Law Firm Wellbeing: How to Support Lawyers and Legal Staff

Law is a demanding profession. Solicitors, barristers, paralegals and support staff deal with complex work, tight deadlines and clients who are often facing some of the hardest moments of their lives. Many find the work rewarding, but the pressure is taking a toll.

This guide is for partners, practice managers, HR teams and anyone responsible for people in a law firm. It covers what the latest research says, the pressures specific to legal work, what the regulator expects and the practical steps you can take to support your people.

Wellbeing in the legal profession in numbers

LawCare’s Life in the Law 2025 research surveyed more than 1,500 people working in the UK legal sector. It found that:

• Nearly 60% reported poor mental wellbeing

• Half had experienced anxiety often, very often or all the time in the past year

• 78.7% regularly worked beyond their contracted hours, and nearly 1 in 10 worked more than 21 extra hours a week

• 19.5% had experienced bullying, harassment or discrimination in the past year, most often from line managers or supervisors

• 56.2% could see themselves leaving their current workplace within five years

• 32.1% were considering leaving the legal profession altogether

People aged 26 to 35 had the lowest wellbeing scores and the highest burnout scores of any age group. That’s the stage when many are newly qualified, building a career and under the most pressure to prove themselves.

The pressures law firm staff face

Billable hours and targets

Time recording and billing targets can make every hour feel measured. People may skip breaks, work late and feel guilty for resting.

Client and court deadlines

Deadlines are often fixed and unforgiving. Urgent client demands, court timetables and completions can mean long days and weekend work at short notice.

Emotionally demanding work

Lawyers in family, crime, immigration, personal injury and other areas often hear distressing stories and see traumatic evidence. Over time, this can lead to vicarious trauma, where people are affected by other people’s experiences.

Perfectionism and fear of mistakes

In law, small errors can have serious consequences. That can lead to perfectionism, checking and re-checking work, and anxiety about getting things wrong.

Pressure on junior lawyers

Trainees and junior lawyers often carry heavy workloads while learning on the job and competing for qualification or promotion. Many feel they can’t say no or admit they’re struggling.

Hierarchy and culture

Traditional hierarchies can make it hard to challenge poor behaviour or raise concerns, especially when it comes from senior staff.

What the SRA expects from law firms

The Solicitors Regulation Authority (SRA) has published guidance on the risks of failing to protect and support colleagues. It makes clear that:

• Solicitors must treat colleagues fairly and with respect, and must not bully, harass or unfairly discriminate against them

• Managers should challenge behaviour that falls short of this

• Firms should have effective systems to monitor workloads, supervision and competence

• Firms should have clear policies on bullying and harassment, and safe ways for people to raise concerns

The guidance lists examples of conduct that could lead to regulatory action, including senior staff abusing their authority without challenge and setting wholly unreasonable workloads or targets.

Employers in all sectors also have a legal duty to take reasonable steps to prevent sexual harassment of their employees.

Warning signs to look out for

Partners, supervisors and colleagues are often the first to notice when someone is struggling. Signs can include:

• Working very late or at weekends as a matter of routine

• Missing deadlines or making more mistakes than usual

• Becoming withdrawn, irritable or quiet

• Seeming exhausted, or mentioning poor sleep

• Avoiding certain files, clients or colleagues

• Taking more sick days, or never taking holiday

• Drinking more at work events or socials

If you notice these signs, a private, supportive conversation is a good first step. Listening and pointing someone towards help can make a real difference.

Practical steps for law firms

Set realistic targets

• Review billable hour targets so they’re achievable within reasonable hours

• Adjust targets for people with supervision, training or business development duties

• Recognise good work that isn’t billable, such as mentoring and pro bono

Manage workloads actively

• Check workloads regularly in supervision meetings

• Redistribute files when someone is overloaded

• Make it normal to say when capacity is stretched

Support junior lawyers

• Give trainees and junior lawyers regular, structured supervision

• Pair them with a mentor outside their reporting line

• Make it safe to ask questions and admit mistakes

Protect people doing emotionally demanding work

• Offer regular supervision or reflective practice for people handling distressing cases

• Rotate particularly difficult files where possible

• Make sure staff know how to access confidential support

Tackle poor behaviour

• Set clear standards for how everyone is treated, including by senior staff

• Train partners and managers to recognise and challenge bullying and harassment

• Give people safe, confidential ways to raise concerns, and act on them

Encourage rest and boundaries

• Encourage people to take their full holiday allowance

• Agree reasonable expectations for out-of-hours emails

• Lead by example, with partners switching off too

How an EAP helps law firms

An Employee Assistance Programme (EAP) gives your people confidential support at any time, including late at night when many lawyers are still working. With Wisdom Wellbeing, your staff can access:

A 24/7 confidential helpline for emotional, practical and financial support

Short-term structured counselling with qualified counsellors

Legal and financial information on personal matters

The Wisdom app, with self-help tools, wellbeing content and the Wisdom Academy e-learning courses

Manager support and guidance on handling difficult conversations

Critical incident support when something serious happens

Because it’s confidential and separate from the firm, an EAP can help people who wouldn’t feel comfortable talking to a partner or HR. LawCare also offers free, confidential emotional support specifically for people working in the legal profession.

For more on supporting people across professional services, read our guide to mental health in professional services, or find out more about our EAP and wellbeing support for professional services firms.

FAQs

Why is wellbeing such an issue in law firms?

Lawyers often face long hours, billable targets, tight deadlines and emotionally demanding work. LawCare’s Life in the Law 2025 research found that nearly 60% of people working in law reported poor mental wellbeing.

Why are junior lawyers more likely to burn out?

Junior lawyers often carry heavy workloads while learning on the job and trying to prove themselves. LawCare found that people aged 26 to 35 had the highest burnout scores of any age group.

What does the SRA expect firms to do about staff wellbeing?

The SRA expects firms to treat colleagues fairly, challenge bullying and harassment, monitor workloads and supervision, and give people safe ways to raise concerns. Wholly unreasonable workloads or targets could lead to regulatory action.

How can law firms support lawyers who handle distressing cases?

Offer regular supervision or reflective practice, rotate particularly difficult files where possible and make sure staff know how to access confidential counselling.

How does an EAP help law firms?

An EAP gives lawyers and legal staff confidential, 24/7 access to counselling, wellbeing tools and practical information. It also gives partners and managers guidance on supporting their teams.

Sources

LawCare, Life in the Law 2025 (reported by Legal Futures)

Legal Cheek, Young lawyers face burnout as legal sector’s long hours culture bites, report finds