Briefing: ‘Leaders must accept that change isn’t always comfortable’ Sarah Walton:
Weightmans’ managing partner Sarah Walton reflects on the key lessons learned in her first year of leadership, and outlines how the firm is shaping up its new chapter through targeted mergers, disciplined growth and thoughtful innovation.
What were the key factors that influenced the decision to merge with Elborne Mitchell and Myton Law, and what made them the right choices?
Both firms have geographical footprints that complement our existing Leeds and London presence, which align with our growth ambitions. More than that, they strengthen areas we are already deeply focused on: both expand our expertise in the transport and logistics sector — particularly aviation, rail and marine — while Elborne Mitchell also brings real depth in insurance, which is a core part of our heritage. Crucially, the mergers give us greater bench strength, enabling us to take on a broader range and greater scale of matters for our clients.
Which processes or qualities are most critical for the success of a law firm merger?
You can have the best strategic rationale in the world, but if the cultural fit isn’t there, the merger won’t succeed — which is why we test this early in the process.
Clarity of purpose is another critical factor. Everyone needs to understand why you’re doing the deal and what success looks like. Without clarity, it’s very easy to lose momentum. After that, it’s about execution. Completing the deal is the easy part; integration is where the real work happens — bringing teams together, aligning systems and processes, and ensuring clients see the benefits quickly. Clear, consistent communication is essential throughout.
What has your first year as managing partner taught you about your leadership style?
The biggest shift has been recognising that my role isn’t to do in the way it used to be. I’m not running M&A transactions anymore — I’m leading a £160m business with 1,700 people, and that requires a completely different mindset. Letting go of the detail has probably been one of the biggest and most important habit I’ve had to develop.
What sometimes surprises me now is how little I need to know compared to before. I have a great team, and I trust and empower them to make the decisions they need to make.
My role is much more about setting direction, being clear on our priorities, and creating the conditions for people to succeed. You must step back and look at the whole business, rather than focusing on any one part.
I’ve also learned the importance of being open to challenge. We’ve brought in directors from outside the legal sector, including people who haven’t spent long periods of their careers at Weightmans, and they bring genuinely fresh perspectives. They help us think differently, challenge our assumptions, hold us to account, and ensure we stay open to change rather than defaulting to the way things have always been done.
This article originally appeared in Briefing. Read the complete article here.
