Yes, these are unknown times and we need to adapt and be prepared, but cutting staff upfront is a reactive measure that is only designed to preserve profits. Staff reductions need to be a last resort.

I urge firms to lean in to the opportunity to think creatively about how their human capital (their people) can respond to the new world order. Tear up position descriptions. Play to people's strengths. Encourage people to think outside the box and contribute in whatever way they can through reinvention.

Over my lifetime, I have worked for small business owners, not-for-profits, government agencies and corporates. Something that is proven time and time again, is that organisations thrive when their human capital is prioritised as the most valuable asset.

Human beings flourish and perform when they feel safe, valued and valuable, and this inevitably drives higher productivity, better client service and a collaborative workforce that has each others’ backs, for employers.

It should be a no-brainer for the partners and executives in our industry therefore to take on the financial risk of COVID-19 and shift this burden away from their people. The proof is in the pudding for us.

At Moores, we have assured our team of 70 that we will not make any changes or cuts before the end of the financial year, and as a rule of thumb we will always strive to protect our people's jobs while keeping our business viable.

This approach has had a tangible impact on our staff, who have expressed relief, gratitude and pride in their workplace. It not only helps to nurture and retain our talent, but also serves as a powerful motivator to contribute to the firm’s survival.

Our staff are stepping up, innovating and pivoting our service to collectively pull us through these changing and challenging times. We are staying united. If there becomes a need to let staff go, it won’t be because we didn’t give everyone a fighting chance.


At a time when the future of our industry is unclear and we might need to fundamentally transform our business models and offerings to meet the shifting market demand, why would firms disrupt and dismantle their greatest asset?

It doesn’t make moral or business sense to me. Without good people, firms essentially weaken their chance of bouncing back on the other side of this crisis.

Through COVID-19, we stand by the proposition that partners should reach into their own pockets to uphold their obligations to staff – we know that our people are our best asset and we know we can survive and even thrive in this crisis alongside them.

So if there is one thing I’ve learned in my 15 years’ experience, it is that in order to inspire trust and increase the will of your people, true leaders eat last. Because if we have the right people, the profits will follow – it’s just good business.

Tessa Van Duyn is the CEO and practice leader of commercial law firm Moores.