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13 August 2019 / Kedge Martin
Categories: Features , Profession , Mental health
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Why wellbeing is a leadership duty

Emotional competency in the legal sector needs to be a priority, says Kedge Martin
  • Being stuck in a rut and demotivated in the legal profession.
  • A business case and moral responsibility for supporting staff.

The legal profession is not always a happy to place to work according to our recent research with a core 15% of partners and other senior lawyers with management responsibility (aged 40+) being stuck in a rut—feeling demotivated, low energy, unhappy and trapped in their current job. A further 28% felt like this ‘somewhat often’. More than one third of respondents complaining they were always or often demotivated, lacked a sense of purpose and were generally unhappy.

Frustration

While the law generally is a fulfilling and rewarding place to work, with managers more energetic and inspirational than many other sectors, frustration at work can quickly lead to depression and a complete loss of personal effectiveness. Not just on the individual themselves but on the teams around them, with one third of senior lawyers reporting their

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MOVERS & SHAKERS

Flint Bishop—Charlotte Harris

Flint Bishop—Charlotte Harris

Sheffield expansion continues with appointment of commercial property partner

Browne Jacobson—Paul Duggan

Browne Jacobson—Paul Duggan

Browne Jacobson strengthens banking and finance practice with latest partner appointment Paul Duggan

Ward Hadaway—Chris Piggott

Ward Hadaway—Chris Piggott

Employment partner joins Ward Hadaway

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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