With several high-profile athletes recently making choices to protect their mental health and wellness, it is clear that no one is immune from work-related stress. Mental health considerations continue to emerge as a critical component of everyday life and may be the subject of increased scrutiny as more employees return to the office in the wake of vaccinations and reopenings.

Attorneys are no different. The inherent stressors of the job combined with the unique challenges of navigating a global pandemic makes it difficult for many to regulate stress and their mental health. Returning to the office may also be an opportunity to review and reset various workplace processes to ensure that the firm is approaching management issues effectively. Being cognizant of these realities can help lawyers and firms manage and proactively handle such issues.

Monitoring Stress

Practicing law is stressful and, if left unchecked, stress can negatively impact one’s life outside of work. Unchecked stress can even impact whether work itself is manageable. To avoid this slow creep, it can be helpful periodically to engage in introspection to see whether any changes should be made. The return to the office setting can be a good time to track this issue.

While the prevalence of real-time communications and ability to work outside the traditional office setting undoubtedly makes the practice of law more accessible in some respects, it can also increase stress levels. Excessive and unregulated levels of stress can result in unhealthy attempts at self-medication, which can potentially lead to a host of other issues and problems that are common among attorneys. The American Bar Association reports that mental health issues are prevalent among members of the bar, particularly among younger members. Many of these issues relate to stress disorders. However, this is not just an issue of self-identifying problems as they arise. Attorneys can also make concentrated efforts to check in with their colleagues who seem to be struggling with stress, anxiety, mental health or substance issues. Sometimes these efforts can be the initial breakthrough for a person that may need help and support.

In the wake of the COVID-19 pandemic, many firms are deploying programs or dedicating resources toward attorney and staff wellness. For example, some firms are providing advice on time management, detailing mental health resources available through the employer’s insurance, and partnering with wellness and meditation providers through dedicated applications on electronic devices. Further, the ABA has provided mental health resources specifically focused on the effects of COVID-19.

This focus can provide an immediate benefit to individuals, add to the supportive climate of the workplace, and keep those stress levels in check.

Delegation to Ease Pressure

The daily requirements for an attorney are many. They may include managing deadlines, meeting client needs, and taking on the administrative responsibilities inherent to running a practice. When handling multiple active matters at the same time, the sheer volume of information they have to navigate on a daily basis can be overwhelming. To reduce the burden on any one person, it can be helpful for lawyers to focus on the tools that are available to help support their practice and to identify other members of the team or employees of the firm who could take on bigger roles. Delegating work to others—including more junior attorneys, paralegals or other staff— helps reduce pressure inherent in handling large caseloads.

During COVID-19, some attorneys may have ended up keeping more on their plates than in years past. Returning to the office can thus be an opportunity to assess what is working and what isn’t. Delegating work to others does not necessarily mean that that work is automatically off the delegating attorney’s plate. But having more people cognizant of deadlines or strategies significantly reduces the pressure on the delegating attorney. In addition to helping reduce the attorney’s workload, delegating work and supervising others provides exposure and experience to junior attorneys that is necessary to maintain longevity of the practice. Delegation can also support camaraderie on a team. Identifying points for delegation and embracing the process can help attorneys face and manage the day-to-day challenges of their caseload.

Take Stock of Technology and Tools

Many successful firms also take stock of their systems with some regularity to ensure they are capable of handling the requirements for the upcoming year. Firms may audit their systems for processing time entry, storing documents, enabling document review, or docketing to ensure that those systems are efficient and effective. Regularly evaluating firm systems can help ensure members of the firm are equipped with the best tools to tackle challenging issues and, in turn, reduce the burden on attorneys.

Many firms that are returning to in-person practice can use this opportunity to evaluate what programs or processes are working well and which ones are not. Entertaining feedback from lawyers at the firm can be valuable. Even if everything is running well, the firm may still choose to explore the market to see what else is available. For example, if the firm has been using a single docketing system for years, it can be helpful to review what updates are on the market or if there are other tools the firm could adopt to help its attorneys face challenging issues with the best tools available and to avoid systems becoming obsolete. With the rapid change in technology propelled by COVID-19, keeping an eye on the market for new systems equipped to accommodate remote working can help a firm maintain the needed flexibility moving forward and cut costs in the long run.