Would you ever consider skipping an oil change? Your car needs regular maintenance to run smoothly. Without it, you may find yourself in the breakdown lane. Likewise, law firms —and the people who power them—need regular care to operate at peak performance.
In private practice, however, law firm leaders often focus on immediate metrics like billable hours and revenue. They neglect the essential maintenance that sustains their human capital. But without psychological maintenance for both leaders and their teams, firms face burnout, high attrition, lost revenue, and diminished client service.
Research underscores the urgency of the problem. A 2016 ABA/Hazelden study found that
28% of lawyers experience depression, 19% struggle with anxiety, 21% engage in problematic drinking, and 12.5% report having ADHD. Each of these mental health issues brings challenges that can have a significant impact on workplace productivity.
These findings have been widely replicated in subsequent national and state-level studies, all pointing to similar patterns of distress and high rates of mental health challenges in the legal profession.
The message is clear: psychological well-being in the legal profession is not a fringe issue; it’s a pervasive problem, and law firm leaders need to focus on prevention.
Inspections, Tune-Ups, and Preventive Maintenance
Think of your firm as a fleet of vehicles. You wouldn’t wait for an engine to seize up before adding oil. Regular check-ins—whether it’s a quick one-on-one conversation, a short feedback form, or simply stopping by someone’s office or workspace—allow you to catch issues early. These “inspections” can reveal overwork, interpersonal conflicts, or emerging mental health concerns.
As a leader, it’s essential to create a culture where feedback is encouraged and vulnerability is not penalized. Many lawyers resist showing weakness, fearing it will harm their standing. By proactively asking, “What are you struggling with?” or “Where can we support you?” you help normalize these conversations and provide psychological safety.
Don’t rely solely on your own observations. Encourage other partners and senior lawyers to pay attention to the associates and staff they supervise. Offer “mental health first aid” training so that firm leaders can recognize signs of distress before they escalate.
Supreme Court Justice Louis Brandeis famously said he could put 12 months’ worth of effort in 11 months but not in 12. Over 100 years ago, he understood that continuous, relentless work without downtime leads to diminishing returns. With digital technology creating the possibility of 24/7 availability, that wisdom is even more relevant today.
Driver’s Ed for Your Team
You wouldn’t hand your teenager car keys without proper training. Likewise, you shouldn’t expect your associates to navigate the intense pressures of practice without education on managing stress, setting boundaries, and asking for help.
New lawyers are particularly vulnerable. Many arrive eager to prove themselves, overidentify with clients and have difficulty saying “no” to demands. Without guidance, they risk burning out early or developing harmful coping mechanisms.
Providing training in communication, mindfulness, and self-regulation equips your team to handle client pressures with greater resilience and objectivity. Instead of overidentifying with clients, lawyers can learn to practice empathy, supporting clients and understanding their feelings while still maintaining a professional distance. This helps preserve both client service and personal well-being.
Creating Social Connection and Setting Boundaries
Hybrid and remote work arrangements have intensified feelings of isolation. While many lawyers may be introverted and do not naturally seek out social connections, research consistently shows that meaningful social ties are a strong predictor of emotional wellbeing.
Facilitating periodic social activities can help build relationships. Consider offsite retreats, group yoga or meditation, or even informal lunches. These activities shouldn’t be forced fun; they should provide opportunities for authentic connection and team building.
At the same time, encourage partners and associates to use their assistants as gatekeepers and discourage an always-on mentality. Reinforce that not every client demand is an emergency and that setting boundaries is not just acceptable—it’s essential for your health.
The Business Case for Well-Being
It’s tempting to think of well-being as a “nice-to-have” perk. In reality, it’s a critical business strategy. The costs of recruiting and training replacements are high. However, beyond the financial impact, there is also the loss of institutional knowledge and client relationships.
When a lawyer takes a leave of absence for mental health reasons—or worse, leaves the profession entirely—clients feel the impact. The quality of legal work suffers, deadlines are missed, and client satisfaction declines. Just as a car in the shop can’t get you to your destination, a lawyer unable to work due to burnout means lost revenue and service gaps.
Fortunately, most large firms and many mid-sized firms have Employee Assistance Programs (EAPs) that provide confidential support for mental health and substance use challenges. Many also offer career coaching programs to help lawyers build more satisfying and sustainable practices. I participate as an external career coach for one AmLaw100 firm and a growing number of firms are staffing these programs with internal coaches.
Smaller firms often don’t have the resources to provide EAPs or formal coaching programs internally. In these cases, however, Lawyer Assistance Programs—available in nearly every state—can help fill some of the gaps, offering free and confidential support tailored specifically to the legal profession. Additionally, robust health insurance benefits can ensure that lawyers still have access to mental health care and counseling services outside the firm.
In smaller firms, it’s also easier for a managing partner or firm leader to keep in touch with what’s going on. By being proactive and checking in regularly with team members, leaders in small firms can more quickly identify issues, provide support and mentoring, and create a culture where lawyers feel safe seeking help before problems escalate.
Regardless of the size of your firm, in respecting each team member’s individual needs and preferences, you reinforce a culture of appreciation. Making everyone feel heard and valued addresses one of the deepest human needs: feeling appreciated. This can go a long way in enhancing well-being.
Leading by Example
Start with yourself. We’ve all heard the metaphor about the oxygen mask: Put on yours first so you can help others. Similarly, if you don’t regulate your own emotions, manage your own stress, and take care of your own health, you’ll be ill-equipped to support your team. Just as a car needs fuel and maintenance, leaders should pay attention to diet, exercise, sleep, and stress management.
Law firm leaders must walk the walk. Talk about your own experiences with self-care.
Share stories about your own “tune-ups”—whether that means taking a vacation, working with a coach, adopting a mindfulness practice, or engaging in hobbies outside the firm. This vulnerability models healthy behavior and helps break down stigma.
The Road Ahead
Ultimately, your goal isn’t simply to prevent turnover or tick a wellness box on a checklist. It’s to ensure your team delivers the best possible service to your clients, while also living sustainable, fulfilling professional lives. Your lawyers are your firm’s engine—and engines need care.
Check your oil. Inspect your brakes. Give your lawyers the driver’s ed they need to navigate the winding roads of legal practice. By prioritizing both your own self-care and the well-being of your team, you’re not just avoiding breakdowns—you’re building a firm that can go the distance.
These are not problems to save for a rainy day—don’t wait until burnout and well-being become a liability because someone takes a leave of absence. Get out in front of it. It’s part of your responsibility as a managing partner or practice group leader.
Published by the American Bar Association ©2025. Reproduced with permission. All rights reserved. This information or any portion thereof may not be copied or disseminated in any form or by any means or stored in an electronic database or retrieval system without the express written consent of the American Bar Association.