What Is Burnout in the Legal Profession?

It creeps up on you in the background, day after day, and before you know it, you’re dreading opening your emails, using your weekend to ‘catch up on sleep’ (if you can still wind down enough to sleep…), and wondering why you started this career.

In recent year, burnout has become one of the most pressing issues in the legal profession, affecting lawyers at every level. It’s an industry-wide, systemic problem. While there are no easy answers once burnout gets to a certain point, there are some effective methods for managing the root cause of burnout that can help restore a sense of meaning in the work and help professionals get back to feeling something like themselves again.

In this article, we break down burnout and its manifestations in legal professionals, as well as methods that individuals and firms can implement to resolve and prevent it.

What Is Burnout?

According to the World Health Organisation’s International Classification of Diseases (ICD-11), burnout results specifically from chronic workplace stress that has not been successfully managed. It is therefore only applicable in a work context, rather than stress or fatigue arising from personal circumstances.

The WHO identifies three main dimensions of burnout:

• Energy depletion or exhaustion: persistent tiredness that rest doesn’t fix.
• Increased mental distance from one’s job: feelings of cynicism, negativity, or detachment.
• Reduced professional efficacy: a decreased sense of accomplishment or effectiveness at work.

In the legal profession, these symptoms often arise from intense workloads, emotional strain related to client matters, and the perfectionist culture prevalent in the law.

While burnout isn’t a medical condition as such (there are no blood tests to tell you if you have burnout or not…), that doesn’t mean it’s any less real in its impact on mental health. It’s an occupational phenomenon. And, while they are often conflated, burnout presents slightly differently from general stress, anxiety, and depression. Its effects are focused in the workplace, but can spill over into other areas of life if it’s not managed.

Comparing Burnout to Stress, Anxiety, and Depression in Legal Settings

The Three Dimensions of Burnout

Let’s look at these dimensions a bit closer, through the legal professional lens.

1. Feelings of energy depletion or exhaustion

• Persistent physical and emotional fatigue that doesn’t improve with rest.
• In the legal context, this may manifest as persistent fatigue despite taking time off or feeling exhausted after even minor tasks.

2. Increased mental distance from one’s job, or feelings of cynicism and detachment

• A growing sense of negativity, disillusionment, or emotional withdrawal from work, colleagues, and clients.
• Lawyers often describe this as “switching off” emotionally or losing empathy for clients and cases.

3. Reduced professional efficacy

• A decline in confidence, productivity, and sense of accomplishment.
• Legal professionals may feel ineffective or question their competence, even when their performance remains objectively strong.

Burnout is often measured using the Oldenburg Burnout Inventory (OLBI), a 16-item scale designed to assess burnout in adults. You can take the OLBI assessment to determine your current level on the scale.

At TCC we believe that, with therapeutic work, it’s possible to regain some of the sense of meaning and purpose that you might have experienced in the earlier ‘honeymoon’ phase of your career.

Why Lawyers Are at High Risk of Burnout

The legal professional’s work experience is primed for burnout. High performance expectations, emotional transference, and the adversarial nature of law create an environment of sustained pressure with little recovery time.

Multiple studies have proven that lawyers are among the most susceptible professional groups to burnout.

A large Norwegian study of gender and occupational differences in burnout compared eight occupational groups, including lawyers, physicians, nurses, teachers, and others. Lawyers were among the professions with the highest levels of burnout, particularly in the exhaustion dimension, indicating they are at greater risk than many other white-collar workers. It also found that women reported more exhaustion but not more disengagement than men.

Research from Taiwan on occupational stress and burnout of lawyers found that lawyers reported high mean scores for personal burnout (51.92), work-related burnout (51.98), and client-related burnout (37.52) on the Copenhagen Burnout Inventory. Litigious lawyers had 2.57 times greater risk of client-related burnout than non-litigious lawyers, and high psychological demands increased the odds of personal burnout by 2.64 times.

There are three main categories of contributing factors when to comes to burnout in legal work:

1. Workplace structure and demands
2. Organisational and cultural norms
3. Personal and psychological traits

1. Workplace Pressures and Structure

Legal work has a stereotypical reputation for being high-pressure, where deadlines, workloads, and the nature of work aren’t in professionals’ control.

• Excessive workload and long hours: many lawyers consistently exceed contracted hours, with a significant proportion working 60+ hour weeks.
• Tight deadlines and client demands: constant urgency and the expectation of immediate responsiveness.
• Billable-hour pressures: wellbeing often sacrificed to meet targets; time equated directly with worth.
• “Always-on” culture: 24/7 email access and client expectations of instant replies undermine rest.
• Administrative overload: heavy procedural and compliance work leaves little time for strategic thinking.
• Low autonomy: limited control over caseloads, schedules, or work methods, particularly for junior lawyers.
• Hierarchical “up or out” culture: career progression tied to endurance and conformity, fostering insecurity and overwork.

2. Organisational and Cultural Factors

Confidence, assertiveness, and a strong internal drive are essential if you want to stay in the game. Legal workplace culture expects professionals to maintain an always-on mentality.

• Overwork still viewed as a badge of honour: exhaustion equated with dedication and competence.
• Perfectionism and fear of error: zero-tolerance culture for mistakes amplifies chronic stress.
• Internal competition: rivalry for partnership and client credit discourages collaboration.
• Lack of mentorship or supportive supervision: junior staff left to cope with emotional load alone.
• Stigma around vulnerability: fear that admitting stress will harm reputation or career prospects.
• Profit structures: firm success still often linked to overwork rather than wellbeing.

3. Personal and Psychological Drivers

Exposure to emotionally intense cases, self-worth tied to perfectionism, and living-to-work slowly chip away at mental resilience.

• Workaholism and over-identification with work: self-worth tied to professional success.
• Perfectionism: seen as an asset but often fuels anxiety, self-criticism, and exhaustion.
• Imposter syndrome: common among high-achieving lawyers, leading to chronic self-doubt and overcompensation.
• Emotional overinvestment: deep involvement in clients’ distressing cases increases emotional fatigue.
• Personal stressors: family pressures, loss, or health issues compound workplace strain.

Legal work is a perfect storm for burnout to manifest which is why it’s so important that law firms actively seek ways to support their employees, and legal professionals know there’s help out there if they need it.

How Burnout Develops and Manifests

Burnout can be very sly in its presentation, which is why so many people fail to notice until it’s in full force. Burnout develops gradually, and it’s often masked by denial or overperformance in a work environment that’s already so high-pressure the feelings of exhaustion and stress could be taken as ‘normal’ aspects of the job.

Burnout emerges gradually as chronic pressures outweigh the psychological and structural resources available to cope. Two key occupational psychology frameworks, the Job Demands–Resources (JD-R) model and the Job Demands–Control–Support model, help explain this process.

The Job Demands–Resources (JD-R) model proposes that burnout develops when the demands of a job consistently exceed the resources available to meet them. Job demands are the physical, emotional, and cognitive pressures of work, such as excessive hours, emotional exposure to client trauma, and constant performance expectations. Job resources are the supports that help individuals manage those demands, like supervision, manageable caseloads, and a culture that encourages rest and reflection. Over time, this leads to the three hallmark symptoms of burnout: exhaustion, detachment, and reduced efficacy.

The Job Demands–Control–Support model adds an important layer showing us that autonomy and social support act as buffers against stress. ‘Control’ is our influence over workload, priorities, and methods of working. And ‘support is’ the presence of colleagues, supervisors, or mentors who provide psychological safety and understanding. Lawyers often operate with high demands, low control, and low perceived support, the most potent combination for burnout. Junior lawyers, for example, have little say over case allocation or deadlines, while senior lawyers face the isolating pressures of leadership and client expectations.

These frameworks demonstrate that burnout isn’t a personal weakness, but a predictable consequence of the legal profession's structure and resources. If you’re a legal professional reading this, you might recognise the feeling of “not coping”. But in fact, in burnout, this is you reacting normally to chronic over-demand and under-support.

Common Warning Signs

Burnout presents in lots of different ways. Here’s the science behind it:

Burnout occurs when the body’s stress system remains activated for an extended period. Continuous pressure keeps the brain releasing cortisol and adrenaline, activating the fight-or-flight response. Over time, this disrupts the HPA axis (the system controlling stress hormones), leading to exhaustion, anxiety, and difficulty concentrating. High cortisol levels overstimulate the amygdala (increasing emotional reactivity) and weaken the prefrontal cortex (reducing focus and decision-making). The immune system also becomes suppressed, leading to frequent illnesses and fatigue. This physiological strain is the reason why burnout feels so all-encompassing; it’s an enduring state of body-mind depletion.

These are the common signs and symptoms of burnout:

Why Lawyers Miss the Signs

It doesn't feel like burnout is switched on overnight. You come into work one day and suddenly everything feels dark and overwhelming. Instead, you might feel like “it’s been this way for as long as I can remember,” or “it used to be easier and now I can’t cope.” It’s easy to overlook the signs of burnout, attributing them to a need for improvement or better stress management. In reality, that’s not always the case. The legal industry culture normalises exhaustion and equates endurance with success, one of the biggest influences on occupational burnout.

• Professional identity and perfectionism: Lawyers often define their self-worth through performance. Admitting to burnout can feel like admitting failure.
• Client pressure: The sense of responsibility to clients can override personal wellbeing, leading lawyers to “push through” fatigue.
• Cultural reinforcement: From trainees to partners, the message is often implicit: stress is part of the job.

This makes burnout especially dangerous because it can creep up on us quietly and cause damage before we even realise it. At TCC, we frequently observe this pattern in therapy and supervision sessions. Many clients initially describe feeling “just tired” or “not myself”, only to discover that they’re experiencing full burnout.

The Scale and Consequences of Burnout in Law

Burnout is an undeniable issue in legal workplaces, and one that is well-documented.

• In a study of 535 lawyers, high levels of occupational stress and burnout were reported, especially among less experienced and criminal court lawyers.
• Survey of 500+ lawyers found women are more prone to burnout than men, due to additional emotional and physical burdens, with depersonalisation being a key component, and empathising with colleagues and team features being crucial for preventing emotional burnout.
• In a study of the relationship between burnout and drug use, lawyers with the highest burnout scores had 4.7 times higher odds of drug abuse than those with lower burnout scores.
• A study on burnout and empathy in lawyers found burnout linked to lower empathy, which can negatively affect client relationships and service quality.
• A review of human sustainability in professional firms proved that high burnout is associated with increased turnover intentions and reduced job satisfaction, threatening firm sustainability.

The Organisational Impact

Burnout has far-reaching organisational consequences that go beyond individual wellbeing.

For employers and firm leaders, the effects include reduced productivity, increased absenteeism, higher turnover, and diminished client satisfaction. When lawyers are exhausted or disengaged, error rates rise, relationships suffer, and the firm’s reputation and profitability are at risk.

There are also ethical implications. The Solicitors Regulation Authority (SRA) now recognises wellbeing as part of professional competence, meaning that failing to address burnout may expose firms to regulatory scrutiny. A culture that normalises overwork or neglects mental health can therefore undermine both ethical compliance and professional performance.

It’s easier to prevent burnout than to fix the damage done. We regularly partner with firms to deliver training and provide therapeutic supervision, helping organisations meet ethical obligations and creating environments where lawyers can thrive sustainably.

Protective Factors and Solutions to Burnout in Law

Despite how it feels in the thick of burnout, it is possible to build environments where legal professionals can work without sacrificing health and wellbeing. Shifting away from crisis management and towards proactive prevention and sustainable recovery should be the focus to build better habits and prevent relapse.

There are three key protective variables when it comes to combating burnout: autonomy, engagement, and culture. Professionals thrive when they have meaningful control over their work, supportive relationships with colleagues, and workplaces that value wellbeing alongside performance.

Recovery is most powerful and effective when individuals and their employers can work together to tackle the root causes of burnout. These strategies tend to differ somewhat.

Individual-Level Strategies

Lawyers can take practical steps to safeguard themselves against burnout whilst working by focusing on self-awareness, setting clear boundaries, and maintaining their physical and mental health around the issues causing burnout.

• Self-monitoring and early recognition. Regularly checking in on mood, motivation, and energy levels helps identify early warning signs before exhaustion escalates.
• Boundaries and communication. Defining working hours, setting expectations with clients and colleagues, and honouring the “right to switch off” are essential to sustainable practice.
• Physical and emotional care. Consistent exercise, balanced nutrition, and mindfulness-based approaches support nervous system regulation and resilience.
• Seeking help and reflection. Reaching out for therapy, supervision, or peer discussion is a sign of professional maturity, not weakness. Seeking out confidential therapy services can provide early intervention.

At TCC, individual therapy and coaching equip lawyers and others in the legal profession with tailored coping tools and boundary-setting techniques specifically designed for the demands of legal work. Regular therapeutic supervision also provides a confidential space to reflect on challenging cases and maintain emotional balance.

Organisational and Cultural Solutions

Preventing burnout in legal practices cuts it off at the source. Firms play a decisive role in shaping environments that protect their people from burnout. Sustainable practice requires systemic change as much as personal effort.

• Realistic workload management. Align caseloads and billable expectations with genuine capacity, and measure success beyond revenue generation.
• Autonomy and flexibility. Allow lawyers input into scheduling, case selection, and working patterns, reducing stress and increasing motivation.
• Supportive workplace culture. Normalise open conversations about wellbeing, encourage mentoring, and recognise effort as well as outcome.
• Integrated wellbeing structures. Embed wellbeing training, regular reflective supervision, and access to qualified mental health professionals within firm policy.

TCC partners with law firms to design and deliver these systemic supports through therapeutic supervision and tailored training programmes. Our evidence-based approach helps firms not only meet ethical obligations under the SRA’s competence and wellbeing standards but also strengthen engagement, retention, and overall organisational health.

Industry and Policy-Level Change

Burnout is a symptom of a wider issue in the legal profession, where competition and toxic work cultures claim the mental health of high-functioning, driven, and talented individuals. But making permanent change cannot rest solely on individuals or firms. Meaningful progress requires industry-wide and policy-level reforms that address the structural roots of chronic stress in the law.

Initiatives from the Law Society, LawCare, and the Mindful Business Charter are reshaping expectations around mental health and professional responsibility. These organisations promote sustainable working practices, reduce stigma, and encourage firms to embed wellbeing into their business models.

• The Law Society provides guidance and resources promoting wellbeing as part of professional competence, encouraging firms to embed mental health policies and supportive leadership practices.
• LawCare, a charity for the legal community, offers a confidential helpline, research, and campaigns to reduce stigma and normalise seeking help.
• The Mindful Business Charter, founded by Barclays and major law firms, sets shared principles for healthier working practices, including better communication, realistic workloads, and respect for boundaries.

Employers can take a proactive approach to implementing these models, demonstrating a positive workplace culture. True reform means moving past surface-level wellbeing campaigns towards structural change: manageable workloads, realistic billing targets, transparent progression paths, and psychologically safe cultures.

The widespread adoption of flexible and hybrid working since 2020 has demonstrated that productivity and wellbeing can coexist. Flexible models, when implemented thoughtfully, improve autonomy and reduce burnout risk without compromising service quality.

Generational and Cultural Shifts in Legal Work

It’s known that burnout affects junior professionals more than seasoned ones. However, it’s also important to note the shift in perception of work demands among Gen Z and Millennial professionals. Where earlier generations often accepted extreme hours as a rite of passage, younger lawyers are prioritising work-life balance, flexibility, and psychological health. Many are seeking portfolio careers, integrating legal work with other interests, projects, or part-time roles that align with personal values.

It’s a change that needs to be understood and respected. This shift is already prompting firms to reassess their recruitment, retention, and leadership strategies. Practices that once prized endurance now face growing pressure to demonstrate ethical working conditions, emotional intelligence, and genuine investment in staff welfare.

How Can We Improve?

We can fight burnout one step at a time, tackling existing cases through connection, support, and empathy, and responding with meaningful change. Awareness fuels prevention and a broader, more sustainable solution to an unhealthy work environment. We’re working on redefining success in law, making it ethical and human, rather than sacrificial, where professionals can make the positive change that inspired them on their career paths in the first place. Talk to us to find out how we can help you.