At entry level, the picture looks encouraging. Since the 1990s, more women than men have been qualifying into the legal profession, and for a long time it was assumed that equality would naturally filter up through the ranks.
But the data tells a different story.
- Women now outnumber men as qualified solicitors by nearly two thirds to one, yet only 32% are equity partners.
- 41% of qualified barristers are women, but just 21% are KCs.
- 44% of judges are female — healthier, but numbers still drop significantly at senior levels and higher courts.
- And surprisingly, only 42% of mediators are women.
So… what’s going on?
Like many industries, the legal profession reflects wider societal norms. Caregiving still disproportionately falls to women, leading many to step away from work at key career moments. Beyond that, women often make different choices — prioritising wellbeing and interests outside work — because the “next step up” doesn’t always feel sustainable or attractive.
Research shows that when considering promotion, women weigh far more personal costs than men. As one panellist put it:
“Women have looked around at what’s available and decided it’s not for them — and it’s not good enough.”
That raises a critical question: what needs to change about the landscape so staying — and progressing — becomes a viable choice? And equally, how do we encourage men to make career decisions based on broader life factors too?
Confidence also plays a role. Studies show men will apply for promotion once they meet around 25% of the criteria, while women often wait until they meet 90%. The result? Gender parity at junior levels, but male dominance at the top.
Shared parental leave is a positive step, but are we doing enough to normalise men taking it up? Scandinavian countries that strongly incentivise this have seen long-term economic benefits — in the UK, we still have a long way to go culturally.
A particularly interesting audience question explored the role of instructing solicitors and the counsel options put forward to clients — and how much influence that has on outcomes.
So, how do we tackle imbalance at senior levels?
- Cultural shift: a stronger emphasis on work/life balance and wellbeing for everyone, so women aren’t forced to choose between progression and staying in the profession.
- Allyship and nudges: sharing opportunities, validating expertise, and actively encouraging women to apply. Research shows that a tap on the shoulder — “you are ready” — really matters.
- Modelling change: normalising equality at work (e.g. asking men as well as women about caring responsibilities) and at home, so children see both parents with equal career opportunity.
- Gatekeepers and accountability: clerks offering balanced counsel options and instructing solicitors being robust with clients who may have preconceptions.
- Dialogue and mindset: open, ongoing conversations — events like this matter. The more we talk, the more common ground we find, and the more acceptable cultural change becomes.
And ultimately, this isn’t just about us. It’s about the public we serve.
A representative profession is essential to public trust. If we can change culture in society, we can change culture in the workplace — and vice versa.
“Culture, culture, culture — and dialogue.” Let’s keep talking.
The Property Litigation Association is committed to promoting equality, diversity and inclusion across the property litigation profession. We aim to raise awareness, encourage meaningful dialogue and support our members in building strong professional networks. By fostering an inclusive community, we seek to ensure that everyone — regardless of background or personal characteristics is supported, valued and empowered to pursue their ambitions in property litigation. Find out more >>