How Law Firms Can Tackle Attrition and Mental Health Stigma
The legal profession in the UK has long been associated with long hours, high stress, and relentless workloads. However, the consequences of these pressures are becoming increasingly evident—rising rates of burnout, mental health struggles, and growing dissatisfaction among solicitors and barristers.
A 2023 study revealed that 40% of UK lawyers had considered leaving the profession within the past three years due to burnout or stress. Meanwhile, attrition rates among junior lawyers are at an all-time high, with many leaving their firms within five years of qualification. Why is this? When burnout, mental health and employee engagement are on everyone’s minds and lips.
Beyond the human cost, this trend carries significant financial repercussions. According to industry estimates, replacing a departing lawyer costs UK firms between £150,000 and £400,000 per individual, factoring in recruitment, lost productivity, and training.
With law firms already facing rising operational costs, economic uncertainty, and intense competition for talent, they can no longer afford to ignore the mental health crisis within their ranks.
The Stigma Around Mental Health in the UK Legal Profession
Despite growing awareness, mental health challenges remain heavily stigmatised in UK legal practice. A 2023 report from LawCare, a leading legal mental health charity, revealed that:
- 69% of legal professionals had experienced mental ill-health in the past year
- Over half (55%) did not feel comfortable discussing their mental health at work.
- Lawyers are significantly more likely than the general population to experience depression, anxiety, and stress-related illnesses.
A landmark 2021 study by the Solicitors Regulation Authority (SRA) found that overwork, billable hour targets, and a culture of presenteeism significantly contributed to poor mental well-being among solicitors.
For many barristers, the challenges are intensified by the self-employed nature of their work, financial instability, and the intense performance pressure within the Bar. I have spoken with numerous barristers and discovered that it can be a very lonely profession, as much of the work is done independently. These factors contribute to alarmingly high levels of stress, addiction, and mental exhaustion.
Yet, despite the clear evidence of a crisis, meaningful change has been slow. The billable hour model still dominates, with many firms prioritising profit margins over lawyer well-being. Cultural barriers, including the perception that mental health struggles indicate weakness, persist—especially among senior members of the profession.
Even when legal professionals recognise their struggles, many fear that speaking up could damage their career prospects or reputation. This culture of silence prevents lawyers from seeking help, increasing the risk of burnout, substance abuse, and even suicidal ideation.
Generational Perspectives on Burnout in UK Law Firms
One of the key reasons mental health and burnout remain a taboo topic in the legal profession is the generational divide in attitudes toward well-being.
UK law firms are often multi-generational workplaces, with:
- Baby Boomers (1946-1964) and Generation X (1965-1980) occupied senior positions as partners and firm leaders.
- Millennials (born 1981-1996) and Generation Z (born 1997-2012) are entering the profession and challenging traditional norms.
These groups have vastly different experiences and expectations regarding workplace mental health and what the workplace is for them. I have encountered many junior staff who want their work to be part of their lives, not their life.
Older Generations: “Just Get On With It”
Many senior partners and barristers were trained in a rigid, hierarchical legal environment where mental health was rarely acknowledged, let alone discussed.
Historically, UK legal culture has rewarded endurance, long hours, and the ability to handle extreme pressure without complaint. For those who came up in this environment, discussing stress or anxiety was often seen as a career-limiting move.
I have spoken to many lawyers, and there is still a feeling in my day, that because a senior lawyer went through these challenges, junior lawyers need to do the same – but the legal sector has changed.
This “stiff upper lip” mentality has contributed to a reluctance among senior lawyers to engage in open conversations about well-being, reinforcing the stigma younger professionals are now trying to dismantle.
Younger Generations: Advocating for Change
In contrast, Millennial and Gen Z solicitors and barristers are far more vocal about their mental health needs. They value work-life integration, flexibility, and psychological safety and are less willing to tolerate toxic work environments.
These younger lawyers are also more likely to challenge traditional notions of success, prioritising well-being over prestige or salary. They demand systemic changes—including reduced billable hour expectations, greater flexibility, and improved firm cultures.
This generational clash is causing tension within law firms. Some senior partners perceive younger lawyers as “entitled” or “lacking resilience,” while younger professionals view firm leadership as outdated and resistant to progress.
Bridging this gap is critical if UK law firms hope to retain top talent and create a sustainable legal profession.
How UK Law Firms Can Reduce Burnout and Address Mental Health Stigma
Law firms must move beyond token gestures and implement real, lasting change to tackle the legal profession’s mental health and burnout crisis. Here are five key steps firms can take:
1. Move Away from the Billable Hour Model
The UK legal industry relies heavily on billable hours, with many firms setting targets as high as 2,000+ hours per year. This unsustainable workload fuels stress, exhaustion, and high attrition rates.
Instead, firms should:
- Adopt alternative fee arrangements (such as fixed fees or value-based pricing) to reduce reliance on excessive billing.
- Encourage efficiency rather than simply tracking hours worked.
- Introduce workload monitoring to prevent burnout before it reaches crisis levels.
2. Foster a Culture of Psychological Safety
For real change to occur, law firms must create an environment where lawyers feel safe discussing mental health concerns without fear of judgment or career repercussions.
Leaders should:
- Encourage open conversations about mental health at all levels of the firm.
- Provide regular mental health check-ins and support initiatives.
- Create external resources for lawyers to be able to have discussions around challenges.
- Ensure HR policies prioritise well-being, including clear anti-bullying and anti-harassment measures.
3. Train Senior Leaders to Model Vulnerability and Empathy
Many firm leaders struggle to discuss their mental health, burnout, and challenges, making it difficult to create a culture of openness. However, senior lawyers who demonstrate authentic vulnerability can set a powerful example.
Senior partners and leaders:
- Acknowledge their struggles with stress and burnout.
- Engage in firm-wide discussions about mental health.
- Support associates and trainees who need flexibility or accommodations.
4. Invest in Mental Health Resources and Support
Many UK law firms offer Employee Assistance Programmes (EAPs), but these services are often underutilised due to stigma or lack of awareness.
To maximise impact, firms should:
- Offer mental health first aid training to all managers.
- Provide easily accessible counselling and therapy services.
- Encourage legal professionals to take mental health days without stigma.
5. Prioritise Work-Life Intergate and Flexible Working
LawCare’s 2023 report found that hybrid and remote work arrangements significantly reduce stress levels among legal professionals.
Firms should:
- Continue offering flexible working options post-pandemic.
- Respect boundaries between work and personal time (e.g., discouraging after-hours emails).
- Encourage lawyers to take full annual leave entitlements without guilt or pressure.
- Understand that happy lawyers are more productive lawyers.
Conclusion: The Future of Mental Health in UK Law Firms
The UK legal industry is at a turning point. Firms that fail to address mental health challenges risk losing top talent, damaging their reputation, and facing long-term financial losses.
Conversely, firms that prioritise well-being challenge outdated norms, and foster a culture of support will thrive in retention and overall performance.
The legal profession must embrace cultural change, reduce stigma, and invest in meaningful well-being initiatives. The choice is clear: continue the status quo or build a healthier, more sustainable future for UK lawyers.
Director
Lee Eldridge
Are you struggling with burnout in law – book at call with me and we can start to work together to stop this.