Matthew DrewWe often look within business for lessons on leadership, yet some of the most powerful insights come from high-performance environments where outcomes are immediate and unforgiving.
I have recently learned from hearing Lee Mears speak, reflecting on his 20-year professional rugby career, that his perspective on leadership offers clear relevance to the modern workplace and, more broadly, to business.
Like elite sport and professional services, many business environments are high-pressure, fast-paced, and outcome-driven. Success depends not just on individual performance, but on how effectively people work together under pressure. What stood out most from Lee’s talk was how closely the principles of high-performing sports teams mirror those required in successful organisations.
Why attitude outweighs capability
One idea that particularly resonated was a performance model attributed to Sir Alex Ferguson and his success in leading the UK’s Premier League football team: Performance = (Capabilities × Attitude²) ÷ Self Interest
It’s a simple formula, but one that captures a fundamental truth. In law, capability can be improved, we can train highly skilled, technically strong individuals. But attitude is what elevates performance, and self-interest is what can quietly erode it.
This reflects our own experience. When recruiting, we increasingly prioritise attitude over capability. The reason is straightforward: skills can be developed. Through training, mentoring, and hands-on experience, gaps in knowledge can be closed. Attitude, however, is far more difficult to change.
We have, at times, recruited individuals with exceptional track records, high achievers with clear evidence of financial success. Yet when attitude or alignment with our values has been lacking, those decisions have not always delivered the results we hoped for. Over time, we have learned that individual success does not always translate into team success.
The risk of self-interest
The role of self-interest within the performance equation is particularly important. Ambition is healthy, but when it outweighs commitment to the team, it can become a destabilising force.
We have seen examples where individuals view a firm as a stepping stone rather than a place to grow. In one case, a talented young lawyer moved roles multiple times within just a few years of qualifying, prioritising short-term gain over long-term development. While that may serve the individual in the moment, it rarely leads to sustained success, for them or the organisations they join.
At Goughs, we are focused on something different. We want people who grow with us, who are invested in the firm and in each other. That means building a team of individuals who are supportive, collaborative and, importantly, altruistic in nature. Motivated by a genuine desire to contribute to the success and wellbeing of others, not just themselves.
From silos to stronger teams
This approach challenges some of the traditional norms of the legal profession. Historically, lawyers have often worked in silos, managing their own caseloads with a high degree of autonomy. While independence remains important, we believe the future lies in a more connected, team-based model.
As Lee emphasised through a quote from legendary basketball coach John Wooden, “If you want to go fast, go alone. If you want to go far, go together.” That philosophy is central to how we operate.
The parallels with elite sport are clear. Both environments demand performance under pressure. Both require discipline, resilience and focus. But in both, long-term success is built on trust, communication and teamwork. Having colleagues you can turn to for support, particularly in high-stakes situations, is essential.
Rethinking leadership for the modern workplace
Leadership plays a critical role in enabling this. It is not just about setting direction, but about creating an environment where people feel supported, valued and able to perform at their best.
We have also recognised the importance of evolving our culture to reflect changing expectations within the profession. Younger lawyers, particularly those from Gen Z, are increasingly mindful of work-life balance and well-being. Rather than resisting this shift, we have sought to understand it.
Our cross-generational research—spanning Gen X, Millennials and Gen Z—highlights a clear change in priorities. While earlier generations may have been driven by stability or progression, younger professionals place greater value on belonging, purpose, recognition and growth. They are seeking meaningful careers in supportive environments.
The “360 lawyer” model
In response, we have strengthened our focus on support and development. Regular in-person team meetings create space for collaboration and discussion. Mentoring and coaching are embedded into our structure, ensuring that individuals at all levels have guidance and support.
We also take a different approach to development. From an early stage, our trainee and newly qualified lawyers are given real exposure to client work, supported by supervision. They are encouraged to see cases through from start to finish, rather than working on isolated elements.
This forms part of what we describe as the “360 lawyer” model. An approach where individuals take ownership of the full client journey. It moves beyond technical delivery to include relationships, communication and accountability, building trust both within teams and with clients.
A collective formula to go far
Ultimately, the lessons from elite sport reinforce something we see every day in legal practice: high performance is not achieved through individual excellence alone. It is built on mindset, culture and collective effort.
Getting the right people, with the right attitude and values, is the foundation. From there, it is about creating an environment where they can grow, contribute and succeed together.
Because whether on the rugby field or in a law firm, the principle remains the same: if you want to go far, you need a team.
Matthew Drew is managing partner at Goughs Solicitors
