Why challenge is equal to work/life balance for lawyer wellbeing

The last decade has brought significant and welcome changes in how law firms treat the work/life balance of their partners and employees. Happy lawyers are more productive and less likely to leave for a rival.

Firms such as Ashfords, widely considered best-in-class for work/life balance, understand that allowing teams to finish at 7pm makes the firm an attractive place to work and therefore attracts more lawyers.

Yet, the reality is that high-achieving legal professionals are as likely to be engaged by a challenging project as they are by the prospect of getting home early.

Those were the findings of our recent survey of 1000 professionals, executives and managers, which asked respondents what was needed to improve their work happiness levels.

While it may seem counterintuitive, the research found almost two-thirds (64%) of respondents were at their happiest when working on a challenging project. Whether the project is directly related to work or something outside, it can contribute to lifelong learning and upskilling, crucial for motivation and engagement. 

Earning respect from their firm and peers for their work was the top motivator among those surveyed, with 72% saying that more respect would make them happier. Validation, respect and appreciation are the foundations of emotional wellbeing and key to a positive workplace culture which in turn contributes to high work satisfaction and productivity. 

Sit up and take notice.

The risk is that, left unchecked and unappreciated, partners can quickly become demotivated – especially if they have recently returned from holiday. The back-to-work blues could either bring down the productivity of the entire team or result in the partner leaving for a rival firm.

Giving lawyers time to work on projects which enhance their professional development is the surest way to keep them in post. This means looking at areas where they can make the biggest contribution to the firm as well as gauging interest levels of the specific individual.

For instance, you may have a lawyer who is a natural mentor and interested in creating a peer mentoring programme for new recruits, or could speak about the law in schools, but because they are quiet, they often get overlooked for such opportunities.

There may be another who has a passion for networking (and is good at it) but never gets sent to any events. Or others who would like to help write the practises’ marketing material, but whose participation is never encouraged. 

Often the goals of your firm are closely aligned with the interests of the individual lawyer, finding that alignment and enhancing it is of mutual benefit.    

The added kudos comes when the firm clearly shows its appreciation for individual efforts, whether this is through a personal thank you from the senior partner or a mention in the firm’s social media. We all like to be acknowledged for our efforts, to feel useful and valued.

In recent years we have seen a series of top tier firms offer bonuses based on performance rather than the billable hours they have racked up. Just last month Simmons & Simmons hopped on the bandwagon by pledging to take a range of factors into consideration when handing out bonuses – this includes professional development.