In London, England, recent insights from the RollOnFriday In-House Lawyer Survey 2025 reveal a growing dissatisfaction among in-house lawyers regarding the attitude and competency of their external legal counsel. Many respondents expressed frustration with lawyers from major firms, citing a lack of respect and professionalism in their interactions.
One in-house lawyer in the banking sector pointedly criticized a prominent City firm, noting that they often perceived in-house lawyers as lesser professionals, displaying disdain and incompetence. This lawyer remarked that effective communication and foundational social skills are notably absent in some external firms, leading to unnecessary complications.
Another respondent commented on the arrogance present within certain large firms, suggesting that their critical remarks about competitors stemmed from deep-seated insecurities. The ongoing feedback from in-house counsel called for a shift in hiring practices at these firms, advocating for diversity in educational backgrounds and a decrease in elitism among new recruits.
Concerns were also raised about the changing landscape of legal work, with some in-house lawyers predicting that advancements in artificial intelligence could compel lawyers to foster stronger client relationships to justify their fees as automated systems handle more routine tasks.
A general counsel from the energy sector lamented the lack of connection with a transatlantic firm following the retirement of a core partner. She noted with embarrassment how the firm’s remaining attorneys seemed more interested in impressing higher-ups than forging genuine relationships. A similar sentiment was echoed by another client who felt ignored by a U.S. firm that appeared disinterested in maintaining a proactive approach.
Conversely, relationships with firms displaying a personable attitude were greatly appreciated. One in-house lawyer in the financial sector praised HFW for their amicable nature and strong regulatory advice, emphasizing the importance of a conducive working relationship, especially during crises.
Trust emerged as a crucial element in successful collaborations, especially when built over time. A general counsel from the travel industry spoke highly of Kennedys, a firm that has consistently provided reliable support, while another legal representative emphasized the value of mutual respect and teamwork in promoting effective legal services.
The survey also underscored the significance of client engagement from firms. A general counsel in energy appreciated the thoughtful International Women’s Day event hosted by Addleshaw Goddard, which was seen as a genuine effort to strengthen connections. In contrast, another in-house lawyer recounted being taken to a darts event but was noncommittal about whether it was enjoyable.
Moreover, the pitfalls of poor relationship-building were illustrated through various anecdotes. A notable incident involved a new partner who failed to recognize a decision-maker during a lunch meeting, leading to a wasted opportunity. Another workplace blunder was attributed to a firm that served tasteless sandwiches at a client lunch, a situation that left a bad impression.
As firms strive for better client relationships, anecdotes from in-house lawyers reveal that authentic interactions and thoughtful gestures can foster loyalty and trust. One general counsel reflected positively on the lack of offensive humor or poor-quality food during their recent dealings, humorously reminiscing about the more straightforward interactions of the past.
The findings from this survey spotlight the ongoing tension between the expectations of in-house lawyers and the service levels provided by external firms. As the legal industry faces transformative changes, building and maintaining integrity in client relationships may become more critical than ever.
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