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18 October 2024 / Jo Sanders
Issue: 8090 / Categories: Features , Profession , Career focus , Media
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One-stop shop for panicking clients

Jo Sanders on how to keep a cool head in an emergency
  • Looks at the rise of multi-disciplinary teams in crisis management.

What is a crisis? Would you recognise one if you were in it and what type of legal help would you seek? It’s worth considering a few examples: a team member in IT is told that a laptop has been left on a train. An employee calls a whistleblowing hotline to disclose that she has been bullied. The CEO has been charged with drink-driving. Accounts discover that a £10,000 payment has not been received. A school calls a parent to say that a child has been involved in unsuitable messaging. A journalist emails with a warning of an imminent adverse article.

These may seem to be entirely different scenarios, but they all have some important common elements. We describe a crisis as an unplanned, unpredictable situation which has the power to impact you or your business’s performance and reputation in a severe way, as well as

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MOVERS & SHAKERS

Thomson Hayton Winkley—Jordan Wallace

Thomson Hayton Winkley—Jordan Wallace

Thomson Hayton Winkley strengthens family law team

Ward Hadaway—Barnaby Rosenthall

Ward Hadaway—Barnaby Rosenthall

Construction lawyer returns to Ward Hadaway in Teesside role

Bird & Bird—Shahin Baghaei

Bird & Bird—Shahin Baghaei

Bird Bird hires leading legal transformation expert

NEWS
Legal aid deserts leave almost one in four without adequate access to justice
The Solicitors Regulation Authority (SRA) has warned solicitors and law firms that using artificial intelligence does not alter their professional obligations, amid concerns over inaccurate legal material and client confidentiality
From forgotten interest claims to case-management appeals, a string of procedural developments offers useful—and occasionally cautionary—lessons for practitioners

Jonathan Fisher KC highlights that it now accounts for around 40% of criminal offences, with roughly 70% involving technology, and argues that the UK cannot simply prosecute its way out of the problem. Detection, investigation and prosecution all require improvement, while different fraud types demand tailored responses.

How forcefully can a litigant criticise a public authority before robust advocacy crosses the line into unreasonable conduct? 
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