It’s safe to ask for help

Why do law professionals still resist seeking mental health support?

Behind sleek office doors and laptop screens buzzing with emails, notifications and never ending to-do-lists, lies an epidemic – one that costs UK businesses up to £56 billion per year, yet remains shrouded in stigma. From the entry-level associate to the seasoned executive, mental health challenges spare no one in today’s workforce.

Recent reports show that 60% of employees feel anxious and 56% are experiencing symptoms of depression. Worryingly, these statistics likely underestimate the true numbers, as many individuals avoid seeking help due to fear of repercussions.

With its long hours, high pressure and complex cases, some argue that poor mental health has become normalised in the legal profession. Such conversations have become louder in recent years, especially since the devastating loss of Vanessa Ford, the 47-year-old Pinsent Masons partner who died following what the coroner called an “acute mental health crisis”.

Mental health charity LawCare has provided emotional support to the legal sector for more than 25 years via its free, confidential support service. In 2023, it saw a 14% increase in help requests. People cited stress (22%), workplace bullying harassment or discrimination (14%), career worries (13%), and general anxiety (13%) as their top reasons for reaching out.

Negative consequences

Yet legal professionals still fear negative consequences from managers and colleagues if they discuss mental health, while a culture of self-reliance discourages seeking help, with many worried they will appear weak or jeopardise career advancement. A recent Profile of the Profession 2023 report mentions “a prevailing theme of stigma and fear surrounding mental health issues within the legal profession”.

Trish McLellan, Director of Engagement at LawCare, describes a range of contributing factors, including “lack of effective support and supervision, difficulties in adhering to reasonable work/home boundaries, long hours, heavy workloads, the pressure of billable hours and targets and fear of making a mistake”, as common issues.

“We often hear solicitors state something along the lines of ‘I can do it myself’ or ‘I manage without help’,” says Lou Murphy, Careers and Wellbeing Manager at the Law Society of Scotland. “This is potentially a fear of having control taken away from them or of being treated differently.” 

Past experiences and performance targets

Individuals report negative past experiences where line managers have been ill-equipped to offer adequate support. Others have called out “performative” approaches from those in senior positions.

The legal field often demands long hours and exceeding contracted work without additional pay. Billable hour targets leave little room for mental health needs, further pressuring employees. Career repercussions are a major concern, especially regarding promotions.

One Profile of the Profession respondent described a “low tolerance” for mental health issues due to the industry’s competitive nature. This environment leads to employee turnover, with 53% of those struggling mentally considering leaving the profession.

Positive change

Employers can create positive change by addressing workload pressures, understaffing and flexible work options. Employee Assistance Programs (EAPs) with mental health professionals, counselling and online resources are crucial. Mental health coverage in health insurance plans is also essential.

Mental health should not be a box-ticking exercise for businesses, and employee wellbeing goes beyond gym memberships or mindfulness apps. Employers must cultivate a culture where open and honest discussions about mental health struggles are encouraged. Managers and HR staff must be trained to identify red flags and provide empathetic support. Resources like Lawscot Wellbeing provide information and training on topics like mental health first aid.

“We know from our Life in the Law research that regular catch-ups were the most valued and helpful workplace support measure, demonstrating the value of connection with colleagues,” says Trish. “Getting to know our team members should foster a culture where people feel able to be more open about any issues and help others recognise signs that colleagues don’t seem to be coping.”

The issue underlying all of this is the need to destigmatise the conversation around mental health. Shifting the landscape will not happen overnight, but together, organisations can normalise and even welcome discussions about mental health by hosting workshops, inviting guest speakers and promoting internal resources.

The legal profession needs a cultural shift. By encouraging open communication and offering robust support systems, law firms can empower employees to prioritise their mental wellbeing. Together, legal professionals and firms can create a workplace where seeking help is seen as a sign of strength, not weakness.

Written by Fiona Fletcher Reid, writer and journalist.