The path to becoming a barrister demands years of study, rigorous exams, and the ability to advocate with precision. Yet when it comes to running a practice, managing professional relationships, and building resilience, many barristers find themselves navigating unfamiliar terrain without a roadmap.

Barrister-turned-coach Max Wilson has seen this firsthand. In his latest article for The Barrister Magazine, he highlights a critical gap in the profession: the lack of structured training in essential practice management and self-leadership skills.

“Before becoming a barrister, my experience was limited to traditional 9-to-5 roles – I had never run a business nor navigated the challenges of being both a leader and an expert. Yet suddenly, I was self-employed, juggling the demands of practice while trying to establish myself in a highly competitive environment.”

Many barristers share this experience. They enter the profession highly skilled in legal advocacy, but without preparation for the business realities of practice. The challenges of self-employment, combined with the pressure to deliver exceptional results, can create an isolating and high-stakes environment.

Why the Bar Needs More Than Legal Expertise

Max draws attention to a persistent issue in the profession — the expectation that barristers should learn the business side of practice through trial and error.

“Although my pupillage supervisors were very supportive, the culture of stoicism at the Bar more generally made it difficult to speak up about challenges or get clear guidance on exactly what I was expected to know on a practical front. I therefore often felt like I was in a ‘sink or swim’ situation.”

This expectation carries real consequences. The Wellbeing at the Bar Report 2024 reveals a stark reality:

• Nearly half of barristers have experienced bullying, harassment or discrimination at work.
• Almost one-third report that they are struggling to cope.
• Nearly a quarter of junior barristers express a desire to leave the profession altogether.

Chambers invest heavily in recruiting and developing talent, yet many barristers leave due to avoidable stressors. The profession has acknowledged the need for wellbeing initiatives, but the absence of structured, skills-based training continues to limit progress.

Coaching Advocates UK: The Bar Pathway

To bridge this gap, Max Wilson, Cath Brown, and Luke Menzies (all barristers turned coaches) are leading The Bar Pathway, as part of Coaching Advocates UK’s growing support for barristers.

This initiative delivers targeted training designed for barristers at every stage of their career.

“Our mission is simple: to ensure barristers receive the training and support they need throughout their careers – not just to survive, but to truly thrive.”

The Bar Pathway focuses on three essential areas:

Self-Leadership: Develop the mindset and skills to take charge of practice. Topics include cultivating a growth mindset, building confidence, assertive communication and fostering strong professional relationships.

Practice Management: Master the strategies needed for peak efficiency and professional growth. Topics cover optimising personal effectiveness, time and workload management and business development.

Wellbeing: Achieve sustainable success by prioritising your health and resilience. Topics include cultivating healthy habits, maintaining balance, managing stress effectively and strengthening emotional resilience.

Navigating practice without the right training is an uphill battle. Mastering the business and leadership aspects of practice can mean the difference between career exhaustion and career longevity.

Learn More

The challenges barristers face are well-documented, but real solutions exist. In his article, Max Wilson breaks down the barrister skills gap and explores what can be done to close it.

📖 Read the full article here: Closing the Barrister Skills Gap

🔗 Learn more about The Bar Pathway and how Coaching Advocates UK is supporting barristers: Coaching Advocates UK: The Bar Pathway

A changing profession demands a new approach to barrister development. Now is the time to rethink how barristers are supported at every stage of their careers.