Happy + Healthy Lawyers = Better Client Outcomes
In order to address what ails the legal profession, change has to come from the top and the culture has to be wholly amended.
Most of us are familiar with the old adage, “Choose a job you love, and you will never have to work a day in your life.” Lucky for me, I love being an attorney. From my very first experience as a Biglaw associate (over 27 years ago), I knew with certainty that practicing law was the right choice. However, early on, I began to question the personal sacrifices that seemed to go along with this career path. I could see the toll being paid by those senior to me – even the equity partners – who were in the office until 8 p.m., 10 p.m., or even after midnight almost every night. The obvious lack of work-life balance was my tell-tale, and I decided to choose a different path by going in-house. Imagine my reaction, then, when I realized that attorney burnout was also an issue in that environment. As GC of a public company, I found myself working countless hours, taking calls well into the night, and juggling the pressure to “do it all” in the name of cost savings. Once again, work was impacting other important priorities in my life (especially my young family), as well as my well-being and enjoyment of the practice of law.
Love the work, hate the job
Unfortunately, my experience is not unique. For years now, studies consistently have shown that the legal profession can be grueling both for law firm attorneys and in-house legal teams. Research conducted by industry leaders like the International Bar Association, American Bar Association, The American Lawyer, Yale Law Professors, the Hazelden Betty Ford Foundation, and the Institute for Well-Being in Law have resulted in numerous publications on this topic, all of which cite unreasonable demands, feelings of isolation, and a lack of control over one’s personal life as possible causal factors, among others. What is worse is the fact that these feelings have been tied to poor physical and mental health, high rates of substance abuse and suicide, and decisions to abandon the profession entirely. Industry leaders are taking notice. Just this year, the Association of Corporate Counsel has published a “Well-Being Toolkit for In-House Lawyers.”
The business impact of attorney burnout is equally troubling. For example, talent retention has become a real challenge for law firms and in-house legal departments. When a lawyer decides to leave, the costs associated with their departure are significant. Previous investments in their professional development are essentially lost, workload reassignments add further strain on existing staff, and client work can suffer from lack of continuity. Although recent strides in mental health awareness have made it easier for attorneys to seek help, much has remained the same. Case in point – overzealous billable hour requirements are still the foundation of most traditional law firm business models, resulting in tremendous pressure to produce and to do so perfectly.
Curbing Client And Talent Loss With Productivity Tech
Finding a way forward
In order to address what ails the legal profession, change has to come from the top and the culture has to be wholly amended. Fortunately, innovative law firms like OGC have emerged, offering an appealing alternative to the traditional legal business model. When I joined OGC in 2015, the notion of work-life balance was not merely a lofty ideal; it was and still is a core value of the firm. Our business model embodies this value by allowing attorneys to choose how and when they work (no billable hour demands). This autonomy has been a game-changer; and, as we say, it is a big reason why OGC is an Easy to Work For (#ETWF) law firm.
Because our attorneys love what they do and are happy doing it, our model also offers tremendous benefits to clients. One of these benefits is relief from the burnout dangers outlined above, which we do by serving as an additional resource that our clients’ legal departments can leverage when needed most. This is particularly valuable when, despite tight budgets and light staffing, they still need to turn work around quickly and have matters done right the first time. That extra help can make all the difference. Simply engaging us to do what we do best can reinvigorate legal department staff. It also enables our clients to exhibit (at least in one significant way) a definitive commitment to maintaining valuable wellness practices, raising awareness of burnout-related issues and fostering an environment where attorneys really want to work, thereby helping them to do their best work while keeping that bottom line in check.
A partner at OGC, Kristin Kreuder has over 25 years of experience working with both public and private companies of all sizes (from start-ups to well-seasoned corporate giants), as well as individual entrepreneurs. She regularly handles a wide range of legal matters, including the analysis, structure, drafting and negotiation of a comprehensive variety of agreements related to commercial transactions, M&A, financing and private equity transactions, venture capital, licensing, marketing and sponsorship (including IP/content/software), and general corporate issues.
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