In this environment of high attrition and “quiet quitting,” law firms are taking a hard look at how their cultures and reward systems support or detract from attorney well-being. “So many organizations – law firms included – have had these pandemic epiphanies as they see their people assessing their personal and professional priorities,” says Nita Cumello, Global Client Director and Director of Well-Being for Global Large Law at Thomson Reuters. Cumello works with law firms to understand and develop data-driven approaches to shift their cultures toward greater well-being.

Well-being in the workplace

According to the International Bar Association (IBA), more than a third of attorneys report that their work has a negative or extremely negative impact on their well-being. So, while the stresses of pandemic life and social upheaval have certainly played a part in legal professionals’ levels of burnout, work is still a heavy contributor.

The past few years have certainly tested everyone’s ability to cope and revealed gaps in abilities to contribute and grow. That increases attrition, but it also affects performance. “When people are burned out, they’re not optimizing their ability to zealously represent their clients,” Cumello says. “Clients want to work with attorneys who are at their best. Worn-out attorneys can’t consistently deliver their best work.”

Cumello says that firms are starting to shift their thinking about supporting attorney well-being to improve retention and...

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