Beyond Busy and Burnt Out: Rethinking Lawyer Wellbeing

For a long time, the narrative around wellbeing in the legal profession has been a lonely one, often placing the burden squarely on the shoulders of individuals. “Just be more resilient.” But what if the problem isn’t just about individual coping, but about the very systems we operate within? What if the intense pressures and the constant push aren’t just part of the job, but actively eroding the foundations of a thriving profession?

This year’s landmark report, “Systems Theory of Change for Lawyer Wellbeing,” commissioned by the Victorian Legal Services Board + Commissioner and prepared by First Person Consulting, cuts through the noise and focuses on solutions over blame.

The report lays out a clear, insightful roadmap for transforming lawyer wellbeing across the entire legal ecosystem.

And honestly, for anyone focused on wellbeing in the legal sector, it’s full of ‘aha’ moments – because it confirms what many of us have suspected all along: burnout is not about individual failing. It’s about the failure of systems and a profession-wide culture. Thankfully, as the report also demonstrates, these failures can be rectified.

A Dire Starting Point: Lawyer Burnout

The report doesn’t pull any punches when it comes to the current state of affairs:

• Elevated Distress: Around 30% of lawyers – and a staggering 43% of early-career lawyers – currently experience elevated levels of distress. This isn’t just a tough day; it’s a persistent, draining reality for many.

• Exodus Intentions: A significant 29% of lawyers are eyeing the exit door from their current employer within the next 12 months.

• Profession on the Brink: More critically, 8.4% are contemplating leaving the entire profession, with their wellbeing cited as a major contributing factor.

These aren’t just numbers; they represent brilliant minds, dedicated professionals, and a wealth of experience. And if we want genuine, lasting change, we have to move beyond quick fixes and tackle the systemic drivers impacting wellbeing.

Unpacking the System: Where Stress Takes Root

One advantage of the Systems Theory of Change is its clear-eyed view of how interconnected everything is. Based on insights from over 1,100 legal professionals, the study identified 45 core factors that conspire to create poor lawyer wellbeing, categorised across four distinct, yet utterly entangled, levels:

1. Individual: This is where we see the personal toll – poor work-life balance and relentlessly high stress levels. It’s about the person, but it’s not solely about their choices.

2. Interpersonal: Here, the friction comes from unrealistic client expectations and a surprising lack of collegiality.

3. Organisation: Think about your own teams. The report points to excessive workloads, leaders who might not have the right support skills, and workplace cultures that feel less than nurturing.

4. Sector: This level encompasses the broader environment – the culture of perfectionism that permeates legal practice, the relentless deadlines, and even the role of regulators in shaping expectations.

The message is clear: these levels don’t exist in isolation. You can’t just fix one without considering the others. Change at the individual level, for example, will only truly flourish when it’s supported by shifts in interpersonal dynamics, organisational practices, and the overarching sector environment.

The Role of Stress Management and Burnout Prevention Programs

 Robust stress management and burnout prevention programs are absolutely crucial in this intricate system. They act as powerful levers that initially empower individuals, but whose influence ripples outwards, fostering a healthier work culture across the board. 

These programs are the bedrock for equipping lawyers to navigate the daily grind, moving beyond just ‘coping’ to genuinely thriving.

Short-Term Impact

• Understanding the “Why”: Programs help lawyers recognise how stress impacts not just their work, but their entire being. They bring a professional lens to personal experience.

• Practical Strategies: Providing actionable, real-world tools – not corporate-speak jargon – for managing stress, setting boundaries (especially with those 24/7 contactability expectations), and improving focus.

• Building Resilience: Cultivating inner resources to bounce back stronger, acknowledging that challenges are inevitable but exhaustion doesn’t have to be.

• Normalising Help-Seeking: Breaking down the stigma, letting lawyers know they’re not alone and that seeking support is a sign of strength, not weakness.

Medium-Term Impact

• Reflective Practice: Encouraging a habit of stepping back, assessing experiences, and learning from them – fostering continuous professional and personal growth.

• Nurturing Networks: As individuals feel more secure and less overwhelmed, they’re more open to connecting with peers, building those vital support networks that counter isolation and hyper-competitiveness.

• Life Beyond Law: Actively helping lawyers carve out and protect time for interests and passions outside of work, proving that a rich personal life enhances, rather than detracts from, professional contribution.

Long-Term Vision

• Integrated Wellbeing: Making personal health and reflective practice an ingrained part of a lawyer’s professional identity, not an ‘add-on’ or an afterthought.

• Leaders as Models: As more leaders experience the benefits, they naturally model healthy behaviours – actively listening, supporting their teams, and demonstrating that wellbeing isn’t just talked about, it’s lived.

• Duty to Self: Cementing the understanding that taking care of oneself isn’t selfish; it’s an ethical imperative for sustained, high-quality legal service.

Ripple Effects: Beyond the Individual

Further, individual growth can spark wider systemic change in the other three categories of systems identified in the report. This might look like:

• Interpersonal Harmony: A lawyer with better stress management skills is often more empathetic, collaborative, and better equipped to manage challenging interactions – whether with clients or colleagues. This can subtly shift the needle from adversarial dynamics to constructive engagement.

• Organisational Health: When a significant portion of an organisation’s team benefits from these programs, it naturally contributes to a healthier work culture. Reduced burnout translates to better retention, fewer sick days, and a more engaged, productive workforce. This isn’t just ‘soft skills’; it’s about robust organisational outcomes. Leaders who champion these initiatives can start to redefine performance metrics, moving beyond just billable hours to encompass comprehensive wellbeing.

• Sector Evolution: Over time, as more organisations and individuals embrace these transformative practices, the entire legal sector begins to evolve. The culture of perfectionism can slowly give way to a culture of excellence tempered with humanity. Wellbeing moves from being a buzzword to a cornerstone of effective practice, influencing everything from regulatory frameworks to professional development pathways.

The Systems Theory of Change approach is not about a quick fix. It’s about a sustained, thoughtful commitment to creating a legal profession where wellbeing isn’t an afterthought, but an integral part of its fabric at an array of intersecting levels.

We need to stop putting lawyer wellbeing in the corner, and understand that it is foundational to everything that happens in the legal sector.

Let’s cultivate environments where legal professionals aren’t just surviving, but truly flourishing – delivering their best work while maintaining their best selves. This isn’t just good for those individuals; it’s good for the profession, for our organisations, and ultimately, for the communities we serve.