure.
If we want the profession to thrive, the cycle of “I suffered, so you must too” has to end. Culture is everyone’s responsibility. It’s not just nice to have, it’s the difference between a workplace people endure and one they’ll fight to be part of.
At Elias Recruitment, we’re committed to connecting firms with lawyers who not only have the right skills but who will help strengthen and sustain positive workplace cultures. If you’re looking for your next career move or keen to build a healthier, high-performing team, get in touch with us today.
By Jason Elias
Elias Recruitment CEO
