Why Aren’t More Lawyers NEDs?

In this latest report, Alex Hamilton-Baily and Mark Freebairn explore why senior lawyers remain underrepresented in UK boardrooms. Drawing on interviews with Chairs, NEDs, general counsel, company secretaries and legal leaders, the research suggests the problem is not capability but perception.

Why are lawyers well positioned to meet emerging board priorities?

Interviewees consistently highlighted the strengths lawyers bring to the boardroom: sound judgement in high-pressure situations, sophisticated risk oversight, independent thinking and the ability to navigate complex stakeholder environments. These are capabilities increasingly central to effective board performance.

The findings also reveal a clear pattern among lawyers who build successful board careers typically broaden their experience beyond legal roles, gain governance exposure early and focus on demonstrating commercial and leadership impact rather than technical expertise alone.  

If lawyers have the skills boards need, why are they still missing from the boardroom?

Three key challenges were identified:

1. Recruitment bias. Lawyers are often viewed as technical specialists before their broader leadership experience is considered.  
2. Narrow professional identity. Many boards continue to view lawyers primarily as advisers rather than leaders who have shaped strategy, transformation, governance and risk.  
3. Traditional views of executive leadership. Board appointments often favour candidates with visible P&L responsibility, despite many senior lawyers operating at executive committee level and influencing critical business decisions. 

Are traditional assumptions limiting boardroom talent?

Ultimately, this discussion is about more than lawyers. It challenges boards to reconsider how they define leadership and identify board-ready talent. As governance, risk and stakeholder scrutiny become increasingly prominent board priorities, the real question is not whether lawyers can contribute, but whether outdated assumptions are causing boards to overlook valuable perspectives. 

Read the full report to explore the findings and recommendations in detail.

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