Alarm bells


Stress, depression, alcoholism, and bullying are all in day's work for solicitors, according to alarming recent statistics from LawCare, the health support and advice service for lawyers across the UK. The figures show that the number of lawyers seeking help for workplace crises soared by 26% in 2005 (see 2006 Gazette, 30 March, 1).


The rising trend in solicitors calling for help should ring alarm bells among practice managers. It is easy to assume that the figures relate to problems in other practices than your own, but, in light of these figures, the prudent practice manager should review personnel procedures to ensure that any personal problems among staff are spotted and dealt with early.

This is not simply for the altruistic motive of ensuring that all members of the team are happy in their work, but for hard-headed commercial reasons. A drunk or stressed partner or bullied associate could easily make a serious mistake that could cost the practice dearly in lost reputation or accusations of negligence.


The starting point is a practice's staff appraisal system. Ensure that all partners and employees of the practice are appraised on a regular basis and that the appraising manager is trained not only to report on business skills and personal development, but also to be alert to warning signs of stress or other serious personal problems.


Create a culture where employees can discuss issues that are concerning them with a colleague who will not be viewed as intimidating. The highest number of calls to LawCare in 2005 were from female assistant solicitors, many of whom were suffering from depression or stress-related difficulties. It is inconceivable that a young female associate would feel comfortable discussing such personal issues with a senior partner - or realistically any male partner - so consider creating a system where different responsible members of the team are nominated as counsellors with whom staff can confidentially discuss any problems.

These counsellors could also be approached on a confidential basis by partners or staff worried about the behaviour of colleagues. This is not intended to create a 'big brother' culture, but to provide a safe environment where colleagues' problems can be identified and dealt with before they become serious.


Working in the law is a highly demanding career that places considerable pressure on individuals. Many thrive in this exciting, competitive environment, but others find the demands more than they can cope with. The smart practice manager will have established procedures to ensure that a member of staff's personal crisis is dealt with before it becomes a damaging claim for negligence.


This column was prepared by AFP Consulting, a division of Alexander Forbes Risk Services UK