Alison Lobb
Alison Lobb is Managing Partner of Morecrofts Solicitors. She is passionate about developing and supporting the next generation, as well as providing the best possible client service.
As well as providing traditional legal services, Morecrofts run the Merseyside Independent Business Awards, an annual event promoting SMEs. Alison is also chair of Liverpool Chamber of Commerce.
- Tell us a little bit about your business…
Morecrofts has a long history, being established in 1813. Today the firm is modern and vibrant, embracing technological change but still putting people at the heart of all we do. We deliver a range of services to individuals and businesses and have six offices throughout the Liverpool City region. We are highly regarded for our standards of legal work and client care and are a well-known and respected brand throughout the region. Morecrofts were on of the first firms to become and Alternative business Structure (ABS) to enable us to introduce non-lawyer partners as owners of our business
- How did you get into the industry?
I followed the traditional route to become a solicitor but had a poor experience in my first qualified role, which led me to think about abandoning a career in the legal profession and looking elsewhere. I eventually moved to work in the Legal Aid Board (as it was then called) where I rediscovered my confidence and enthusiasm and felt able to take the plunge back into private practice. By chance, I found Morecrofts, and 15 years later in 2014, after I had been a partner for some time the opportunity to become managing partner arose, and I was delighted to be elected to the role unanimously by my fellow partners.
- What are the biggest opportunities and challenges in your industry?
The legal profession is subject to constant change. Different areas of work spring up on a regular basis, there are now numerous varied business models and, it seems, a constant stream of M & A activity. Legal tech and the advent of AI are changing the way we work – although lawyers are not usually good with change! We are also, however, a profession subject to increasingly onerous regulation which increases cost and curtails some development opportunities. We fight against media perception in some areas of work and frequently feel the need to justify our existence and benefit to society, which takes time and effort. In a firm like ours which has retained a commitment to legally aided work (in the family courts) our profitability is constantly tested by rates of pay which have not moved for almost 20 years, yet the work requires excellent and highly trained professionals to deliver the best possible service. It can feel that we are a profession of conundrums!
- How would you describe your leadership style?
I am not a fan of putting a label on a “style”, as I think we each lead in accordance with our characters and values, and to me what is important is honesty, transparency, and flexibility. Our profession is all about people, and it is essential that we understand our team and what motivates them, to focus on their strengths and utilise them to build the best possible business. My role is both internal and external, and as the figurehead of the firm it is important that I represent the spirit of Morecrofts and embody the firm’s values, whilst internally continuing to inspire and encourage our team.
- How do you get the most out of the people who work for you?
By understanding them and what they are looking for from their careers. By communicating with them as much as possible and being honest and open with them about what we need from them, and what opportunities that might lead to. By supporting them in their own development goals and offering them as many chances as possible to learn and train and enhance their skills, and of course by rewarding them for their achievements, and celebrating those with them.
- What are the most crucial elements to your business running smoothly and being successful?
People. Without them we cannot provide our service, and if they are not the right people, or are not performing the way we need them to, then not only do we not reach our goals in terms of client service, we also risk damage to our reputation and brand. Having the right people with the right skills and attitude at all levels of the business is paramount, and it’s extremely important to me that everyone understands they are essential to the overall success of the business, no matter what their role within the team, and to motivate them to do their best.
- How has the past 12 months been for you?
Transformative. Last year felt like the first full year that our business community had truly emerged from the uncertainty caused by both the pandemic and the state of the economy and started to settle. The last few years had forced us to accelerate change which had been on the “to-do” list for some time, and many of the innovations we have implemented have been transformative to our business. Last year I also introduced the final piece in the work I have been doing to ensure we have a transparent and meaningful promotion system, by establishing the Morecrofts Development Programme, a concentrated programme of training for senior staff looking for partnership in our business, as a result of which we ultimately promoted 5 new partners, who have brought a very different outlook and fresh perspective to many of our strategic discussions.
- What will the next 12 months look like for your business?
Exciting! We have some great new people arriving or recently arrived with us, who will strengthen our team, and we are also bringing through a cohort of newly qualified solicitors across several departments, with more in the pipeline. Like many professional service firms, we are always looking for experienced people to join us, and never say no to an opportunity. We have grown steadily over the last few years and aim to continue doing so, but by identifying the right areas of work and personnel to do so, not just for growth’s sake.
- What are the highlights of your career so far?
Becoming Managing Partner of Morecrofts.
Winning the Women Solicitor of the Year award at the Law Society Excellence awards in 2019
Being President of Liverpool Law Society in 2016 which enabled me to travel to so many places I would not otherwise have seen, and meet people I would not otherwise have met.
- What’s the biggest business mistake that you’ve learnt from?
Personally, not speaking up and sharing my ambitions. When my predecessor retired both she and I knew that it was my ambition to succeed her, and as I was studying a law firm management diploma at the time, I assumed other partners understood this too. It became apparent that they didn’t, and if I hadn’t realised and raised my voice when I needed to, I would have missed the opportunity to become managing partner of the firm. Now I always remind people I mentor that they need to share their ambitions and not assume that others know what they are.
In terms of the firm itself, trusting others to advise on what’s best for our business rather than following my own gut instincts. Fortunately, we have spotted mistakes early on and been able to rectify them without damage being done. There’s always a value in listening to others, and sometimes we need to be forced outside our comfort zones, but if it really feels wrong, it probably is – we know our own business best! I also think it’s important to recognise mistakes and not be afraid to scrap plans and start again. No-one can be right every time!
- What’s the best piece of business advice you’ve been given?
Two things. The first is that you don’t need to be a perfectionist in management – and in fact it can be detrimental. As a lawyer who was trained to make sure everything is precise, that was counterintuitive for me, and took some learning.
Secondly, surround yourself with good people. Know your limits and weaknesses and make sure you have dependable people around you who can fill those gaps – we don’t all have every skill. As a leader your job is to get the right insights and implement them to benefit your business, getting the best out of people along the way. I liken it to conducting an orchestra, you don’t have to play the instruments, but you need to make sure they all work together and guide them to the best possible outcome.
