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09 May 2019 / Elizabeth Rimmer
Issue: 7839 / Categories: Features , Profession , Mental health
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Making time for mental health

LawCare’s Elizabeth Rimmer offers advice on managing mental health challenges at work & how best to support colleagues who may be struggling
There are high levels of negative emotions within law: the work is often about winning or losing and can require legal professionals to be critical, judgemental, combative and aggressive. Lawyers are required to think pessimistically, looking for potential problems and worst-case scenarios. In addition, many lawyers are perfectionists who fear failure and dread
making mistakes.

These traits can be exacerbated by a difficult working environment—common issues include lack of support or supervision, an overly critical manager, being undermined after a career break, an unreasonably heavy workload, long hours and sleep deprivation. Many areas of law can be emotionally difficult to deal with and some cases take a considerable toll on health and wellbeing.

If you are working with someone who appears to be struggling, whether they are a lawyer or support staff, consider asking your colleague in private what is wrong and how you might help. Talking to a colleague

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MOVERS & SHAKERS

NLJ Career Profile: Stephen Ward, The Barrister Group

NLJ Career Profile: Stephen Ward, The Barrister Group

From mowing lawns to life at the Bar: Stephen Ward reflects on an unconventional career

Clarke Willmott—Ben Loosemore

Clarke Willmott—Ben Loosemore

Commercial property partner joins Clarke Willmott in Southampton

Ellisons—Robert Tiffen

Ellisons—Robert Tiffen

Robert Tiffen joins Ellisons as Partner in growing Norwich office

NEWS
The Law Society RFC Festival of Sport returns next month, bringing together legal and financial services professionals for one of the sector’s largest annual sporting events
Legal aid deserts leave almost one in four without adequate access to justice
The Solicitors Regulation Authority (SRA) has warned solicitors and law firms that using artificial intelligence does not alter their professional obligations, amid concerns over inaccurate legal material and client confidentiality
From forgotten interest claims to case-management appeals, a string of procedural developments offers useful—and occasionally cautionary—lessons for practitioners

Jonathan Fisher KC highlights that it now accounts for around 40% of criminal offences, with roughly 70% involving technology, and argues that the UK cannot simply prosecute its way out of the problem. Detection, investigation and prosecution all require improvement, while different fraud types demand tailored responses.

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