‘It’s time to shift the narrative’: Managing the pressure of being a partner

As the legal landscape evolves, these responsibilities are only intensifying, leading to heightened risks of burnout, diminished wellbeing, and leadership fatigue.

Speaking with Lawyers Weekly, Elizabeth Carroll, managing partner at Simone Holding Redlich, and Judith Griffiths, director of the Australian Association of Psychologists, discussed the significant impact these pressures can have if left unaddressed and shared practical strategies for how partners can effectively navigate the challenges of their role.

The burnout dilemma

The pressures and expectations that partners face, coupled with the unspoken expectation that one must always be ready, can quickly result in chronic stress and, ultimately, burnout.

As Griffiths explained, “burnout isn’t just about feeling tired”, but is instead a state of “chronic stress” that can leave partners facing “emotional, physical, and mental exhaustion”.

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If left unaddressed, she warned, it has the potential to “unravel careers, damage personal and professional relationships, and compromise workplace performance”.

Griffiths acknowledged that the early signs of burnout are “often subtle”, manifesting as “difficulty concentrating, irritability, sleep issues, or feeling emotionally flat”. Yet, she cautioned, many partners simply lack “the time, space, or support to process these warning signs” – allowing stress to accumulate and escalate unchecked.

Identifying burnout as a “growing concern” within the profession, Carroll emphasised that cultivating “self-awareness” is essential to recognising and addressing the early indicators of stress before they translate to burnout.

While the topic of burnout is increasingly acknowledged across the legal industry, Griffiths argued that discussion alone is not enough. Awareness must translate into tangible, preventative action.

“We talk a lot about burnout in the legal profession. But talking isn’t enough. For all the awareness we’ve built, the real gap lies between knowing and doing; between acknowledging the problem and taking steps to prevent it. And when it comes to operating a law firm, the consequences of inaction can be profound,” she said.

To help mitigate these risks, Griffiths recommends that partners adopt practical, preventative strategies. These include “learning to spot the signs of burnout before they escalate, using mindfulness, short meditations or guided relaxation exercises to reduce stress, and time-blocking and boundary-setting to manage workload”.

While the impacts of burnout can be deeply personal, Carroll added that the repercussions extend beyond the individual and can also have serious consequences for “the broader profession.”

Griffiths said: “Law firms must start looking at burnout for what it truly is: a threat to their team and their business. The most successful firms of the future will be the ones that understand this and take action now.”

The role of wellness in long-term success

Carroll challenged the misconception that prioritising wellbeing might somehow “detract from performance”, stressing that “those playing the long game are alive to the connection between high achievement and mental wellbeing”.

Griffiths echoed this sentiment, urging a shift in the prevailing narrative that partners must choose between professional success and personal wellness.

“It’s time to shift the narrative. Partners don’t need to choose between being resilient and being respected. In fact, the most respected leaders in law today are the ones who actively prioritise mental health – in themselves, in their teams, and across the firm,” she said.

Reflecting on Martin Seligman’s article, “Why Lawyers Are Unhappy”, Carroll explained that one of the core issues behind this belief is the inherently “zero-sum” nature of legal work, where “one person’s win equates to another person’s loss”.

However, she argued that partners who shift their mindset towards “collaborative” approaches where “outcomes have mutual benefits” not only foster better mental health but also “increase satisfaction” for themselves and their clients.

Still, individual mindset shifts are only part of the solution. Griffiths stressed that sustaining partner wellbeing requires systemic change within firms.

“It’s not enough for us to expect individual employees to manage their own wellbeing as a means to avoid burnout. Individual resilience only works in systems that support it,” she said.

“Law firms can’t expect their partners to thrive if the workplace culture doesn’t make wellness possible. This isn’t just about free yoga sessions or a mental health day once a year. It’s about making mental health part of how the business runs, not just how it reacts when something goes wrong.”

To create a psychologically healthy workplace that truly supports partner wellbeing, Griffiths recommended a range of meaningful, firm-wide initiatives.

These include “embedding mental health into leadership KPIs, offering training in psychological safety and Mental Health First Aid, making the topic of firm-wide mental health a standing item at partner meetings, and normalising conversations around stress, setbacks, and burnout”.

The cost of neglecting wellbeing

While some may assume that overlooking partners’ mental health doesn’t carry real consequences, Griffiths warned that “the risks of ignoring wellbeing are real, and have the potential to hit every level of a firm”.

At an individual level, she explained how neglecting mental health can significantly compromise a partner’s overall wellbeing.

“The health impacts are equally serious. Chronic stress can lead to sleep disorders, hypertension, anxiety, depression and, eventually, long-term disengagement or leave from work. This drives up sick leave, increases insurance claims, and places additional strain on other partners and teams,” she said.

Professionally, Griffiths emphasised that when partners sacrifice their wellbeing in pursuit of success, performance inevitably suffers.

“Professionally, there’s also a greater risk of error. When partners are not mentally well, they’re more likely to make poor judgements or overlook critical details, increasing the potential for malpractice, regulatory complaints, or negligence claims,” she said.

“Culturally, burnout is contagious. It can lead to cynicism, internal conflict, low morale, and disengagement. Over time, firms that don’t address wellbeing risk high turnover, especially among junior lawyers who are watching closely to see whether partnership is something worth striving for. This is how burnout quickly spreads through organisations of all sizes, causing devastating consequences.”

Griffiths further highlighted the significant reputational risks of neglecting mental health, noting that firms that fail to act send a damaging message – both internally and externally.

“There’s also a reputational cost. When partners are visibly struggling – or exiting firms en masse for mental health reasons – the message it sends to clients, peers and potential recruits can be damaging. Add to that the risk of losing experienced leaders earlier than expected, and you’re looking at serious succession planning gaps and instability,” she said.

What needs to be done?

So, what needs to change to shift the constant drive that puts partners at risk of compromising their wellbeing and mental health?

Carroll suggested that a key starting point is for partners to prioritise time for “activities [that] promote mindfulness, noting that she has observed meaningful benefits among those who make space in their schedule to engage in “meditation and yoga” and who prioritise physical activity.

However, it’s not enough for law firms to simply acknowledge the risks of burnout. To make a real impact, they must take proactive steps to embed wellness into the workplace’s structure and culture, transforming it from a reactive discussion into an ongoing commitment.

Griffiths emphasised that wellbeing initiatives must be integrated into the firm’s everyday operations and championed from the top down to be truly effective and widely adopted.

“When senior leaders model mentally healthy behaviours – like taking leave, being transparent about their own wellbeing, or encouraging others to seek support – it makes psychological safety visible and encourages others to do the same,” she said.

Carroll added that law firms now have an “exciting opportunity” to demonstrate to their partners that they genuinely care and are committed to making a difference.

“Demonstrating a proactive approach in this area with tailored initiatives, meeting our employees where they are and based on genuine consultation, not only boosts morale and engagement, but supports teams to flourish both personally and professionally,” she said.

She also advised law firms to implement flexible work practices for partners, which provide a greater “level of control in how they manage workloads and tasks” and establish “committees focused on mental health and wellbeing” so they can have their input heard on “an ongoing basis”.

“Partnership, by its inherent nature, should not be a solitary endeavour. A collaborative approach, where partners actively support each other, fosters resilience. Open discussions about workload distribution and mental wellbeing can help to ease burdens,” she said.

“Given the tragic recent events internationally, it is incumbent on partners to look out for each other and their wellbeing. Creating a culture of teamwork and encouragement can help ensure partners do not merely survive in their role, but thrive and enjoy the journey.”