Tucked away in the sleek Cross Street office of Withers KhattarWong lies a room that feels like a time capsule. Its serene blue walls, rattan accents, and warm orange lights evoke the charm of an old-world cigar lounge—a deliberate touch by the firm’s joint managing partner, Mr Shashi Nathan.
Like the room, Shashi himself is a study in contrasts. Shaped by legal stalwarts such as the late Mr Sant Singh SC, he now shoulders the responsibility of guiding the next generation of lawyers.
“I haven’t always gotten it right,” he admits. “Lawyers, by nature, aren’t great managers.” He credits courses like the SAL-INSEAD Legal Leadership and Strategy Programme for reshaping his understanding of management.
“It dismantled many of my early ideas about leadership and helped me rebuild them from scratch,” he says. One hard-earned lesson: the importance of prioritizing the firm’s greater good over popularity. “Decisions may upset some people, but if they’re made fairly and in the best interest of the firm, they’re the right ones.”
Shashi’s leadership philosophy is deeply influenced by his mentors. He recalls how Mr Sat Pal Khattar, founder of KhattarWong, hosted monthly lunches—not with lawyers, but with clerks. “It wasn’t just about valuing them; they were his pulse on the firm. That taught me the importance of listening,” he says. Similarly, from Mr. Harry Elias SC, he learned the value of making firm-first decisions, even when unpopular.
“These lessons are timeless,” Shashi reflects. “The legal profession must evolve, but some traditions are worth preserving.”
For Shashi, integrity remains non-negotiable. “Etiquette, how you conduct yourself, your reputation at the Bar—these are standards that must endure, regardless of generation. Integrity and professionalism are the bedrock of our profession.”
Creating a Second Family
Shashi belongs to an era when staying loyal to one firm was the norm. Over his 30-year career, he has worked at just four firms. “I’ve had lawyers who’ve stayed with me for over a decade. That kind of loyalty is rare today,” he observes.
He believes the solution lies in cultivating a supportive firm culture. “It’s about creating an environment where people feel this is a second family,” he explains. “When teams work, eat, and even play together, they build bonds that go beyond the workplace.”
Shashi also emphasises the importance of mentorship and meaningful interactions between senior and junior lawyers. “That’s where the real learning happens—not just mastering good practices but also learning from mistakes. When you make a mistake, you understand why it happened and how to avoid it in the future. That’s invaluable growth.”
While flexible work arrangements have their merits, Shashi insists that in-person learning is irreplaceable. “Observing senior lawyers in action and collaborating closely are critical for junior lawyers to develop both their skills and their understanding of the profession’s values.”
That said, Shashi is quick to add that he, too, is still learning. For one, he’s working out how to balance his management role with his first love, practice. Being disciplined about setting aside time for trial prep is key. “There are days which are blocked off to be in the ‘war room’ with my team and go over all the documents.” These moments keep him energised, 30 years into his career.
“Can you believe it? I still get excited about going to trial, seeing how the evidence is going to unravel and watching how the witnesses perform. It’s what makes practice a way of life more than a job.”
Investing in the Future
Shashi is committed to equipping the next generation with more than just technical expertise. His own development was shaped by targeted training programs, including a personal coach during his tenure as head of disputes. These experiences, he says, helped him develop skills not taught in law school, such as managing people and making strategic decisions.
“The next generation needs hands-on training, mentorship, and exposure to the core values that define the profession. That’s how we ensure the profession thrives—not just today, but for the future.”