The message from LawCare’s Life in the Law 2025 report is clear: the way we work in law isn’t sustainable. This isn’t just another report. It’s a call for action, leadership and real change across the sector. As part of the team behind the research, I’ve read hundreds of responses and quotes from people across the legal sector in the UK. Their words, frustrations and hopes come through on every page, and they all tell the same story: we need to change the way we work in legal practice.
The findings show why making these changes matters. Nearly 60% of respondents said their mental wellbeing was poor, more than half are thinking about leaving their current workplace within five years and almost a third might leave the sector entirely. These statistics are not just a snapshot of how people feel now, they are also a warning of what lies ahead if nothing changes.
Leadership must pave the way
One strong learning from this research, is that leadership really matters. The decisions managers make about workloads, priorities and expectations shape culture and how people feel about their roles and workplaces. These decisions have an impact on whether people feel supported, valued and motivated. And they influence the ability of people to meet the high expectations placed on them by colleagues, clients and regulators.
Generally, management in law has focused on financial performance, technical legal skills and meeting the needs of clients. These are of course important, but this needs to widen to include accountability for people management. Even with the advent of AI and tech to support the delivery of legal services, the law is a people business; people are the greatest asset in every legal workplace. Leaders who put people first will build successful organisations and contribute to the long-term sustainability of the profession. This means workplaces where mental health is protected, where workloads are proactively managed and where people management is recognised as a vital skill rather than an afterthought.
It also means setting a good example – being realistic about expectations, encouraging honest conversations about wellbeing and listening to and acting on what people need to support them in their roles.
Leaders have a responsibility for the working lives of the people in their organisations.
Sustainability is not optional
Too often, conversations about mental health are treated as separate from the ‘real’ business of law. But Life in the Law 2025 makes it clear that mental wellbeing is not a soft issue, it’s a strategic one, as it’s about performance, retention and reputation.
A sector where more than half of people are thinking about leaving isn’t sustainable. A sector where nearly 80% regularly work beyond their contracted hours isn’t sustainable. And if burnout is common, the ability to meet the needs of clients is undermined.
The future of law relies on attracting and retaining people in the sector. It is people who deliver for clients, uphold the rule of law and keep the justice system running. If we don’t protect their mental wellbeing, we risk not only the stability of our workforce but also the reputation and trust in the profession.
Moving from words to action
The most encouraging part of this report is that it doesn’t just identify the problems – it also shows how they can be fixed. We know what helps:
- Actively managing workloads, rethinking targets and incentives, and challenging the culture of long hours.
- Prioritising and valuing managing people.
- Embedding hybrid and flexible working practices that meet diverse needs.
- Evaluating programmes and activities that support mental health and wellbeing at work to ensure they deliver real impact.
- Equipping people joining the sector with the skills and knowledge they need for a sustainable legal career.
These are evidence based practical steps that many organisations are already putting into practice, and they’re changes that any organisation can make. Taking these steps will lead to stronger teams, less staff turnover, better quality work, increased productivity and a culture that attracts and keeps talented people.
Time to act
We are living and working in an era of rapid change. The delivery of legal services and the way we work is undergoing a profound transformation. Flexible and hybrid working are becoming the norm, AI tools are developing at breakneck speed, the regulatory framework and the obligations that creates is becoming more complex, and the expectations of clients and colleagues are evolving.
This is the opportunity to act.
We have the evidence, insight and practical steps to make a real difference. What’s needed now is courageous leadership to turn that knowledge into action. We have a choice: carry on as we are, or commit to creating a sector that is sustainable, inclusive and ready for the future.
Elizabeth Rimmer is CEO of mental health charity LawCare and is a member of the Women and Diversity in Law Awards judging panel. Nominations close on 23 October. Click here to submit a nomination.
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