All change? Mental health in the legal sector

August 4, 2026|Kim's Blog, Lawyers, Management Skills, Statistics and trends|

This article was published in the July edition of Modern Lawyer magazine (Globe Law and Business). Subscribers can access the article here 2_79_432_145331785512013.pdf. All change? Mental health in the legal sector.

I’d like to share a distinct lens on mental health in the legal sector. One perspective is from law firm leadership as it shapes strategy in a fast-moving, fiercely competitive market. The other is that of a psychotherapist who witnesses first-hand the impact of law firm culture and constant change on the mental health of individuals – both legal and support staff.

It’s trite to say that the most valuable asset of a law firm or barristers set is its people. Some might try to argue that the advent of AI might reduce that reliance on people. But firms invest huge amounts to recruit, train, develop, motivate, and promote their teams – and to achieve maximum productivity from them. But often this comes about without sufficient attention to one critical factor – their mental health.

I have witnessed some awful situations. At one (and thankfully rare) extreme, are lawyers suffering acute mental health crises that lead to suicide (ONS reported 13 cases in 2024 – Note 1). But the more common impacts of poor mental health are on personal identity, life goals, careers, relationships, family and physical health.

There are no simple solutions to complex problems – but that doesn’t support inaction. In this article I explore:

The state of mental health in the workplace generally;
Mental health in the legal sector specifically;
Organizational response to mental health in law – the official line;
The reality of law firms’ responses;
The mental health of individuals in the legal sector – on the surface;
The reality of individual response to mental health issues in the legal sector; and
Possible solutions to a potential mental health crisis in the legal sector.

The state of mental health in the workplace generally

The World Health Organization (WHO) defines mental health as “a state of wellbeing in which an individual realizes his or her own abilities, can cope with the normal stresses of life, can work productively and is able to make a contribution to his or her community”. (Note 2). Other experts reflect on the presence of positive feeling and positive function in life.

The mental health crisis in society is alarming. Anxiety and depression levels are at all-time high levels across the globe – “More than half a billion people worldwide suffer from some form of depression and anxiety, afflictions that cost the global economy a staggering one trillion dollars a year.” (Note 3)

Stress, anxiety, and depression exist on a continuum and frequently fuel one another. Stress is the body’s natural reaction to an external threat, anxiety is the internal reaction to persistent fear of future threats, and depression is a state of deep sadness and exhaustion. Often, untreated chronic stress leads to anxiety, which can eventually result in depression.

Burnout is a state of severe physical, mental, and emotional exhaustion caused by prolonged, repeated, or chronic stress. It is not a medical illness, but rather an “occupational phenomenon” recognized by the World Health Organization (WHO). The Mental Health UK Burnout Report 2026 (note 4) reports that 91% of UK adults experienced high or extreme levels of pressure or stress in the last year. (Note 4)

A recent meta-analysis of 60 years of data (note 5) found there are three types of role stress:

1. Not knowing what you’re supposed to do (role ambiguity).

2. Getting pulled in contradictory directions (role conflict).

3. Having way too much on your plate (role overload).

Role ambiguity is the most damaging. Role conflict is most often linked to burnout and wanting to quit.

Short-term stress (“eustress” is “good stress”) can be a healthy motivator and enhance performance. But chronic stress can sensitize a nervous system, be overwhelming and detrimental to health, and can develop into clinical anxiety.

The state of mental health in the legal sector specifically

US Center of Disease Control and Prevention (CDC) studies in 2010s found that lawyers ranked fourth in suicide rates when compared to other professions – behind dentists, pharmacists, and physicians (note 6). A survey conducted in 2020 found that about 8.5% of attorneys in D.C. and California experienced suicidal ideation, while a 2016 study of about 13,000 lawyers across 19 states showed 11.5% of practicing attorneys reported suicidal thoughts. But experts say the share of legal practitioners thinking about suicide is probably far higher, with attorneys among the occupations most at risk for death by suicide. (Note 7)

We are fortunate to have a dedicated charity – LawCare – to support the mental health of those in the UK legal sector. In 2025, it supported 753 lawyers with their mental health – which is a record, including for the pandemic years. Its Life in the Law 2025 (note 8) report reveals:

Nearly 60% of respondents reported poor mental wellbeing
Almost 79% of respondents regularly work beyond their contracted hours
56% said they could see themselves leaving their current workplace within the next five years, with 32% reporting they could leave the sector entirely
Trainee solicitors made up 13% of those seeking support, second only to solicitors in private practice who accounted for 42% of contacts.

In October 2025, The Law Society launched its mental health hub (note 9) with advice on coping with workload, managing stress, and improving wellbeing.

There are some distinctive factors within the legal space that exacerbate the mental health risks. As well as recognized “high stress” commercial law specialisms such as M&A, private equity, and litigation, we should not overlook those areas of law such as family, personal injury, and crime, which may result in vicarious trauma for legal advisers.

Chronic stress impairs cognitive performance (problem-solving, memory, and concentration), which might have risk implications for firms’ professional indemnity insurance.

Stress and depression can shrink brain areas relating to self-control and emotions – thus the increased likelihood of anger and hostility. That can fuel stress for others in the workplace, thus exacerbating toxic environments, creating yet more stress.

Organizational response to mental health in law – the official line

It’s encouraging to see firms publicize their value statements regarding how they invest in their people. I’m supportive of the provision of extensive services such as sophisticated human resource teams, internal and external coaches and mentors, and Employee Assistance Programs (EAPs – where employers pay for free and confidential counselling services for their people).

But these rarely appear to come from a proactive place of “optimizing mental health” – more from a reactive risk management perspective. It would be good to see a shift to prevention is better than cure. It should be noted that there are some firms that have made huge strides in integrated physical and mental wellbeing – for example, Brodies in Scotland. (see: Improve mental health at work, in marketing and for women)

Organizational response to mental health issues in law – the reality

My frustration is that, despite mental health policies, proffered support services, and lip service from law firms – the reality is different. Because the culture – those invisible messages from the behaviour of senior role models and “the way we do things” round here – is rarely aligned with stated policies.

The unhealthy aspects of law firm culture are formed in part by achievement-oriented professionals who believe hard work is the best route to success. Former law firm leaders have shared their private regrets of the distress and damage caused to aspiring young lawyers by perpetuating the “treat them mean” culture of constant criticism and pressure “to toughen them up”.

Law firms are immensely competitive environments where you dare not show signs of weakness, and where there is a constant fear of shame from any perceived failure. Psychological safety can be unfamiliar in the legal profession.

Traci Cipriano (a US lawyer turned clinical psychologist) comments in her 2024 book: “The legal profession is universally a high-pressure profession dominated by competitive perfectionism, with little room for error, low psychological safety and high rates of burnout, depression, anxiety and substance misuse”. (Note 10 –

And it’s not just lawyers who are impacted. Stress and burnout are common issues for firms’ support departments. I have a particular awareness of the mental health issues of marketing and business development teams (especially pitch and bid teams who often take the brunt of a non-stop, constantly urgent, high stakes workload). But there is plenty of evidence that this extends to other business functions such as technology, finance, and human resources.

Law firms may have a high incidence of what mental health professionals call “controlling, intimidating, and manipulative” personalities. There is substantial, growing evidence of a culture of bullying and intimidation in the UK legal sector, alongside a corresponding increase in regulatory and institutional crackdowns to control these personalities (note 11). Bar Council research into barristers’ workplaces revealed that 44% of respondents had observed or experienced bullying, harassment, or discrimination. (Note 12)

Cipriano did excellent research into the issues and developed an initial framework to maintain lawyer wellbeing. Her model covers:

Self-care strategies and routine;
Work–life balance;
Personal relationships and social support;
Attention to overall physical and mental health;
Financial and other resources; and
Work environment, workload, and unique work pressures.

She examines in detail the complex interplay of issues in profession, the firms, and individuals. Yet of the six domains, only the last is firmly in the control of the firm. It suggests that the lion’s share of the responsibility lies with the individual lawyer.

As change is the prevailing zeitgeist in law, I would recommend more law firm leaders’ firms read The neuroscience of organizational change by Hilary Scarlett. (Note 13)

Individual response to mental health issues in the legal sector – on the surface

Individuals respond to stress and mental health challenges differently. Most of the time, individuals suffer in silence. They see their inability to cope with the unrelenting pressure (of daily workloads, accelerating fee targets, multiple change initiatives, difficult client and team dynamics, increasing job insecurity etc.) as a personal failing. All humans have trouble with uncertainty and are prone to identity and mental health issues around life and career transitions.

This is particularly so if they have a specific personality type. A leading personality model uses the big five factors – OCEAN (Openness, Conscientiousness, Extraversion, Agreeableness and Neuroticism). Those with personalities that score higher on conscientiousness and neuroticism are going to try really hard to do everything in their power to perform well. They take any inadequacies personally, failing to ask for help or to say “No”. They are most at risk of suffering mental health illness.

Perfectionism is often seen as a strength, especially in the legal sector. High standards, attention to detail and a strong desire to get things right are all valued. But research shows that perfectionistic tendencies can also be linked to depression, anxiety, and stress. Therapists often see perfectionism as a red flag – an indicator of issues at a deeper emotional level. Typically, low self-esteem is caused by factors such as a lack of emotional attention at an early age or even trauma. CBT methods may assist with silencing negative internal chatter by collecting evidence of achievements, breaking work into manageable chunks, seeking feedback, or asserting boundaries.

In a separate report into men’s mental health, LawCare (note 14) found that male lawyers can experience unique barriers, especially in relation to support seeking. But there are particular issues for women. The Health & Safety Executive’s 2025 study (note 15) said women were twice as likely as men to take time off work due to stress and worry. Law firms have addressed much of the gender disparity that used to exist. The intake of women exceeds those of men at graduate level. And the partnership promotion rounds reflect more women for sure. There are plenty of examples of female managing partners and CEOs. Yet, women – particularly in some of the most lucrative and competitive areas of law – are often terrified of the potential impact of taking maternity leave breaks or requesting more flexible working arrangements. This causes huge stress and anxiety – to the point that many decide to leave the law.

Neurodiversity is not a mental health issue – but being neurodiverse may increase the likelihood of stress. The media is full of reports of the increased diagnosis of different mental processing models generated by ADHD and those on the autism spectrum. NHS England (note 16) estimates that roughly 2.5 million people in England (around 3-4% of adults) have ADHD, though the vast majority remain undiagnosed. Approximately 20,000 people are referred for an ADHD assessment every month in England alone, reflecting an ongoing 13.5% year on year increase.

Studies show ADHD is disproportionately common among legal professionals, with prevalence estimated at roughly 12.5% compared to 4.4% in the general population. Unparalleled intellectual capabilities and the ability to hyper-focus on the detail of specialist areas is valued in law. So we have more than our fair share of neurodiverse people. Many of them are masking all the time – creating an additional level of stress and concern. (note 17).

Individual response to mental health issues in the legal sector – the reality

LawCare’s Life in the Law report ^{(note 18)} found that legal professionals are at a high risk of burnout.

Burnout isn’t a mental health diagnosis but a state of physical, mental, and emotional exhaustion caused by excessive and prolonged stress. There are physical, emotional, and behavioural signs. The World Health Organization (WHO) classifies burnout as an occupational phenomenon characterized by exhaustion, cynicism, disengaged/mental distance, and reduced efficacy. ⁽note 19)

Chartered Psychologist Dr Mark Bellany (note 20) has talked about psychological coaching in law. The more intelligent and highly trained someone is, the more they will try and use that superpower of rational thinking to try and think themselves out of a problem. But not all problems are solvable by thought – sometimes you have to accept a situation emotionally and act differently.

The high level of cognitive load is constant – too much volume and complexity. Then you see risk fatigue, which affects decision making. There’s also a reputational piece – in law firms, decisions are visible and can have a far-reaching impact.

A 2021 Bloomberg Law survey (note 21) found the top three reasons why lawyers were leaving their jobs were better work-life balance, reduced work stress, and increased focus on personal life.

What are the solutions to the mental health challenges in the legal sector?

The world, not just the legal sector, is grappling with a mental health challenge. There’s no one-size-fits-all solution. But prevention has to be better than cure.

We need to blend a top-down with a bottom-up approach. Responsibility and effort are required – and aligned – at the organizational, team, and individual level. Organizational psychology contributes as much as support for individuals.

The Solicitors Regulation Authority (note 22) is concerned with legal compliance – notably that when mental health conditions have a long-term effect on a person’s day-to-day activities it is considered a disability under the Equality Act. Not providing workplace adjustments could amount to discrimination. It offers advice in a number of areas such as:

Supportive working environment (and providing best practice);
Promote and provide support;
Prevent and reduce burnout;
Implement good controls and monitoring practices; and
Offer staff a healthy work-life balance.

Other possible interventions include:

Embed employee wellbeing in the firm’s values, culture and operating policies:
- Create and maintain the desired environment and culture.
- Review the impact of billable hour targets.
- Provide clarity on what is expected of people.
- Ensure people know when and how to say no or to ask for help.
- Zero tolerance of bullying and toxic behaviour.
- Appoint a health and wellbeing manager.
- Provide a trauma response system.
- Encourage the development of wellness action plans.
- Achieve a wellbeing accreditation.
Create psychological safety with intentional, consistent actions by leaders
- This might involve modelling vulnerability, active encouragement of participation, clear norms for failure, constructive mistake handling, inclusion and contributor safety.
Examine the data on retention, sickness, and performance:
- Have HR examine employee data that indicates mental health issues.
- Design new metrics to track mental health.
Enhance leadership and management development programs:
- Equip leaders with the appropriate team and people management skills.
- Ensure role model leaders “walk the talk” – take holidays, limit working hours, avoid interrupting.
- A LegalPsych article (note 23) reported that only 54.6% of managers received training to support team members, and less than a third (31.3%) had their billable hours/targets adjusted to account for managing others.
Encourage a leadership communication style that’s informed by the neuroscience SCARF method to minimize the perception of threat.
Education and training:
- Help everyone watch for emotional, physical, cognitive, and behavioural signs of stress.
- Increase psychoeducation and provide tools (such as the stress bucket) for everyone.
- Increase access to training in emotional intelligence – the ability to recognize and manage your own emotions and those of others. (I wrote the chapter on emotional intelligence for lawyers in the new book on “Fundamental Skills for the Modern Lawyer”(Note 24) Emotional Intelligence in legal practice (Globe’s Fundamental Skills
- Support Mental Health First Aid (MHFA) training programs.
- Increase emotional, psychological, physical, and social resilience (the ability to cope with adversity including stress) by teaching healthy coping mechanisms (such as mindfulness).
Provide opportunities for the protective measures of emotional wellbeing (such as learning new skills, being physically active, and supporting volunteering opportunities to allow giving to others).
Cultivate more opportunities for the protective measure of connection with people:
- Provide coaching and mentoring resources.
- Support “podmapping” (building internal support networks).
Address burnout at every level: (note 25)
- Early career – eliminate invisible overload.
- Mid-career – reduce compression (squeezed between firm strategy and needs of the team).
- Senior leadership – confront moral strain and tension between decisions and values.
Embed psychological best practice into change management programs.

Kim Tasso BA(Hons) DipM FCIM MBA MNCPS (Acc) MBACP has been a management consultant and trainer within law and professional services firms for over 20 years. She is also a practicing psychotherapist (and on LawCare’s counsellor register)