From evidence to action

LawCare’s Trish McLellan considers the findings of the charity’s Life in the Law report and asks, given the poor mental wellbeing of so many in the profession, how can we shape a healthier legal sector?

LawCare’s Life in the Law 2025 report, published in October, demonstrated that despite increased activity by legal sector employers to support their staff, and growing awareness of mental health issues, there has been little meaningful improvement in wellbeing since we published similar research back in 2021.

That is why we are calling on the profession to take urgent steps to prevent further damage to the mental health of those working in the sector and avoid a possible exodus of skilled professionals.

This year’s report found that:

• Nearly 60% reported poor mental wellbeing with over 40% saying it was significantly influenced by work;
• Just over half said they could see themselves leaving their current workplace within the next five years, with 32% saying they could leave the sector entirely;
• People are at high risk of burnout, caused by prolonged, unmanaged stress;
• Almost 79% of participants said they regularly work beyond their contracted hours; and
• Nearly a fifth had experienced bullying, harassment or discrimination, with over 70% of these individuals feeling that when reported, it had not been dealt with properly.

These are concerning statistics that provide clear evidence for change and form the basis of the report’s recommendations.

Be proactive

Although many organisations have taken positive steps to support mental health and wellbeing, most of these efforts focus on raising awareness or reacting to issues after they happen, rather than preventing them in the first place.

To address the root causes of stress and burnout, it is essential to put in place measures and embed workplace practices that protect mental health and wellbeing to stop these problems arising.

“Unacceptable burnout levels need to be tackled by actively managing workloads, agreeing more appropriate targets and incentives, and challenging the long-hours culture” 

Address burnout

Unacceptable burnout levels need to be tackled by actively managing workloads, agreeing more appropriate targets and incentives, and challenging the long-hours culture which is having such a detrimental effect on people working in law. One respondent commented on the need to “manage overwork and over-performance as much as under-performance”.

Value people management 

Only just over half of managers surveyed had received any training and fewer than a third said their targets were adjusted to reflect management responsibilities. This points to a lack of recognition of, and investment in, the value of people management.

Managers have a huge impact on workplace culture, so it is vital that organisations invest in effective training for them – excellent lawyers do not always easily transition into skilled managers without additional support.

Consider different needs

The report reflected that the shift to remote and hybrid working initially implemented during the Covid 19 pandemic was valued by many, with one person remarking that it had helped them manage their disability and had prolonged their career. Others, however, remarked on the potential for isolation and loss of collegiality, demonstrating the need for organisations to engage with colleagues and collaborate on ways to successfully implement strategies for meeting different needs.

Assess how well programmes are working

It’s not enough to implement mental health and wellbeing initiatives without also measuring their impact. Regular evaluation helps identify what’s working, what isn’t and where improvements are needed.

This includes tracking key indicators like workload, working hours, sickness absence and staff turnover, as well as reviewing how bullying, harassment and discrimination are addressed.

Broader learning

We need to ensure that legal education equips future lawyers with more than technical legal expertise. It needs to prepare them for the realities of working in the legal sector and give them the tools to manage their mental health throughout their careers.

Looking ahead: a sector fit for the future

Fundamentally, mental health and wellbeing must move from the margins to the centre of organisational strategy.

While we can’t expect the sector to be stress-free, LawCare’s research demonstrates the significant impact of working practices and systemic issues on the mental health of its people, the consequences of failing to take action and the potential for high attrition rates.

We have a world-renowned legal sector, but it is only as good as the people in it – we need to look after them to avoid far-reaching consequences.

Life in the Law 2025 provides the evidence and a clear direction for change. If we act now – by managing workloads, valuing people management, embracing flexibility, improving training and making wellbeing a strategic priority – we can build a legal sector that is healthy, inclusive and sustainable.

Trish McLellan is Director of Engagement at LawCare

If you need support: We know it can be hard to reach out for help when you are experiencing a difficult time in your personal or professional life. LawCare’s free support service is confidential. We won’t ask for details of your workplace, and you don’t need to give us your name.

Please don’t struggle alone. Call us on 0800 279 6888, email support@lawcare.org.uk, or chat with us online at www.lawcare.org.uk. There are also lots of resources and information on our website.