The legal profession faces a stark paradox: attorneys can deeply love their work while the job itself breeds burnout. After 27 years in law, Kristin Kreuder has witnessed this pattern across both BigLaw and in-house roles, where midnight office hours and endless demands have become normalized.
Research from the International Bar Association, American Bar Association, and Yale Law presents troubling findings: unreasonable demands and lack of control over personal life are driving attorneys toward poor physical and mental health, substance abuse, and career abandonment. The business impact is equally concerning, with significant costs tied to attorney turnover, lost institutional knowledge, and disrupted client service.
“Although recent strides in mental health awareness have made it easier for attorneys to seek help, much has remained the same,” notes Kreuder. Traditional law firms still cling to demanding billable hour requirements, while in-house roles, often seen as an escape route, present their own challenges with “the pressure to ‘do it all’ in the name of cost savings.”
However, innovative solutions are emerging. Firms like OGC are reimagining the legal business model by eliminating billable hour requirements and prioritizing attorney autonomy. This approach benefits both lawyers and clients – attorneys maintain work-life balance while clients gain access to refreshed, focused legal talent during high-demand periods.
The path forward requires fundamental change “from the top and the culture has to be wholly amended,” argues Kreuder. With the Association of Corporate Counsel now offering a “Well-Being Toolkit for In-House Lawyers,” the industry shows signs of evolution. The question remains: how quickly will the profession embrace models that recognize attorney wellness as essential to excellence rather than an impediment to it?
