Mental health and client service are critical for legal professionals

It's no secret the legal industry has a mental health issue. Today, Oct. 10, is World Mental Health Day, a timely reminder of the importance of addressing these challenges. Surveys and headlines make it clear that many attorneys feel they must make a choice: Do I focus my time and energy on billable hours, or do I prioritize my mental health and wellbeing?

Like many things, it's an "and," not an "or." And, like many things, it's easier said than done.

Time and time again, attorneys report being reluctant to ask for mental health support for fear of damaging their careers and reputations. They talk about the challenges of a 24/7 industry that operates at a brutally fast pace and how hard it can be to stop and take a breath. They say it can feel like your phone is always ringing and your inbox is always overflowing. If left unchecked, that stress can lead to a cycle of worsening conditions.

The results of the 2025 ALM Mental Health Survey of the Legal Profession are telling: 43% of respondents feel mental health problems and substance abuse are at a crisis level in the legal industry. 74% feel their work environment contributes to their issues.

Law firms have to continue to take real action. Our job is to be an invaluable resource to our clients. I learned this early in my career as an associate, and I still firmly believe that high-quality client service is nonnegotiable. I also believe law firms are able to provide that high-quality client service and create a work environment that values people's mental health.

I know there isn't an easy, one-size-fits-all solution. But, I have seen firsthand how small changes can make a big difference. Here are a few daily practices that help me and my team support each other in our professional success and our personal wellbeing, instead of choosing one or the other.

Listen

It sounds simple, right? Listen. But law firm leaders are tasked with being strong and decisive communicators, which means you usually find us doing the talking. It's just as important to be empathetic and accessible listeners. Two-way communication builds connected teams and creates environments in which people are comfortable asking for help, even when facing high stakes and high stress.

Being a better listener has made me a better leader. I attend practice group meetings to find out what attorneys have on their plates and what kinds of problems they are solving for our clients. I sit down with our team of administrative leaders to collect feedback on strategic operations. I have open-forum meetings with our staff members. Even more helpful? Casual, face-to-face conversations with people in the hallway. It is as straightforward as it sounds: People feel appreciated when they feel heard.

Lead by example

We can't deny that our services are what keep the lights on, and many firm leaders model behavior that reflects that: They stay late when facing a big deadline, they pick up the phone even when they're busy, and they double and triple check their work. They go above and beyond to show commitment to their clients. That leadership is important, and firm leaders also need to model behavior that supports their wellbeing. Culture shifts from the top down.

I grew up in the legal industry during a time when wellbeing wasn't part of the conversation. I still struggle with it. But I protect the time I schedule for my workouts (I literally block out the time on my work calendar). That's what I need to perform at my best. Other firm leaders are vocal about the importance of taking vacation time or stepping away from their desks to go for a daily walk in the fresh air. Leading by example encourages people to prioritize their mental health and wellbeing.

Invest in resources

Access to mental health resources is crucial. At our firm, we have explored everything from onsite meditation and psychologist-led programs to educational training on identifying warning signs and helping family and friends who are struggling. We have partnered with organizations like No Shame On U, which leads conversations about destigmatizing mental health issues. We have brought in people from our firm's employee assistance program to ensure our team knows how to use the benefit, which includes confidential counseling with clinicians, work-life tools for finding child and elder care, financial planning assistance, and more.

Normalize the mental health conversation

We must be willing to talk openly about mental health. We have a responsibility to embrace those conversations without judgment. This issue is deeply personal to me. I've lost two family members - both of whom were in the legal industry - who dealt with mental health issues for years. My sisters were gifted athletes who were in the top of their classes, and they were driven, dedicated attorneys. From the outside, it looked like they were thriving. But they struggled to ask for help with their mental health when they needed it most. As a community, we must break down those walls and normalize discussions about needing support.

In my experience, these practices create space for the "and." They allow me and my team to deliver the service our clients know and expect, and they contribute to our culture of wellbeing. They improve the health of the profession and the health of individuals, enabling us to practice with clarity, focus, and compassion.