Jamie Kelly
Despite growing awareness about the importance of mental health in the workplace, stigma continues to be a significant barrier in the legal profession. Lawyers, who are expected to uphold high levels of performance and professionalism, face unique challenges that make it difficult to ask for help.
In legal professions, the constant pressure to exceed expectations and deliver exceptional results creates a high-stakes environment where mistakes are feared, and even minor errors can have serious repercussions. This relentless demand for perfection, combined with the expectation that lawyers should be able to handle these pressures independently, creates a perfect storm that fosters anxiety and leads to burnout. The belief that lawyers should be strong and resilient in their roles, whether due to external pressures or self-imposed expectations, reinforces the notion that asking for help is a sign of weakness. As a result, many struggle in silence, fearing that admitting difficulties could jeopardise their professional reputation and career advancement.
It’s no surprise, then, that many find it difficult to seek support. To make support more accessible to lawyers, we need to start by tackling the stigma around mental health.
Lawyers may be aware that resources exist. However, the pervasive culture of silence and pressure to appear invulnerable prevents lawyers from reaching out. Even with services in place, if the stigma remains unaddressed, those in need may not feel empowered to seek help.
This is why tackling the stigma is just as important as providing the support itself. By normalising the conversation and reshaping perceptions, we create an environment where asking for help becomes accepted and encouraged, allowing lawyers to take full advantage of the resources available.
Addressing stigma is the key to unlocking access to support.
What is Mental Health Stigma and How Does it Show Up in the Legal Profession?
Defining Mental Health Stigma
Mental health stigma refers to the negative attitudes and misconceptions that surround mental health issues. One of the core misunderstandings is that people often have a very binary view – either you’re “mentally well” or “mentally unwell.” This black-and-white thinking tends to equate any struggles with severe mental illnesses or psychiatric disorders, which many fear or don’t fully understand. If we overlook the fact that high-pressured professionals experience a range of psychological challenges, we miss the chance to provide them with timely support.
Legal professionals may avoid seeking support, not because they don’t need it, but because they’re concerned about being judged or labelled. Recognising these challenges as a natural and manageable part of life, rather than as signs of personal failure, can help create a more supportive environment where seeking help is seen as a positive step towards well-being.
How Mental Health Stigma Manifests in the Legal Profession
In the legal profession, stigma presents unique challenges due to the nature of the work.
Lawyers are expected to be strong and resilient because they are in roles that often require them to act as the problem-solvers, advocates, and pillars of strength for others who are facing critical, often life-changing situations. In their role of guiding clients through complex life decisions and sometimes traumatic situations, lawyers are expected to provide clarity and solutions. This creates a high level of responsibility where lawyers are seen as the ones who must “have it all together” to deliver the best outcomes for their clients.
This expectation places immense pressure on lawyers, who may feel that they must manage everything on their own, appearing flawless for those they serve. Stigma is worsened by the belief that if a lawyer admits to having stress or anxiety, it could imply they aren’t capable of fulfilling their duties, which directly impacts the lives and futures of their clients. This makes it harder for those in the legal profession to reconcile the need for help with the perception that they must be infallible in order to do their job well.
What are Barriers to Mental Health Support in the Legal Profession?
Understanding the barriers to mental health support is essential for creating an environment where lawyers can thrive. Identifying these challenges helps pinpoint where interventions are needed to enhance access to support.
Here is a breakdown of the key obstacles:
Cultural Barriers
In many law firms, traditional values and entrenched practices shape attitudes toward mental health. The legal profession often prides itself on strength and resilience, which can lead to a culture where admitting to struggles is viewed as a weakness. Older, more traditional perspectives may emphasise the importance of maintaining a façade of control and competence, further stigmatising those who seek help.
To overcome such ingrained barriers, law firms need to shift this culture. By fostering a culture where mental health and work performance go hand-in-hand, law firms can create an environment where employees don’t have to choose between excelling in their careers and taking care of their well-being. Embracing this co-existence means making space for both work and well-being.
No one should have to sacrifice their mental health for the benefit of work.
Systemic Barriers
The way law firms are set up can make it challenging for lawyers to get the necessary psychological and emotional support they need. High caseloads and demanding billable hour targets pressure lawyers to work long hours, frequently resulting in late nights, overtime, and weekend work. Rigid work schedules and the constant need to meet unexpected deadlines further strain their ability to balance professional and personal well-being. This relentless focus on productivity and efficiency often means that lawyers are expected to prioritise work over self-care, contributing to a high-stress environment that can lead to burnout.
There are systemic issues that make it challenging for lawyers to tend to self-care. Typically, law firms have policies that require long hours, frequent weekend work, and tight deadlines, creating a high-pressure environment with little room for breaks or personal time. This constant strain leaves employees feeling stretched thin and without adequate time to recharge. By addressing these issues – such as unrealistic billable hour targets and a lack of flexible working options – law firms can make meaningful changes which will have a positive impact on staff. This may include creating intentional space for wellness and ensuring that taking care of their employees’ mental health isn’t an afterthought but an integral part of the work culture.
Resource and Support Limitations
When mental health isn’t seen as a key priority in the workplace, it’s easy for it to fall lower on the list of organisational investments. This mindset influences how resources are allocated and can lead to inadequate support systems. Without a clear commitment, essential resources such as counselling services and wellness programmes may be limited or absent. If mental health is not embedded into a law firm’s culture and financial planning, it would be challenging – or even impossible – for lawyers to find the support they need when they need it.
In law firms with resources already in place, it’s essential that these resources are not only available but also seamlessly integrated into the workplace culture. Simply having resources on hand is not enough. Their effectiveness can be hindered by factors such as inadequate training for managers and unclear support protocols. Even if employees know about these resources, they may not always get the help they need if there are gaps in awareness and communication, or if the procedures for accessing support are confusing. To improve support, employers must ensure that their resources are well-integrated and that internal barriers are addressed.
Practical Strategies to Improve Mental Health Support in Law Firms
Addressing mental health stigma in law firms requires actionable strategies that are accessible and part of everyday work life. By normalising discussions, creating a supportive environment, and establishing clear support systems, both individuals and organisations can help reduce stigma and promote well-being in the workplace.
Normalise Mental Health
Recognise mental health as part of a continuum, where everyone experiences fluctuations. Shifting the view from “normal vs. abnormal” helps reduce stigma and frames mental health as a natural part of life. Encourage regular conversations about mental health to make these discussions as routine as physical health check-ins. Silence often reinforces stigma, so actively promoting dialogue helps create a supportive culture.
- Host Regular Mental Health Talks: Organise monthly or quarterly events to discuss relevant topics, inviting professionals to share insights and encourage open discussions within teams.
- Create a Safe Space for Conversations: Designate spaces or forums where employees can talk about their wellbeing without fear of judgement, such as in 1-to-1 check ins, anonymous surveys, or peer support groups.
- Incorporate Mental Health Support Throughout the Employee Lifecycle: Make mental health awareness a key part of employee orientation, workplace discussion, and performance reviews. Ensure employees understand the firm’s commitment to mental well-being at all stages of their career in law.
Normalise Seeking Help
Reframe seeking help as a proactive step in maintaining well-being and job performance. Introduce regular opportunities for support, like routine check-ins or informal peer groups – this makes asking for help a normal part of the job. Signpost internal and external resources clearly so employees know where to turn when they need support.
- Position Help-Seeking as a Strength: Promote stories and examples of leaders or peers who have sought support, highlighting how it contributes to both personal well-being and job performance.
- Establish Confidential Support Systems: Ensure employees can access confidential services without fear of judgement, either through internal HR or external EAP partnerships.
- Incorporate Mental Health into Professional Development: Offer workshops or training on resilience, stress management, and well-being, reinforcing that seeking help is a critical skill for long-term success.
Provide Support
To build a robust support system, law firms need to adopt a comprehensive approach that addresses the diverse needs of all employees. This means considering the unique pressures and responsibilities associated with different roles and specialisms, and how these impact employees. From trainees to partners, each level faces distinct challenges, and the support system should meet these varied needs effectively. This includes integrating both preventive measures and remedial interventions to address stress and burnout proactively, and provide timely support when issues arise early on.
For more sustainable mental health at work, it is recommended that support is:
- Comprehensive and Inclusive in Support: Create a support structure that caters to all employees at every stage in their career. Recognise that each role and level comes with unique stressors and challenges, which may include stress, burnout, and vicarious trauma. For example, implement tailored support programmes such as mentorship opportunities for junior lawyers, leadership workshops for senior staff, and specialised counselling services for those experiencing high levels of stress or vicarious trauma. This ensures that every employee, from trainees to leadership, has access to appropriate resources and support tailored to their specific needs and career stage.
- Regular and Continuous in Support: Establish ongoing touchpoints that keep support integrated into daily work life. For example, offer regular stress management workshops, resilience training, and check-ins. This continuous engagement helps employees address emerging stressors and maintain a consistent connection with relevant resources. By embedding these practices into the routine, employers ensure that support remains relevant and accessible, promoting long-term sustainability and resilience among employees.
- Trauma-Aware and Sensitive to Employee Needs: Develop support systems that are attuned to the potential for trauma and varied emotional needs of employees. Ensure that mental health resources and practices are designed to be empathetic and understanding of personal experiences, including those who may have higher levels of exposure to stressful situations and work-related trauma. For example, implement training programmes that educate staff about trauma-informed practices and create an environment where all employees feel safe and supported in high-stress environments or emotionally charged cases. This approach helps address the deeper emotional impacts of more sensitive areas of work, and fosters a supportive environment tailored to individual needs.
Support for Your Law Firm’s Mental Health
At YTherapy, we understand the pressures and expectations that lawyers face. With stigma and inadequate support systems often holding lawyers back, it’s crucial to address these issues with a holistic approach.
Our approach is two-fold: we help individuals directly with tailored support for stress, burnout, and vicarious trauma, while also working with organisations to embed effective, inclusive mental health practices into their workplace culture. This includes developing comprehensive corporate wellness programs designed to promote resilience and well-being within your teams.
If your firm is in need of guidance and support, we’re here to help.
Contact us at 07958 555 308, email jamie@ytherapy.com, or visit YTherapy.com to learn more about how we can support you.