My name is Soffia Farmer and I am a Trainee Solicitor at a charity called Islamic Relief Worldwide (IRW). I am also a member of the Birmingham Law Society’s In-House Lawyers’ Committee, undertaking my training through the SQE apprenticeship route. One of the many things that I have learnt from my training, is that in-house matters are rarely purely legal – they often involve balancing the objectives of the client, not just with statutory compliance, and regulatory obligations, but also with ethical considerations and reputation management. As an example, when advising on a contract, I have to take into account the practical impact in different countries, contexts and/or political landscapes.
Secondly, there can be challenges with certain instructions navigating what is ethically right, whilst remaining mindful that the funds we use are entrusted to us by our incredibly generous donors. Balancing all of this means that, as an in-house trainee lawyer working for an international non-governmental organisation (INGO) – we often must think holistically about our work. Lawyers in IRW manage multiple relationships, tight deadlines and high expectations ensuring that we are serving our rightsholders to the best of our ability (for example in emergency response situations – such as a natural disaster, we have to ensure we are acting promptly).
IRW stakeholders include the Board of Trustees, Board of Directors, operational teams, our donors, regulators and most importantly – our rightsholders. At times, these groups can pull in different directions, but part of my role is to balance those interests while keeping the charity’s mission at the forefront of every decision.
In practice, this means learning to listen and ensure we have all the facts and context before advising – particularly as we operate in over 45 countries with different operational challenges. It might be that we need to signpost our colleagues to other sources or take local legal advice in a particular jurisdiction. The role of an inhouse counsel often means finding a middle ground between carrying out certain tasks or projects, and pushing back on how much risk we are willing to take. Developing these skills early on in my career has been one of the most valuable parts of my training so far!
Stakeholder management also requires in-house counsel (particularly in the charity sector), to appreciate that each stakeholder has a different level of legal understanding. A key element of managing these relationships is mastering the art of communication — avoiding excessive legalese and providing clear and practical advice that enables teams to make informed decisions. Each stakeholder has their own objectives, but the beauty of working for a charity is that everyone is ultimately united by a common purpose: to do good and make a positive impact. Learning how to manage stakeholders alongside continuing with my SQE journey has helped me to understand that being a great lawyer is not just about applying the law or ensuring compliance – it is also about enabling my colleagues to achieve the organisation’s goals responsibly.
As I continue my path towards qualifying as a Solicitor, I have learnt that stakeholder management in the charity sector is not just about trying to keep everyone happy; it’s about aligning people, principles and purpose. Shifting legal work from a box-checking exercise, to a powerful driver of meaningful change.
By Soffia Farmer, Trainee Solicitor, Islamic Relief Worldwide and member of the Birmingham Law Society In-House Lawyers Committee