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One Profession One Region One Voice Birmingham Law Society's New Leadership



Guy Barnett has been sworn in as the 134th President of Birmingham Law Society, pledging to strengthen Council, connect Birmingham’s legal community and ensure the Society provides a strong voice for the profession across the region.


Barnett formally took office at the Society’s AGM on Thursday 24 September, becoming the latest custodian of a Presidency stretching back more than two centuries to 1818.


Barnett brings a wealth of legal experience and an unusually detailed understanding of BLS, having served on both its Board and Council and, most recently, as Interim Chief Executive. With Calum Nisbet now appointed Chief Executive, Barnett said his Presidential focus will be on representing members, and ensuring BLS speaks up on the issues that matter to Birmingham’s legal community.


Guy Barnett, new President of Birmingham Law Society, said:

“Birmingham Law Society must be a voice for the legal community it represents. That means being prepared to stand up and speak when it is needed, but it also means listening. We need to understand what our members are experiencing, the pressures and opportunities facing the profession and where their Society can make a difference."

“I bring decades of experience to the Presidency and hope that can provide a steady hand as we enter this next chapter. I want to strengthen Council and our committees, and ensure Birmingham Law Society is in an even stronger position when I hand over the Presidential chain next year to Sabina Kauser – the new Vice President."

“This isn't about one person or one Presidential year. It is about building on more than two centuries of history while ensuring the Society continues to evolve for the profession it represents today and tomorrow. My ambition is simple: one profession, one region, one voice.”

Four priorities for the Presidential year

Barnett has set out four pillars for his 2026–27 Presidency: Advance, Connect, Engage and Make a Difference. His approach will be to concentrate on fewer priorities capable of delivering lasting value.


Council

The first priority will be strengthening BLS Council and its relationship with the Society's Professional Committees and wider membership. Interest in joining Council has risen sharply. Last year's election attracted one applicant for four vacant seats; this year, 28 people initially applied for six vacancies.


Following the AGM, six newly elected members and four Presidential co-options will see 10 new people join Council, bringing additional experience and perspectives.


Barnett wants Council to focus on the questions that directly affect members: what does the profession need, what challenges does it face and where should BLS use its collective voice? Deputy Vice President Sam Ingram will lead work to strengthen relationships with the Society's Professional Committees.


Connecting Birmingham's legal community

A second priority will be making greater use of BLS's extensive professional network, spanning managing partners, CEOs and general counsel through to barristers, academics, solicitors and the next generation entering the profession.


Plans include developing greater engagement with managing partners and business leaders, exploring a proposed Geneva Conference and considering whether there is an appetite to revive Advised in Birmingham.


Barnett also wants stronger links between generations within the profession, including the continued development of the Birmingham Law Society Junior Lawyers Division and greater use of mentoring, introductions and shared events to connect established leaders with emerging legal talent.


Making membership matter

The third strand will focus on making BLS membership matter, providing greater value through representation, connections, professional development and a stronger sense of belonging to Birmingham's legal community.


Among the initiatives planned is LAWSTOCK, a proposed informal and inclusive family friendly event with an outdoor festival feel bringing together solicitors, barristers, junior lawyers, senior leaders and the wider professional community.


The proposed Golden Paper Clip Challenge will use friendly competition to encourage entrepreneurship, mentoring and new relationships across the profession.


Barnett summarised his approach simply: “Do fewer things, but do them well.”


Making a difference beyond the profession

Barnett's fourth pillar will focus on the Society's wider contribution to Birmingham, with Carter the Brave, supporting Birmingham Children's Hospital, chosen as his Presidential cause.


In January, he will exchange the Presidential chain for walking boots to climb Mount Kilimanjaro, using the challenge as the catalyst for a wider fundraising campaign involving firms, chambers, business leaders, committees, junior lawyers, sponsors and members.


Throughout his year, Barnett intends to visit firms and organisations across the region, meeting members at every stage of their careers and listening to what they need from their Society.


He added:

“I want people to talk to us. Tell us what BLS does well and where we could be better. Tell us about the issues affecting your firm, your organisation, your career or your part of the profession."

“Birmingham Law Society has extraordinary experience, expertise and energy within its membership. Our job is to listen to it, connect it and, when necessary, give it a voice."


“If Council is stronger, our committees are better connected, junior lawyers have a meaningful voice and new relationships have been created across the profession when I hand over the Presidential chain, we will have made genuine progress.”


Guy Barnett was sworn in as the 134th President of Birmingham Law Society on Thursday 24 September and will serve until September 2027.


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In recent years, there has been a significant societal shift in the traditional family structure, giving rise to the increasing prevalence of blended families. Blended families, also known as stepfamilies, are formed when partners with children from previous relationships come together to create a new household. This evolving family dynamic reflects the changing landscape of modern relationships, challenging conventional notions of what constitutes a "typical" family.


One driving force behind the rise of blended families is the increasing rate of divorce and remarriage. As individuals seek happiness and fulfillment in their personal lives, they may find themselves entering into new relationships after the dissolution of a previous marriage. This reality has led to a mosaic of family compositions, where step-parents and step-siblings become integral parts of the familial tapestry.


While blending families brings new opportunities for companionship and love, it also presents unique challenges. Navigating the complexities of co-parenting, dealing with ex-partners, and fostering relationships between step-siblings require open communication, empathy, and a willingness to adapt. Professionals, such as family therapists and counsellors often play a crucial role in helping blended families build strong foundations and overcome obstacles on their journey to unity.


Education and media have started to reflect this changing family paradigm, with an increased focus on portraying diverse family structures in a positive light. This cultural shift is fostering greater acceptance and understanding of blended families, reducing stigma and creating a more inclusive narrative surrounding modern relationships.


In addition to the emotional aspects, blended families often face practical considerations, such as financial planning, legal matters, and establishing new traditions. Many find that flexibility, compromise, and a shared commitment to building a harmonious home environment are essential for the success of blended families.


As society continues to evolve, the rise of blended families challenges us to broaden our perspectives on what it means to be a family. Embracing diversity in family structures contributes to a more compassionate and understanding society, recognising that love and connection can thrive in various forms, transcending traditional boundaries.

 

The prevalence of blended families has also introduced unique challenges for family businesses, complicating the intricate dynamics of both familial and professional relationships.


In family-owned enterprises, succession planning and decision-making processes become more intricate when navigating the interests of step-siblings and step-parents. Establishing a balance between familial harmony and business success requires transparent communication, clear expectations, and a strategic approach to conflict resolution.


Blended families can introduce several specific challenges for family businesses, including:

  1. Succession Planning Complexity: Determining the next generation of leaders becomes more intricate with the inclusion of step-siblings, potentially leading to conflicts over leadership roles and inheritances.

  2. Communication Struggles: Blended families may face difficulties in maintaining clear and open lines of communication, which is crucial for making joint business decisions and addressing conflicts proactively.

  3. Role Ambiguity: The presence of step-parents and step-siblings can create uncertainty about everyone's roles within the business, potentially leading to power struggles and disagreements over responsibilities.

  4. Conflict of Interests: The competing interests of different branches of the family, particularly those stemming from previous marriages, can lead to disagreements about the strategic direction of the business and financial decision-making.

  5. Estate Planning Challenges: The distribution of assets and shares within the family business can become a source of contention, requiring careful estate planning to ensure fairness and minimise potential disputes.

  6. Emotional Dynamics: Emotional issues within the blended family, such as unresolved tensions or loyalty conflicts, can spill over into the business environment, impacting collaboration and hindering effective decision-making.

  7. Financial Considerations: Blended families may have more complex financial structures, including multiple sources of income, debts, and financial obligations, which can complicate the financial management of the family business.

  8. Professional Development of Step-Siblings: Addressing the educational and professional development of step-siblings may require additional considerations and discussions to ensure fairness and equal opportunities within the family business.


Business leaders in blended families must navigate the delicate balance of maintaining family unity while ensuring the sustainability and growth of their enterprises.


Furthermore, as the landscape of family structures continues to evolve, family businesses are adapting their practices to foster collaboration, inclusivity, and long-term success amid the intricate tapestry of blended families.
Navigating these challenges necessitates a proactive and strategic approach to both family and business matters. Seeking professional advice, implementing clear governance structures, and fostering a culture of open communication are essential steps for family businesses in blended family settings to thrive and sustain generational success.

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