In recent years, law firms have been grappling with a growing concern: the prevalence of toxic work environments and increased instances of burnout. As a result, they are now facing increased scrutiny and investigations into allegations of bullying, harassment and inappropriate behaviour towards staff. The Solicitors Regulation Authority (SRA), the regulatory body for solicitors in England and Wales, is currently looking into around two dozen such cases.

The legal profession has long been known for operating within a demanding and high-pressure environment, driven by a long-hours culture.  Legal practice, by its very nature, requires commitment, a strong work ethic and resilience to meet client requirements, often working within tight deadlines. 

However, this should not be at the expense on any lawyer’s health. The current situation has reached a tipping point, with the mental health and well-being of legal professionals and support staff at stake. The SRA has acknowledged the issue and is actively working to address the concerns raised by employees and former employees of these law firms.

The primary contributing factors to these issues include the culture of presenteeism, unrealistic individualised hours targets which drive unhealthy working patterns and high workloads. Lawyers are often expected to work well beyond the standard 40-hour working week, with some firms fostering a "face-time" culture where employees are expected to be present in the office for extended periods, regardless of actual productivity or client demand. Further, instant connectivity when out of the office creates an expectation that lawyers must be responding to emails and taking calls outside working hours (including, in some cases, at weekends and during holidays), even for non-urgent matters.  This pressure to constantly be available and working has led to a significant increase in stress levels and burnout among legal professionals. There is simply no time to switch off.

In addition to expecting long, unsociable hours, many law firms are also grappling with allegations of bullying and harassment. This may take the form of verbal abuse, such as belittling comments and unreasonable demands from peers and supervisors – or arise in more subtle ways, such as failing to acknowledge the contribution of colleagues or taking credit for the work of others. Such behaviour can create an unsupportive work environment, exacerbating the already high levels of stress and anxiety experienced by legal professionals.

The consequences extend beyond the individuals affected (although they will feel it most directly). They can also have a negative impact on a firm’s reputation, its ability to recruit and retain the best talent and ultimately puts the legal profession as a whole in a bad light. Clients may be less inclined to work with firms that are perceived not to look after their employees, while potential future lawyers may be deterred from pursuing a career in law altogether.

In response to the growing number of workplace investigations into these issues, the SRA has emphasised the importance of law firms taking proactive steps to address them. This includes implementing policies and procedures to prevent bullying and harassment, as well as promoting a healthy work-life balance for employees. The SRA has also called on law firms to foster a culture of openness and support, where employees feel comfortable speaking out about their experiences and seeking help when needed.

The Law Society of England and Wales is also prominent in raising awareness of the importance of mental health in the legal profession, as is the charity LawCare.

Ultimately, the responsibility for ensuring an environment in which lawyers can thrive, free from bullying or burnout, lies with the firms themselves. It is incumbent on all employers to create a more supportive and inclusive culture, one that values the well-being of employees and prioritises their mental health.  This applies to law firms as much as organisations operating in any other sector. They should be providing adequate training for managers and partners, setting realistic expectations for workloads and hours, and fostering a culture of open communication.

By taking proactive steps to create a more supportive culture, law firms can not only improve the well-being of their employees but also enhance their reputation and attract and retain the best people.  Ultimately, this is the best way to deliver the highest standards of client service.