Ben Chiriboga (00:01.685)
Okay, hello and welcome back everyone. This is Ben Chiriboga, the Chief Growth Officer here at Nexel coming to you with another This Legal Life. I am very, very excited today to be speaking with Christine Lindenberg, who is the marketing and communications director at Vishome. Christine, welcome to the This Legal Life podcast.
Christine Liæker Lindberg (00:26.966)
Thank you, Ben. I’m very happy to be here having this conversation with you.
Ben Chiriboga (00:31.773)
I am as well. So we were talking a little off camera as everybody does before we get started in the podcast and you are located in Oslo in Norway and it is a beautiful, I understand, summer day there and we were talking a little bit about what it’s like being Norwegian in the summer. Do you want to maybe kick us off with what that means to Norwegian people as at least the Northern Hemisphere gets into the…
to the warm climate of our time around the sun. Tell us a little bit about summertime in Oslo.
Christine Liæker Lindberg (01:06.358)
Yes, Ben. Since we have four distinct seasons in Norway, we’re really looking forward to spring and summer, where we can really be outside all the time. And Norwegians are really looking forward to go to their cabin, go tenting or to their camping. Being outside, near a lake, just relax, being together with friends and family. Or else we also love to go to Spain, especially.
south of France and to warm climates. So that’s how Norwegians are. Being outside all summer is very common for Norwegians.
Ben Chiriboga (01:46.893)
Yeah. When you think about maybe a good experience that you’ve had previously in the summer, maybe even back to when you were younger, is there anything, any memory that you feel like is very indicative of being in summer? Any event?
Christine Liæker Lindberg (02:03.694)
It’s actually the simplicity of sitting outside late, because in Norway, the sun doesn’t go down until in the middle of the night. So the sun is up and you feel very special being outside with friends and just eating some late dinners, just listening to music, just to relax and enjoy is the best. I’m thinking maybe…
Ben Chiriboga (02:30.995)
Christine Liæker Lindberg (02:32.018)
night swim or something like that. That’s really things that stands out and the simplicity.
Ben Chiriboga (02:37.113)
Yeah. It sounds beautiful. I would love to be there. You know, I was telling you the story about how my summer has not started, very simple, but still a blessing to have it. Well, you know, Christine and I are wishing everybody a great summer, I know, as we go in. And today I’m really excited to talk a little bit about growth initiatives and the importance of growth initiatives, how to set them, how to set up teams.
and really bring the firm together to launch them. But before we get into that, do you wanna talk a little bit about your background as the Director of Marketing and Communications at the firm? You’ve been with the firm quite some time now, I think upwards of 10 years, 17 years if I’m not mistaken. So it’s been a wonderful time at the firm. Do you wanna tell us a little bit about your history?
Christine Liæker Lindberg (03:31.186)
Yes, I have been in the legal industry for a very long time. And before that I was in the audit industry. So I really like working in partnership firms. And I think I’ve been staying in the legal industry for such a long time because it has been a great development of the industry and it has been a lot of things.
constantly evolving things. So that’s why I stayed. And I think it’s just incredible working with a lot of bright people in an industry that so much things has happened.
Ben Chiriboga (04:17.877)
Yes, if you think about the biggest dramatic change over the course of your last 17 years, is there anything that you would explain to an alien? We used to do it like this and now this has changed. Anything that really sticks out in your mind?
Christine Liæker Lindberg (04:37.91)
I just think in the beginning, sales and client development was not on the priority list. So that has come with the increased competition, the professionalism of the law firms and the growth becoming large, we’re becoming larger, there needs to be more structure. And there has been an increase on demands for how a law firm is driven.
And the role of the partners have also been increasing. They’re not just legal advisors anymore. They are strategic advisor and they need to follow up the employees more closely. There are more demands from all aspects of being a partner and that also demands increased support from business support and the non-lawyers. So there has been a…
really professionalism in the last years that has been really interesting to follow. And I’m always interested in talking to other law firms. So I often tend to turn to the UK firm because I feel that they are a little bit in front of us in the Nordics when it comes to business development. So to just discuss and find out how they’re doing things and adopt that in our firm, it’s
really valuable. So it’s always things to learn. And I think also that law firms, they previously they like just turning the page, but now they really need to change to the changing market and everything is happening much more quickly. And after Corona, we have seen that we can turn around.
more quickly than we thought we could. So there’s a lot of demands on many dimensions. So we really need to prioritize and have a business plan that ticks all the important boxes that we need to deliver on.
Ben Chiriboga (06:41.285)
in many dimensions. So we need to prioritize and have a business plan that keeps all the important aspects of the community. Yes. So for sake of time, we’re going to go into sort of our first pillar. But I’d love to, at some point, we’ll have you back and talk a little bit about why you feel like I’m very interested in the question about whether or not
this changing dynamic, this professionalism into a business is being driven by the clients or whether or not it’s being driven by competition. Obviously both probably in some measure. And I would also say probably the increased nature of how connected law firms are, let’s say with other businesses moving forward. I think those three things always are very contributory.
Why don’t we go into one of our first pillars, and we’re really here to talk about how to build a strong growth initiative team for your law firm. And I think the first sort of topic around that is maybe just describing growth initiatives and what does that mean, and everybody has a different idea about what growth means. Whenever I say a growth initiative, what’s the first thing that comes to Christine’s mind?
Christine Liæker Lindberg (08:00.71)
A growth initiative could be one specific area that we need to grow. Either a new practice area or a new sector development. But as a firm it’s important to have an overall strategy that shows that we want growth. And have a plan for that. And have a defined plan helps us.
sort out what kind of initiatives underneath to support that overall strategy. That is really important to really achieve the goals. Because when you have a big firm, it could be a lot of silo work and different groups of lawyers and practice groups are working independently and forget that to align to the overall strategy. And that is…
If you’re not tight on that and have a consistent plan and share that internally, it could kind of that you don’t achieve the goals that you set for the firm as an overall firm. So, but yeah.
Ben Chiriboga (09:14.689)
I want to ask you a little bit about the types of ways to grow. You mentioned defining how you want to grow. Whenever I think of growth, I sometimes think of it from the perspective of first, you can acquire more people. You can grow a new practice, new clients. Sometimes you can hold clients longer and not lose as many clients. Maybe that’s a function of better client service.
more services for that same client. And then sometimes, you know, there’s, I think of that as expansion, which is same client being served by multiple different practice areas. Do you have anything to add to that sort of like framework? Is there anything else when you think about growing that really means? Could it be new products? Could it be new types of services? Yeah, I’d love to get your ideas on that.
Christine Liæker Lindberg (10:10.826)
Yeah, I think the main thing, I think it’s the most important thing is to make sure that our largest clients are happy and get what they really need and make sure that they are on top of their strategy and we can support to make sure that we provide everything they need to grow on the most important clients. But then again, when the market is evolving as it is.
Ben Chiriboga (10:20.243)
Christine Liæker Lindberg (10:38.53)
is now there’s a lot of changes and new practice areas are kind of popping up and we need to be we want to take those markets as a large full service firm that is very important for us to make sure that we are on top of these new areas and grow in these areas. So I think that is important and to be to kind of I think also we need to have the
the relevant team, we have to have enough resources, we have to also recruit a little bit, maybe more than we have at the moment so that we make sure that we can push. So it’s kind of a mix of things that we need to kind of moderate and monitor, where do we push the buttons now to make sure that we are on a constant move. Because I think it’s so important for a…
Ben Chiriboga (11:20.153)
mix of things that we need to kind of moderate and monitor. Where do we push the buttons now to make sure that we are…
Christine Liæker Lindberg (11:33.922)
for a law firm and an ambitious big law firm to really grow, to move. Because if you stay still, it’s difficult with competition and attractiveness for all aspects. So that is the kind of overall goal. So I think it’s a complex question, but I think those are the things we really need to pay attention to.
Ben Chiriboga (11:38.381)
grow to move because if it stays still it’s a good position and attractiveness for all aspects. So that is the overall goal. I think it’s a complex question but I think so about things. Yes. I very much enjoyed the nuance that you brought to the question. Many people I think…
tend to think about growth from the perspective of, well, growing just means more money. But I take your point to be somewhat different. It can be more revenue, and the revenue can come from many different ways, but it’s also about evolution and growing from the perspective of growing from something that you are today to something new.
And I think it’s important that you hold both of those nuances in your mind, because it is kind of also about growing to meet the client demand in that perspective. You would say that, if we could just make an analogy, a tree that grows from a sapling to a large tree has grown, but it’s still the same tree in some capacity, right? So I think it’s just a good cut on this, which is how do we grow to continue to evolve effectively?
So I take your point.
Christine Liæker Lindberg (13:01.162)
Yeah, and I think in the recent years, I think the clients has evolved a lot because there has been a lot of development and they have been exposed for so many different things and the technology has advanced in the private market. So they used to advance technology in their private life and also the suppliers are…
Ben Chiriboga (13:10.19)
Ben Chiriboga (13:22.373)
Christine Liæker Lindberg (13:30.21)
Their suppliers are evolving and the consulting firms are advanced in how they deliver their services. And as a legal advisor, we need to pay attention to how the clients are situated in this mix. So we need to up our game in how we deliver the legal services. And we need to be on top of things because the competition is everywhere from not only the legal.
Ben Chiriboga (13:48.677)
We need to up our game and how we deliver the legal services.
Ben Chiriboga (13:57.488)
Christine Liæker Lindberg (13:59.238)
the legal market. For instance, if we want to be a strategic legal advisor, we need to compete with the management consulting firms. That’s even more demanding and we really need to understand where they’re coming from. It was B2B and then it was B2C and now it’s maybe B2P. Business to people. We need to…
Ben Chiriboga (14:00.673)
Ben Chiriboga (14:20.188)
where they’re coming from. Yes. It was B2B and then it was B2C and now it’s B2C. Yes, right. To see the people behind everything. Totally, totally. Absolutely. I want to take the conversation now in a direction around, now that we’ve defined growth initiatives, take it into a direction around communication and alignment.
Christine Liæker Lindberg (14:27.254)
to see the people behind everything. That’s the involvement, I think. Yeah.
Ben Chiriboga (14:46.077)
anybody who’s led teams and managed teams or even tried to push things through, understand the difficulty that comes along with getting everybody to row in the same direction. A million different analogies play on the same team, pass the ball to one another. You can pick anything you want, whatever resonates. You are the director of marketing, that’s an outward-facing role, as well as communication.
Christine Liæker Lindberg (15:01.835)
Ben Chiriboga (15:11.865)
Communication can be many things, of course. Communication can also mean internal communication. Do you wanna talk a little bit about where you have found success in internal communication whenever it comes to aligning goals? And really, it probably goes without being said, how important it is to always remind everybody what is happening again and again and again and again, and making sure that people stay aligned there. Yeah, yes.
Christine Liæker Lindberg (15:38.75)
Yes, yes, I love to talk about that. Internal alignment is important. And you always think that you have said it once, but you need to say things and you need to repeat things in a variety of ways. And I think the success with internal communication when it comes to business strategy and overall goals for the firm is actually to be very clear on what our goals are
Ben Chiriboga (15:42.823)
Ben Chiriboga (15:53.893)
And I think the success with internal communication when it comes to business strategy and…
Ben Chiriboga (16:03.909)
be very clear on what our goals are and…
Christine Liæker Lindberg (16:09.178)
platform and communication channels. Like we have these annual meetings for all our employees. We have that physical and we have it digital. And we every now and then repeat what our goals, our goals are and explain the initiatives and give a status on how we’re doing.
Ben Chiriboga (16:31.045)
explain the initiatives and give a status on how we’re doing. So to make sure that people are on board where we’re going. Because then it’s easier for them to understand why we’re doing things and also why we are maybe changing things. Because change is something that nobody likes. And to make them come along on this and they feel included is extremely important.
Christine Liæker Lindberg (16:38.102)
where we’re going, because then it’s easier for them to understand why we’re doing things and also why we’re maybe changing things, because change is something that nobody likes and to make them come along on this and they feel included is extremely important. And as a professional service firm that is even more important because people are the
product and they need to deliver and they need to be motivated and engaged because the difference of how they deliver and how they work together is based a lot on motivation and engagement and especially people that has that especially ambitious people they really need to know where we’re going why they have a lot of questions then so to repeat and have and
Ben Chiriboga (17:06.689)
and they need to deliver and they need to be motivated and engaged because the difference of how they deliver and how they work together is based a lot on motivation and engagement and especially people that has, especially ambitious people, they really need to know where we’re going, why. They have a lot of questions. So to repeat and have…
Christine Liæker Lindberg (17:34.966)
have sessions that we can share these and they can understand is important. And then it’s also important to understand that when we have a plan, maybe we need to reallocate our resources to this area or spend more time on these practice areas than these. But that doesn’t mean that they are not important, but we need to lift these up and they need to understand why so they don’t feel that they are
Ben Chiriboga (17:37.913)
sessions that we can share these and they can understand is important. And then it’s also important to understand that when we have a plan, maybe we need to reallocate our resources to this area or spend more time on these practice areas than these. But that doesn’t mean that they are not important, but we need to lift these up and they need to understand why so they don’t feel that they are not prioritized in the same manner. But…
Christine Liæker Lindberg (18:03.826)
not prioritized in the same manner, but we really need to be transparent and make them understand because then it’s much more efficient to reach our goals when people are included and feel informed and yeah, I think it’s very, very important.
Ben Chiriboga (18:08.605)
We really need to be transparent and make them understand. Because then it’s much more efficient to reach our goals. And people are included and the field is formed. Yeah, it’s very, very important. Yes, while you were talking I was looking… The listeners won’t be able to hear this, but you will. I have a little thing on my thing that says, why do you think that?
And it’s something to just remind me every day that what I have come to understand is it’s not simply enough to say, do you understand what we’re saying? Do you understand the why? It’s also you have to take away their own version. So you have to get into their own thinking to make sure that the thinking is sort of aligned. So in some sense, it’s communicating the thing.
asking them if they understand the why, communicating again, asking if they understand the why, but then also understanding their own thinking as to why they think, you know, X, Y, and Z. And if you can meet that and you can sort of have that resonance and it meets, you know, you do have a higher chance of people understanding. So it’s not only just, do you understand the words that I’m saying, do I understand how you’re thinking about things as well and that sort of coming together. And of course, it’s a lot of emotional.
emotional work and cognitive work to be able to hit that.
Christine Liæker Lindberg (19:36.766)
Yeah, and that’s why I think it’s important to make sure you have a mix of a challenge you use to get the message through, to have like town halls, and then you have marketing group meetings in smaller groups, and then you have digital video link meetings to inform, and then you have the one-on-ones, and to make sure that everybody understands. And I think it’s very important because then…
It makes the difference if you achieve the goals.
Ben Chiriboga (20:15.217)
Yes, I want to go now into a little bit around recruitment and strategy. You know, kind of a hard break out of it. We could continue to talk about the importance of alignment, but let’s go into the people and making sure that the right people are in the right place. You know, I, in my own life, and of course…
in the context of Nexol, you know, there’s always this, for me, this idea around, that floats into my head around development and how much can an organization develop an individual person in their role while at the same time assuming that the organization gets to or needs something else. You know, this idea of balancing.
development to people where they sort of need to be combining that with the right person at the right time and always this difference between. I think you can comment on that but of course it’s still the case that as things evolve and as new growth initiatives come up you need to be able to recruit and bring in the right people for the right time while also retaining people.
There’s so much in there. Do you want to talk maybe just a little to begin with about how do you balance retaining and recruiting for these sort of different initiatives?
Christine Liæker Lindberg (21:48.778)
Yes, I think it’s when you have these clear goals on where you’re going, you need to bridge the gap on defining what do we have and what do we need. And then you have the constant base of recruiting students or young lawyers that come in and
Ben Chiriboga (21:59.461)
When you have these clear goals on where you’re going, you need to reach the gap on defining what do we have and what do we need. And then you have the constant base of recruiting students or young lawyers that will come in, and then you define together with them where they…
Christine Liæker Lindberg (22:18.198)
what kind of work they want to focus on. But also we need to kind of lead the way a little bit on where the needs are. And then it’s the upskilling and re-skilling of experienced lawyers when it comes to where we need to put a focus on and where the work are. And as a full service law firm, we always have business somewhere and maybe some areas are more
Ben Chiriboga (22:24.453)
we need to lead the way a little bit on where the needs are. And then it’s the upskilling and re-skilling of experienced lawyers when it comes to where we need to put a focus on and where the work are. And as a full service law firm, we always have business somewhere.
Christine Liæker Lindberg (22:47.81)
heavy than others sometimes, and then we try to pre-skill some of the lawyers and they can work on other areas than they plan to. And especially also with new practice areas, we really need to focus on getting them up to speed to the latest competence that we need to deliver to the client and that they expect from us. So it’s…
I think that’s really important to have a structure in the development programme for the whole firm and to have a plan on where people need to be or should be and have programmes that they can adopt when it comes to legal skills and the negotiation skills and all the other skills that need to be…
Ben Chiriboga (23:17.804)
Ben Chiriboga (23:40.049)
and then negotiation skills and all the other skills that need to be in place for the complete business lawyer. So it’s a really complex system that we need to make work to achieve the goals and that they are happy.
Christine Liæker Lindberg (23:44.51)
need to be in place for the complete business lawyer. That is, so it’s a really complex system that we need to make work to achieve the goals and that they are happy with how they develop in the firm. And that is important for us, that they are happy and feel that they are in a firm that take care of their career path.
Ben Chiriboga (24:03.909)
they develop in the firm. That’s important for us that they are happy and clean, that they are in the firm that take care of their career paths. Yes, yes. Can you speak a little bit to this hard question around that I raised before? Because I really, I would appreciate your perspective. The difference between people where they’re at, the ability to really upskill and the ability for them to upskill versus, you know, if you, you know,
Can we bring them up and can we re-skill them versus somebody who might be already there and this tension that is natural, of course, and this very hard-not-balance that seems to always be present. How do you believe today, you know, the world sort of fits in terms of, on the one hand, everybody has the ability to be where they’re at based on their own life circumstances?
And at the same time, you still need to upskill and reskill people that may not be able to do it versus that. Do you, where do you feel like, I don’t want to use the word ethics or anything, but where do you feel like this balance is drawn from that, in that situation?
Christine Liæker Lindberg (25:21.398)
It’s a kind of tricky question because I think there are different roles that you can take upon in a large law firm. You can focus on or you can go the path that is the commercial business path and then you can go to the practice area to really dig deeper into practice area and really be a
Ben Chiriboga (25:22.917)
It’s a tricky question because I think there are…
Ben Chiriboga (25:42.245)
the practice area to really dig deeper into the practice area and really be a super expert. And then you can also take on roles as a leader. And you can go in.
Christine Liæker Lindberg (25:50.978)
take on roles as a leader and you can go into a lean on HR, and then you can go and develop new, to kind of change your focus to go to new practice areas. So there’s a, I think there’s a, what has been the solution this for us is that there’s a lot of
Ben Chiriboga (26:11.489)
new practice areas. So I think the solution for us is that there’s a lot of roles to fulfill.
Christine Liæker Lindberg (26:17.478)
and roles to fulfill and we try to kind of match up and we challenge the ones we think have the potential to go into that or that direction. And there’s a lot of things because some are into tech and how we deliver to our clients. Some are rainmakers, some are coordinators kind of. And so I think we really need an aspect of people and to make sure that we challenge people to…
Ben Chiriboga (26:24.629)
challenged ones we think have the potential to go into that direction. And there’s a lot of things because some are into tech and how we deliver to our clients. Some are rainmakers, some are coordinators kind of. So I think we really need an aspect of people and to make sure that we challenge people to reach their potential. That is important.
Christine Liæker Lindberg (26:46.574)
to reach their potential, that is important. And sometimes if there are a mismatch that they do not want to go or to take upon these challenges, sometimes they find that they go in-house or do other stuff and they see that this career is not for us and that’s no hard feelings because a lot of people that, or some people that leave our firm are becoming
Ben Chiriboga (26:52.729)
Sometimes if there are mismatch that they do not want to go or to take upon these challenges, sometimes they find that they go in-house or do other stuff and they see that this career is not for us and that’s no hard feelings because a lot of people that, or some people that leave our firm are becoming our clients because they know the…
Christine Liæker Lindberg (27:16.018)
our clients because they know what they get from us and how things work. It’s just that was not the right fit for them. So it’s just to kind of try to balance and because that’s life and people change and but we really want to explore the potential in each individual to make sure that we yeah and then that takes time and takes structure and takes
Ben Chiriboga (27:21.017)
what they get from us and how things work. It’s just that was not the right fit for them. So it’s just to kind of try to balance and because that’s life and people change and we really want to explore the potential in each individual to make sure that we, yeah. And then that takes time and takes structure and takes the investment from both time and money.
Christine Liæker Lindberg (27:45.878)
both time and money actually. So yeah.
Ben Chiriboga (27:48.597)
Yes, no. I couldn’t agree with you more. Yes, totally. I, yes, I, it’s been one of the most interesting questions that I’ve gotten the chance to explore with people, and I really, I appreciate your perspective. It’s something that I take very serious for myself, you know, and always want to be on the right side with the team, and it’s great to hear your perspective. I want to sort of end here with…
with training and development. So this is a very nice segue into what we were talking about and really upskilling and re-skilling as a structure evolves. It seems to be incredibly important. There’s a thread line here because…
course it’s very internal facing. We spoke a little bit about the internal communication to make sure that people are aligned in terms of the goals and initiatives. We also talked a little bit about making sure that the people that are doing the roles are the people who they can do the roles and now we’re talking about effective training to really sort of get them up to speed. Do you want to think, do you want to talk a little bit about how you think about training?
Maybe I’d be interested if you could talk a little bit about what is, you know, what’s the balance between re-skilling and, oh my god, the word, reinforcing what they already learn. So it’s, it’s these two balance, new versus getting better at what they, what they do. Maybe that’s one, one way to talk about it, but you can take it anywhere you’d like. Yes, definitely. I think there’s a…
Christine Liæker Lindberg (29:33.826)
Yes, definitely. I think there’s this base of the structure development for a lawyer, because their career path is kind of structured on the legal side and on the soft skills and the completing skills that you need to have that constantly are adding up, that you really need to.
Ben Chiriboga (29:37.849)
base of the structure development for a lawyer because their career path is kind of structured on the legal side.
Ben Chiriboga (29:53.285)
soft skills and completing skills that you need to have that constantly are adding up that you really need to add some new things.
Christine Liæker Lindberg (29:59.39)
add some new things to make sure that they will be the complete business lawyer. So I think the combination of different learning methods is something that we look into these days because young people today…
Ben Chiriboga (30:09.965)
Ben Chiriboga (30:18.813)
Wait, Christine. Wait, you cut out for like way too long. I think you need to go back and re-record this part of the thing. Okay, just give me one second because I’m going to change the setting on something so maybe it’s not a little bit. Just give me two seconds. Let me change around something very quick. You can think about, yes, just check on your side as well. But yeah, you cut out a little bit too long there.
Christine Liæker Lindberg (30:27.17)
Christine Liæker Lindberg (30:46.934)
Yeah, let’s see. Yeah, I need to just double-check as well, because the connection here. Wait just a second.
Ben Chiriboga (30:48.042)
Okay, so I’m going to change it to this.
Ben Chiriboga (30:53.513)
Ben Chiriboga (31:25.813)
Okay, I think you’re okay. Did you change anything? Unfortunately, I wasn’t able to change the settings online because we already started.
Christine Liæker Lindberg (31:32.13)
No, I just double checked my internet connection and now it’s… I think it’s okay now. Yeah.
Ben Chiriboga (31:40.193)
Okay, so I’ll ask you the question again, okay? And then we’ll just cut it, it’s fine. I have a whole team of people that can do this. Um, yeah, okay, so. Sorry, I have a. Go ahead.
Christine Liæker Lindberg (31:43.526)
Yeah. Yeah, yeah, yeah.
Christine Liæker Lindberg (31:49.61)
Wait, sorry, I have, just a second. I have some problems with the, I just need to check that my internet connection is okay. Sorry about this.
Ben Chiriboga (32:01.003)
Okay. That’s okay. You’re totally okay.
Christine Liæker Lindberg (32:13.608)
I think it’s okay now.
Christine Liæker Lindberg (32:25.122)
Seems like it’s okay now, sorry. Yeah.
Ben Chiriboga (32:28.418)
Okay, sure. All right, so I’ll ask you the last question about training, okay? Okay, here we go. Three, two, one. Okay, so let’s go ahead and come to maybe the last topic here. We were talking a lot around first, the need to define the growth initiative and sort of the perspective and how important communication is.
The second is making sure you have the right people and making sure that they understand, so the two build on each other. I think the last then, and to tie in what we were talking about, this balance between re-skilling and the need to continue to support the skills that they have. Can you talk a little bit maybe about the importance of developing training and why it’s so important to…
developing and training, why it’s important for these sort of growth initiatives to have that structure, that training in place.
Christine Liæker Lindberg (33:27.842)
I think it’s vital to have a good training environment for the lawyers. And they are also demanding it. The ambitious people are keen to learn more and make sure that they are at the right place. And it has many aspects. It’s both moving the legal skills forward. And then it’s all the supporting…
competences that they need to learn. So we have a complete specter of what the lawyers need to learn by and how they progress in their career. And in the last few years that has been, we have also looked into how we can train them because they are used to other. Sorry.
need to stop a little bit I just got
Ben Chiriboga (34:27.341)
Yes, stop for a second, stop for a second, because it cut out anyway. So do you want to, do you want to just start again? Yeah. Can, can, can we do something? I’d like to do something because maybe I can change it so that the uploading is not so, um, it’s not such a high quality. I can change it, but I need to stop and I have to start another recording. So just, no, but we don’t, we don’t need to start again. I just need to hit stop and then I have to restart.
Christine Liæker Lindberg (34:33.502)
Oh, really? Yeah, but…