Upon the completion of my degree in Human Resources Management, I had no idea how much of an asset it would become to my journey in the legal profession. At the time, it simply felt like an academic pursuit something that equipped me to understand people, organizational structures, and workplace dynamics. But as I ventured deeper into law practice, I began to realize that my HR background was not just useful; it was transformative.
In my years of practice, I have seen how law and human resources management intersect in ways that shape both people and outcomes. From managing our staff at the firm to understanding the emotional and professional needs of colleagues, HR principles have guided my approach to teamwork, leadership, and client relations.
Every law firm no matter its size operates not just as a professional body but as an organization with people, processes, and politics. And to succeed within it, one must know how to manage human beings, not just case files.
The lessons from HRM have been invaluable in daily legal practice. They come into play when dealing with clients who insist on having things done their way, even when their expectations defy reason or procedure. They help when managing colleagues especially younger lawyers whose confidence might waver under pressure, or when engaging with opposing counsel whose temperaments differ from yours.
These soft skills patience, communication, empathy, and negotiation are not taught in law school. Yet, they are critical to success in what I often call “the business side of the legal profession.”
Many lawyers, understandably, approach their careers from a purely professional perspective. They attend NBA meetings, draft agreements, appear in court, and meet with clients but rarely see the practice of law as a business that demands managerial, financial, and human expertise.
This narrow focus has consequences. It explains why some senior lawyers treat their junior colleagues unfairly, underpaying them, overlooking their mental health, and ignoring the organizational culture within their firms. These are not simply ethical lapses; they are human resource failures within a legal setting.
When lawyers understand HR principles motivation, appraisal, workplace culture, and conflict management they are better positioned to lead productive teams, build sustainable practices, and ensure everyone under their supervision thrives. Law is not just about the client’s case; it’s also about the people who help you win that case.
I strongly believe that every lawyer should take a course in personnel management or human resources management. The legal profession is, at its core, about people, understanding them, managing them, and resolving their conflicts.
The legal profession is evolving. To remain relevant, lawyers must learn more than statutes and case law they must understand human beings.
My background in human resources management has never been a waste; it has been a weapon of wisdom one that allows me to practice law with empathy, efficiency, and emotional intelligence.
And if I were ever to advise a young lawyer, I’d say this:
“Study people as much as you study the law. Because in both the courtroom and the office, people are your real clients.”
By Ololade Ogayemi Esq. (NIM, ISMN, B.L)
