There is a widespread and growing acceptance in legal services organisations worldwide that dealing with stress and burnout is not just the responsibility of the individual lawyer. The mitigation and prevention of excessive stress in the legal workplace are now being recognised as critical management responsibilities. This expectation has serious measurable implications and consequences for managing partners, general counsel and other leaders.This practical guide summons lawyers, leaders and managers to greater alertness about stress-producing factors in the workplace and to more effective applications of practical responses and methods in the special conditions and circumstances of the practice of law in today’s often intense and highly competitive environment. It is written expressly for professional colleagues who want to work together in common cause to bring greater awareness to wellness needs and to minimise excessive stress or distress in the legal workplace, positively impacting workplace culture, professional relationships, firm reputation, talent retention and profitability.Written by a world-recognised counselling psychologist, who has worked exclusively with the people and organisations in the legal services industry for more than twenty-five years, it focuses on actions, not theories and philosophy, that any leader and legal services organisation can begin to use immediately to make sustainable investments in the well-being of its people.

There is a widespread and growing acceptance in legal services organisations worldwide that dealing with stress and burnout is not just the responsibility of the individual lawyer. The mitigation and prevention of excessive stress in the legal workplace are now being recognised as critical management responsibilities. This expectation has serious measurable implications and consequences for managing partners, general counsel and other leaders.This practical guide summons lawyers, leaders and managers to greater alertness about stress-producing factors in the workplace and to more effective applications of practical responses and methods in the special conditions and circumstances of the practice of law in today’s often intense and highly competitive environment. It is written expressly for professional colleagues who want to work together in common cause to bring greater awareness to wellness needs and to minimise excessive stress or distress in the legal workplace, positively impacting workplace culture, professional relationships, firm reputation, talent retention and profitability.Written by a world-recognised counselling psychologist, who has worked exclusively with the people and organisations in the legal services industry for more than twenty-five years, it focuses on actions, not theories and philosophy, that any leader and legal services organisation can begin to use immediately to make sustainable investments in the well-being of its people.

Change has long been a defining element of the legal services market and, over the past decade, the pace of change has accelerated more rapidly than perhaps ever before. The greatest business challenge, however, remains the same: to continue to be competitive and profitable. This Special Report presents practical strategies to help law firms protect and sustain their profitability as shifting client expectations, advanced technology and global influences challenge many of the old paradigms in law firm management. Authors Norman Clark and Lisa Walker Johnson demonstrate that although traditional factors influencing profitability remain valid, they must be managed in new ways to meet new financial realities. Insights include: • lessons learned from the global recession of 2009–2010 and the COVID-19 pandemic; • innovations in pricing, productivity and cost management; and • rightsizing the law firm for sustainable performance and profitability. This report highlights what sustainable profitability really means for the 2020s and beyond, and how any law firm can achieve it.

Change has long been a defining element of the legal services market and, over the past decade, the pace of change has accelerated more rapidly than perhaps ever before. The greatest business challenge, however, remains the same: to continue to be competitive and profitable. This Special Report presents practical strategies to help law firms protect and sustain their profitability as shifting client expectations, advanced technology and global influences challenge many of the old paradigms in law firm management. Authors Norman Clark and Lisa Walker Johnson demonstrate that although traditional factors influencing profitability remain valid, they must be managed in new ways to meet new financial realities. Insights include: lessons learned from the global recession of 2009 2010 and the COVID-19 pandemic; innovations in pricing, productivity and cost management; and rightsizing the law firm for sustainable performance and profitability. This report highlights what sustainable profitability really means for the 2020s and beyond, and how any law firm can achieve it.

There is a widespread and growing acceptance in legal services organisations worldwide that dealing with stress and burnout is not just the responsibility of the individual lawyer. The mitigation and prevention of excessive stress in the legal workplace are now being recognised as critical management responsibilities. This expectation has serious measurable implications and consequences for managing partners, general counsel and other leaders.This practical guide summons lawyers, leaders and managers to greater alertness about stress-producing factors in the workplace and to more effective applications of practical responses and methods in the special conditions and circumstances of the practice of law in today’s often intense and highly competitive environment. It is written expressly for professional colleagues who want to work together in common cause to bring greater awareness to wellness needs and to minimise excessive stress or distress in the legal workplace, positively impacting workplace culture, professional relationships, firm reputation, talent retention and profitability.Written by a world-recognised counselling psychologist, who has worked exclusively with the people and organisations in the legal services industry for more than twenty-five years, it focuses on actions, not theories and philosophy, that any leader and legal services organisation can begin to use immediately to make sustainable investments in the well-being of its people.

There is a widespread and growing acceptance in legal services organisations worldwide that dealing with stress and burnout is not just the responsibility of the individual lawyer. The mitigation and prevention of excessive stress in the legal workplace are now being recognised as critical management responsibilities. This expectation has serious measurable implications and consequences for managing partners, general counsel and other leaders.This practical guide summons lawyers, leaders and managers to greater alertness about stress-producing factors in the workplace and to more effective applications of practical responses and methods in the special conditions and circumstances of the practice of law in today’s often intense and highly competitive environment. It is written expressly for professional colleagues who want to work together in common cause to bring greater awareness to wellness needs and to minimise excessive stress or distress in the legal workplace, positively impacting workplace culture, professional relationships, firm reputation, talent retention and profitability.Written by a world-recognised counselling psychologist, who has worked exclusively with the people and organisations in the legal services industry for more than twenty-five years, it focuses on actions, not theories and philosophy, that any leader and legal services organisation can begin to use immediately to make sustainable investments in the well-being of its people.

Change has long been a defining element of the legal services market and, over the past decade, the pace of change has accelerated more rapidly than perhaps ever before. The greatest business challenge, however, remains the same: to continue to be competitive and profitable. This Special Report presents practical strategies to help law firms protect and sustain their profitability as shifting client expectations, advanced technology and global influences challenge many of the old paradigms in law firm management. Authors Norman Clark and Lisa Walker Johnson demonstrate that although traditional factors influencing profitability remain valid, they must be managed in new ways to meet new financial realities. Insights include: • lessons learned from the global recession of 2009–2010 and the COVID-19 pandemic; • innovations in pricing, productivity and cost management; and • rightsizing the law firm for sustainable performance and profitability. This report highlights what sustainable profitability really means for the 2020s and beyond, and how any law firm can achieve it.

Change has long been a defining element of the legal services market and, over the past decade, the pace of change has accelerated more rapidly than perhaps ever before. The greatest business challenge, however, remains the same: to continue to be competitive and profitable. This Special Report presents practical strategies to help law firms protect and sustain their profitability as shifting client expectations, advanced technology and global influences challenge many of the old paradigms in law firm management. Authors Norman Clark and Lisa Walker Johnson demonstrate that although traditional factors influencing profitability remain valid, they must be managed in new ways to meet new financial realities. Insights include: lessons learned from the global recession of 2009 2010 and the COVID-19 pandemic; innovations in pricing, productivity and cost management; and rightsizing the law firm for sustainable performance and profitability. This report highlights what sustainable profitability really means for the 2020s and beyond, and how any law firm can achieve it.