Progression in the legal profession requires a mix of formal training and learning as you go. You can build a strong technical foundation through education, but much of what really shapes a career develops over time. Confidence, judgement and professional relationships tend to come from experience and learning from other people. Unfortunately, access to that kind of support is not equal.
The London Solicitors Litigation Association (LSLA) has recently introduced a mentoring programme, open to all its members, to provide additional access to this type of support. The aim is to make it easier for litigators practising in London to seek guidance, build connections and benefit from a different perspective, wherever they are in their careers.
The membership of the LSLA is broad, with members working for very different organisations, ranging from magic circle firms to small boutiques or in-house. It became clear that while larger, national and international firms often have mentoring schemes in place, that is not the case everywhere. If you work in a smaller practice or in-house, you might not have the same opportunities. Even when mentoring is available, it is usually internal, which can make it difficult to have open and honest conversations.
By contrast, the LSLA’s initiative is intentionally outward-facing. It connects professionals across firms, sectors and roles, creating a space where participants can engage with perspectives beyond their immediate working environment. That independence really matters. It gives people space to talk through challenges, test ideas and think about where they are heading in a more open and flexible setting.
Mentoring is not just about moving forward in your career. It is also about having the chance to pause and take stock. That is not always easy in litigation, where the pace can be intense and the work demanding. Having someone to talk things through with can make a real difference.
One of the programme’s strengths is that it is open to everyone. It is not just aimed at junior lawyers. People at the start of their careers might be looking for direction or reassurance. Those with more experience often value the chance to share what they have learned and understand how juniors experience things. You do not stop developing just because you have been in the profession for a while.
Mentoring is not one-sided. Mentees get guidance and a different perspective, but mentors often get just as much out of it. Talking to someone from a different background or at a different stage in their career can shift how you think about your own work.
That feels particularly important right now. The legal sector is changing in many ways, whether that is technology, client expectations or how people approach their careers. Having a space to talk about those changes and figure out how to respond is genuinely useful.
There has already been strong interest, especially from people keen to be mentees. That says a lot about the level of demand for this kind of support. Pairings are made with care, based on what people are looking for, so the hope is that the relationships feel relevant rather than forced.
Beyond the individual benefits, bringing people together from different parts of the profession helps break down barriers and encourages them to share knowledge more openly. There is real value in bringing together different parts of the profession.
The pressures of the job make this kind of support even more valuable. Early-career lawyers can find themselves in demanding roles without much of a support network. More experienced practitioners often do not get many chances to step back and reflect. A structured mentoring scheme gives both groups something they do not always have.
There is also a wider point about access. Support like this should not depend on where you work or who you already know. Opening it up helps create a more level playing field and makes it easier for a wider range of people to progress.
Over time, mentoring tends to create a ripple effect. People who have benefited from it often want to give something back. That helps build a culture where people support each other. This is good for individuals and the profession as a whole.
At its heart, the programme is based on a simple idea. People learn best from each other. Technical skills matter, but so does having the chance to share experiences, talk things through and adapt to change. Creating space for that and creating opportunities is what this programme is about.
While technical expertise remains essential, the ability to learn from others, exchange ideas and adapt to change is equally critical. By creating a platform for these interactions, the LSLA aims to support litigators at every stage of their careers, while helping to build a more connected and forward-looking legal community.
Nikki Edwards is the immediate past- president of the LSLA and a partner at Fox & Partners, London
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