by CM Murray LLP
Welcome to the CM Murray LLP podcast channel where we discuss a wide range of topical issues in relation to partnership and employment law. CM Murray LLP is a leading partnership, employment and regulatory law firm based in London. We advise US and UK law firms and partners, hedge fund and investment management partners, US and other multi-national employers, senior executives and founders on a range of UK partnership and employment law issues.
Language
🇺🇲
Publishing Since
11/8/2017
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May 29, 2026
The SRA has launched a consultation on changes to its continuing competence regime, driven by the Legal Services Board’s push for a stronger culture of professional ethics across the profession. In this recording, Partners Nick and Andrew discuss what the proposals could mean in practice. In particular, they discuss: • A proposed requirement for solicitors to record and retain evidence of their learning and development for at least three years, moving away from self-certification • The proposed introduction of a minimum of three hours of professional ethics training, focused on interactive, scenario-based discussion rather than passive learning • Practical challenges for firms arising from the proposals, including how larger firms could deal with the requirement to deliver training in small groups and tailoring content to real-world ethical dilemmas • The proposed new powers for the SRA to mandate targeted training in particular sectors or risk areas, with potential enforcement action taken against those who fail to do it • The wider direction of travel - a shift towards embedding ethical decision-making and evidencing competence in practice, not just technical knowledge The consultation is open until 15 July 2026. If you have any questions or would like to discuss the consultation further, please contact our regulatory specialists Nick Leale or Andrew Pavlovic. Nick and Andrew also provide training on SRA regulatory matters, often in conjunction with our employment partners Beth Hale, Sarah Chilton or Emma Bartlett.
May 14, 2026
Progress has been made in opening up access to senior roles, but the pathways to influence are still shaped by long‑standing networks, notions of “fit,” and the power of reputation. Even in a more transparent world, who gets noticed and who gets recommended continues to depend on visibility, trust and the judgments of a relatively small group of decision‑makers. This podcast revisits the panel discussion PR and the Hidden Circles of Power and Influence, from the 6th IFSEA International Conference on Executive & Founder Issues, which took place in June 2025, bringing together experts from executive search, coaching, PR and employment law to explore how people reach the top, why others struggle to get onto the radar and what organisations can do to build leadership teams that genuinely reflect modern society. Jenny Afia, Schillings (UK) (Chair) Emma Bartlett, CM Murray LLP (UK) Katrina Cheverton, Chief Executive, Savannah Group (UK) Jason Nisse, The Nisse Consultancy (UK) Matt Nixon, Stork & May (UK) In particular, the panel discuss: Circles of power still shape senior appointments: While no longer hidden, they tend to remain concentrated among white, privately educated men from elite universities - reinforced by unconscious bias and a preference for “safe” hires who look familiar. Diversity of thought is now recognised as essential, but harder to source: Organisations want broader perspectives, yet talented people outside traditional networks still need to work disproportionately hard to become visible, even in a more transparent search environment. Who really carries your reputation? Not the public, but a small, influential group: senior peers, former colleagues, and headhunters who trade in trusted first‑hand impressions. Their quiet endorsements (or omissions) matter far more than a polished online profile. Online presence helps - but senior leaders are far more cautious now: Most avoid outspoken social media activity due to reputational risk. Yet the next generation is arriving with more expressive online histories, posing fresh challenges for organisations assessing “fit.” Expanding access requires leaders willing to take thoughtful risks: High‑potential candidates from non‑traditional backgrounds may lack standard credentials, but bring creativity, resilience and lived experience - the kind of assets that rarely surface through traditional hiring filters. Are organisations unintentionally shrinking their future leadership bench? Cuts to graduate schemes and the rise of AI are reducing entry‑level opportunities - disproportionately harming those without established networks, and storing up long‑term succession risks. Targeted access programmes show striking impact: The 10,000 Interns Programme achieves around a 70% retention rate, demonstrating how structured exposure can bring high‑quality talent into organisations that would otherwise miss them entirely. Flexible working remains key to inclusion - but is under pressure: Hybrid work opened doors for parents, carers and those with wider responsibilities, yet many organisations are retreating as old assumptions about visibility, productivity and culture reassert themselves. Inclusive leadership requires courage, curiosity and transparent processes: Leaders need to challenge inherited norms, understand experiences beyond their own, and design recruitment systems that avoid reproducing groupthink. Representation follows when inclusion is embedded.
May 5, 2026
In this episode, Partners, Beth Hale and Emma Bartlett, and Senior Associate, Gabrielle Lintott, discuss: An Employment Tribunal decision in which a Metropolitan Police worker with ADHD who had made inappropriate sexual comments in the workplace succeeded in an unfair dismissal claim because of procedural failures by the Police, including failure to properly consider medical evidence. This follows a string of cases where employers have been criticised for not properly taking medical evidence and reasonable adjustments required into account when managing performance, disciplinary and other workplace issues. A recent advertising campaign featuring the ‘AI employee’ – a woman who ‘outworks everyone’ and will ‘never ask for a raise’ – which has sparked controversy for its promotion of sexist stereotypes. We consider the role of AI in shaping access to different industries and roles. Sir Olly Robbins’ dismissal from the Foreign Office and the learnings we can take from that story. We discuss this and the importance of encouraging people to speak up in the workplace, including where they have made a mistake.
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Adam Sher
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Clare Murray
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Welcome to the CM Murray LLP podcast channel where we discuss a wide range of topical issues in relation to partnership and employment law.
CM Murray LLP is a leading partnership, employment and regulatory law firm based in London.
We advise US and UK law firms and partners, hedge fund and investment management partners, US and other multi-national employers, senior executives and founders on a range of UK partnership and employment law issues.
This podcast updates weekly.
This podcast is available on 8 platforms including Apple Podcasts, Spotify, and more. You can also use the RSS feed directly.
Yes, this podcast regularly features guests.
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