Wellbeing: acknowledging our own need to change is the biggest lesson

Not so long ago, the metrics that appraising law firm leaders tended to focus on were power and money:  performance measured by profitability and ability to grow new markets. It was likely the only personal qualities that would ‘count’ would be those that demonstrated strength and the ability to take tough decisions – such as axing staff when the need arose.  In a short of space of time we have seen a quantum shift – and progressive firms are likely to rank a proactive approach to wellbeing and resilience high on the list of KPIs for their managing partner or CEO – together with authenticity, trust and honesty.  

Applying the science

While wellbeing is recognised by most firms as critical for high performance, it is less common to find those who take a structured, science-based approach – and recognise the vital role played by leaders in setting the standard.

For the pursuit of wellbeing is not achieved with a corporate fruit bowl or a bring-your-dog-to-work day – although those have a place. It’s about raising awareness of how brains actually work, at a deeper level, and using that knowledge to help people tackle issues, to be their best selves.

Post-pandemic wellbeing

The negative impact of the pandemic on mental health has been in the headlines since the first lockdown, and statistics from the Office for National Statistics for the first quarter of 2021 show the incidence of depression in the population has doubled since the pandemic first struck.

We have also seen how remote working can create isolation and affect our ability to connect with others, having a direct impact on team cohesion and people’s sense of belonging and inclusion.

In this situation, positive human relationships and good social support are more important than ever. And while leaders are not themselves responsible for making people well, they can create a better, more supportive environment. 

Leadership

How a leader manages their own psychological wellbeing will directly impact how they lead and how they support the wellbeing of others. By improving their cognitive and emotional strength, they can adapt and thrive, both professionally and personally, and share their personal development to support their team effectively.  

The role played by neuroscience in this, and the extent to which we can learn how to manage and change our own psychology, is an area that has interested me for some time. As a result, we create opportunities for our network members to learn from world-renowned thought leaders in the field, at our conferences and development events, and I have been on a journey of self-discovery myself.

Journey of self-discovery

Most recently, I took part in a programme with Dr Brian Marien, a previous speaker at a LawNet conference, and an expert in the application of neuroscience in the workplace – and the insights have been fascinating.