Mental Health in the Legal Profession: Part 1 – Mental Health Challenges and Barriers to Seeking Support

Mental Health in the Legal Profession: Part 1 – Mental Health Challenges and Barriers to Seeking Support

Mental Health in the Legal Profession: Part 1 – Mental Health Challenges and Barriers to Seeking Support

Mental health challenges, including chronic stress, anxiety, depression, burnout and vicarious trauma, are all too common among lawyers. In this part of our ‘Mental Health in the Legal Profession’ series, we will explore three key questions about these prevalent issues and the barriers that prevent many lawyers from seeking the help they need. By examining these interconnected themes, we can gain a better understanding of how mental health issues develop and persist in the legal profession.

A Note from Chronicle Law

Chronicle Law is committed to supporting the mental well-being of the law sector by providing a platform with helpful advice and insightful commentary on the topic. Mental Health in the workplace is something that is very important to Brett Shaw, Founder of Chronicle Law.

In our collaboration with Jamie Kelly of Y Therapy, it was important to us that the voices of the legal profession were heard in order for it to be of use to you. The questions addressed in this FAQ series have been sourced from members of the legal sector and we thank those of you who provided them. As a result this series is able to reflect the genuine concerns of lawyers navigating the complexities of mental health in the UK legal profession.

A Note from Jamie Kelly

Understanding mental health in the workplace requires a comprehensive approach that addresses both individual experiences and systemic influences.

My perspective on workplace mental health is rooted in trauma-informed care and organisational psychology, informed by my experiences as a psychotherapist and my work in developing workplace wellness programs tailored for helping professionals, particularly in high-stress environments like law and emergency services.

As you read through the responses in this FAQ, keep in mind that they reflect this multifaceted lens. My approach emphasises that mental health is shaped by both personal experiences and the organisational structures that impact us. This framework encourages a deeper exploration of how mental health at work relates to the systems and support mechanisms within organisations.

In my responses, I aim to provide insights that promote deeper reflection rather than quick fixes. By considering both individual and systemic factors, we can collectively foster a more supportive environment for everyone in the workplace and explore how workplace systems can evolve to better support their employees.

What are the most common mental health challenges faced by lawyers?

Chronic Stress

Chronic stress is a prolonged and persistent stress response that occurs when individuals are exposed to continuous stressors over an extended period. In the legal profession, lawyers often experience chronic stress due to various ongoing challenges, such as heavy workloads, tight deadlines, and complex relationships with clients and colleagues. Unlike acute stress, which arises from specific, short-term situations, chronic stress in the legal profession can lead to various negative physical, emotional, and psychological health outcomes. It can result in serious health issues, including anxiety, depression, and burnout.

Anxiety and Depression

Anxiety and depression are prevalent mental health issues that affect many professionals, and lawyers are particularly vulnerable due to the high-stress nature of their work. Lawyers may face the challenge of managing client trauma and the high-stakes nature of their cases, which can further drain their emotional resources and lead to significant mental health challenges that require professional support, such as input from GP or counselling services.

Anxiety is characterised by excessive worry and fear regarding performance, case outcomes, and the relentless pressure to meet client expectations and deadlines. This persistent worry can create a heightened sense of dread surrounding the consequences of their work, as even minor missteps can have serious implications for clients and their careers.

Depression is marked by persistent feelings of sadness, hopelessness, and a disinterest in previously enjoyable activities. The demanding nature of legal work, combined with long hours and exposure to emotionally taxing cases, can lead to emotional exhaustion or numbness, and detachment from both work and personal life. Lawyers who experience this may withdraw from social interactions, further exacerbating their feelings of loneliness and hopelessness.

Burnout

The World Health Organization (WHO) defines burnout as an “occupational phenomenon” resulting from chronic workplace stress that has not been successfully managed. It is characterised by three dimensions:

  1. Feelings of energy depletion or exhaustion
  2. Increased mental distance from one’s job or feelings of cynicism
  3. Reduced professional efficacy

Burnout is not classified as a medical condition but rather a syndrome resulting from workplace stress, highlighting the need for adequate support and management strategies to combat this issue at an organisational level.

For lawyers, burnout frequently manifests as physical and emotional exhaustion, leading to feelings of fatigue that hinder their ability to engage fully with their work. Many lawyers may feel detached from their cases and clients, viewing their roles as burdens rather than fulfilling careers. This disengagement can diminish their professional efficacy, impacting job performance and overall well-being.

Vicarious Trauma

Vicarious trauma is the emotional, psychological, and physical distress experienced by individuals when they are indirectly exposed to the trauma of others. It’s as if they are experiencing the trauma themselves. This phenomenon occurs through empathetic engagement, where individuals absorb the emotional weight of someone else’s experiences.

In a work context, particularly in the legal profession, vicarious trauma is especially relevant for lawyers who frequently engage deeply with clients facing severe issues, such as loss, abuse, and crisis. The nature of the work requires lawyers to listen to distressing accounts, review sensitive materials, and navigate emotionally charged situations. This repeated exposure can evoke strong emotional responses, similar to those felt by the clients themselves.

As a result, lawyers may experience symptoms like heightened anxiety, emotional numbing, and a diminished sense of safety. The cumulative effect of these experiences can significantly impact personal well-being and professional effectiveness.

How can we address the fear that seeking help may affect career progression?

Understand the Roots of Workplace Fears

Take a moment to reflect on what may have shaped your thoughts, feelings, and beliefs around seeking help. Consider asking yourself questions like, “What have I experienced when I reached out for support?” or “What have I seen happen when someone else asked for help?”

Think about specific scenarios, such as:

  • What usually happens when employees do not meet their targets? Are they provided with support to improve, or are they faced with criticism or negative consequences?
  • Have you seen colleagues face negative consequences when asking for help, such as being overlooked for promotions or facing criticism?
  • Were there instances where someone struggled and did not ask or receive support, leading to burnout or resignation?
  • When someone speaks up about their workload, how do managers respond? Do they show understanding and follow up with support, or do they dismiss their concerns?
  • Conversely, what happens when employees choose to stay silent about their challenges? Do they experience increased stress or isolation, or is there a sense of relief in avoiding potential backlash?

If you recall a negative experience, it may offer valuable insight into your current thoughts, feelings, and beliefs, as well as the overall work culture. However, if you find it difficult to remember a time when you asked for help or have never seen anyone else do so, reflect on what this might indicate about the culture of support in your workplace and how it impacts people’s willingness to seek help.

Engaging in self-reflection can help uncover underlying attitudes that influence the culture within your organisation. Awareness is key to understanding how these dynamics shape your experiences and those of your colleagues.

Align Words with Actions
For a supportive workplace culture, it’s essential that what is said about seeking help is consistently reinforced through organisational policies and practices. What you hear must align with what you see, reflecting supportive behaviours and treatment, for the support to be taken seriously.

When employees observe real-life examples of seeking help and its benefits – whether it’s taking breaks, requesting time off, or delegating tasks – they need to see positive outcomes from these actions. If the current examples demonstrate negative consequences for asking for help, it’s crucial to address and change those dynamics.

Create Safe Spaces for Performance Conversations
Develop various opportunities for employees to engage in open discussions about performance and career progression. Typically, these conversations occur in formal settings that may carry high stakes and assessment pressure, which can deter employees from expressing their true thoughts and concerns.

By establishing additional informal and safe spaces for dialogue – such as regular team check-ins, mentorship sessions, or casual coffee chats – organisations can encourage employees to share their experiences and aspirations without fear of judgement or negative consequences. These environments can promote a sense of safety, allowing for authentic conversations about workload, mental health, and professional development.

How do we deal with vicarious trauma in lawyers who work with sensitive or traumatic cases?

Establish Clear Case Management Protocols

Establishing clear case management protocols is essential for supporting lawyers who handle sensitive or traumatic cases. This requires creating structured guidelines that acknowledge the emotional demands and exposure to trauma inherent in the work. Law firms should assess the number of sensitive cases each lawyer can manage safely, factoring in not just their workload but also their emotional well-being.

Mandatory Breaks and Downtime

Incorporating scheduled breaks and time-off policies is essential for allowing lawyers to step away from emotionally taxing work without negatively impacting their performance. Regular breaks can significantly reduce stress and enhance overall mental health. The structure and timing of work should prioritise not just client demands but also necessary recovery periods. Recognising that restorative practices are crucial for maintaining emotional health and resilience can transform the perception of work from a continuous cycle to one that actively includes essential recovery time as part of the work itself. This shift encourages a healthier work environment where well-being is prioritised alongside productivity.

Access to Supervision and Peer Support

Providing access to supervision and peer support is crucial for helping lawyers process their experiences. Regular debriefing sessions with colleagues or supervisors can create a safe space for sharing feelings and experiences without judgement, fostering a sense of community and understanding. This practice can be considered a form of reflective practice, which is essential in many professions, including law. Reflective practice not only enhances professional competency but also facilitates effective thinking and processing spaces where legal professionals can critically analyse their emotional responses to the trauma they encounter in their work.

Training on Vicarious Trauma

Organisations should offer training sessions to raise awareness about vicarious trauma within the legal profession. These training sessions should educate employees on the symptoms of vicarious trauma, effective coping strategies, and the importance of self-care. By fostering a deeper understanding of the signs and effects of vicarious trauma, lawyers can better recognise when they are experiencing its impacts and take proactive steps to seek help before things escalate into a crisis.

Mental Health Resources

Access to mental health resources, such as counselling services and employee assistance programmes (EAPs), is essential for supporting lawyers in their demanding roles. Organisations should offer a diverse range of support options, including remote and in-person services, to meet the varied needs of their employees. By prioritising inclusivity and accessibility, law firms can create an environment where all lawyers feel comfortable seeking help in a way that best addresses their needs, ultimately fostering a culture of well-being and support.

Key Takeaways

Balance Work and Recovery

Working without rest can wear you down, making burnout a real and looming threat. It’s crucial to set boundaries that protect your mental well-being. Recovery isn’t a luxury; it’s a necessity to keep you grounded and safe. Remember, stepping back to recharge allows you to come back stronger and continue performing at your best.

Seek Help When Needed

Asking for help is a sign of strength, not weakness. When you ask for help, you stand up for yourself. Whether you turn to a family member, friend, colleague, or a mental health professional, seeking support can help you find a sense of relief and comfort. It’s a reminder that you don’t have to face challenges alone, and by asking for help, you’re actively taking care of yourself.

Acknowledge the Quiet Impact of Vicarious Trauma

Vicarious trauma is real – even if its effects aren’t always immediately visible. It can deeply affect how you feel, think, and perform. Be mindful of its weight and allow yourself extra time to recover. Taking more breaks, slowing down, and adjusting your workload are all valid responses to protect your well-being. You might not always be able to perform at your peak, and that’s okay. It’s important to recognise when you need to let go and ask for help. This is part of keeping safe in order to sustain long-term resilience at work.



About the author
Jamie Kelly is the Founder, CEO and Clinical Director of YTherapy - a mental health service specialising in private psychotherapy and workplace wellness support for helping professionals. As experts in burnout and vicarious trauma, Jamie and her team provide trauma-informed and resilience-based mental health and wellness services for first responders, digital safety, forensic and specialist...