Stop chasing lawyers. Grow them.

For decades, the legal profession has been defined by long hours, relentless pressure, and an unspoken belief that success requires personal sacrifice. Lawyers were expected to prove commitment through presenteeism, endurance, and constant availability. While that model was once accepted as the price of entry, it is now rapidly losing relevance.

Today’s lawyers expect flexibility, autonomy, and a genuine work–life balance. They want to be trusted to deliver outcomes rather than monitored by time spent in the office. Being able to do the school run, manage health needs, or work flexibly is becoming a baseline expectation. Law practices that fail to recognise this shift are not only struggling to retain people, but are increasingly unable to attract them.

Law’s cultural challenge: tradition versus reality —

Unlike many modern start-ups or tech-led businesses, law practices face a particular challenge. The profession is deeply rooted in tradition, long-established working habits, and client expectations that prioritise visibility and responsiveness. Cultural change in law therefore requires a greater overhaul than in younger, more agile sectors.

Research continues to show that many large legal employers still expect employees to work in the office five days a week, reinforcing a work-hard, burnout-prone culture deeply embedded in how success is measured. While this may feel familiar, it is increasingly out of step with workforce expectations. For Gen Z in particular, the message is not commitment or professionalism, but inflexibility and mistrust.

The generational shift reshaping the profession —

Cross-generational research conducted by Goughs, spanning Gen X, Millennials, and Gen Z, highlights how significant this shift has become. While Gen X has often been motivated by stability and proving expertise, and Millennials by development and progression, Gen Z places greater value on belonging, purpose, recognition, and growth. Crucially, they are less willing to accept high-pressure environments that compromise wellbeing. These are not radical demands. They are signals of a workforce seeking sustainability, meaning, and humanity at work.

This changing landscape has helped give rise to what Goughs describes as the “360 lawyer” model. Rather than being confined to narrow technical tasks, 360 lawyers take ownership of the full client journey. They are accountable not only for legal advice, but also for relationships, communication, and outcomes. That approach aligns with the expectations of both modern clients and modern lawyers, and it requires an internal culture that values people as whole individuals rather than simply as fee earners.

Recruitment is now a litmus test for culture —

Recruitment has changed accordingly. Candidates no longer assess roles in isolation; they assess environments. Culture, leadership behaviour, flexibility, and wellbeing support are now decisive factors in whether someone accepts or stays in a role.

In law, this exposes a widening gap between large organisations maintaining rigid structures and more progressive employers willing to rethink how work is done. Prestige, salary, or long-term promises are no longer enough on their own. People want evidence, not assurances. That applies beyond the legal sector. If employer branding does not align with lived experience, it is challenged quickly. Businesses that struggle to recruit often do not have a talent problem so much as a culture problem.

Wellbeing as a structural priority —

Stress, burnout, anxiety, perfectionism, and imposter syndrome are common in high-performing professions. Long hours, heavy workloads, and constant pressure create environments where people struggle silently until performance or health is affected.

Progressive organisations treat wellbeing as infrastructure rather than an initiative. That means having trained support in place, normalising open conversations, and responding practically when concerns are raised. Adjustments might include changes to working hours, environments, support structures, or access to specialist guidance. These interventions are not about lowering standards. They are about enabling sustainable performance.

Inclusion through individualisation —

Neurodiversity and health-related challenges are increasingly recognised as part of the modern workplace. When acknowledged and supported, they become strengths rather than obstacles. Simple adjustments such as quiet spaces, flexible schedules, tailored communication, or supportive technology can transform performance and engagement.

At Goughs, neurodiversity is recognised as a positive asset that brings creativity and new perspectives. The key is treating everyone as an individual so they can thrive. One lawyer, following an ADHD diagnosis, was supported with a quiet workspace, flexible hours, and noise-cancelling headphones. Those adjustments helped her work more productively and feel valued for who she is.

Universal lessons for any business —

• Stop recruiting for endurance and start recruiting for potential.
• Measure outcomes, not hours or visibility.
• Accept that five days in the office is no longer a default expectation.
• Embed wellbeing into everyday practice, not policy documents.
• Align employer brand with lived culture.
• Create ownership-led roles that offer purpose and growth.

The future belongs to growers, not chasers —

Chasing talent through higher salaries, inflated titles, or prestige is a short-term fix. Growing people through trust, flexibility, and genuine support builds long-term capability.

The future of work in the legal profession, and beyond it, belongs to employers that understand performance and wellbeing are not in conflict. When people are trusted, supported, and allowed to be human, they do not just stay. They thrive.

This piece first appeared in the Q1 2026 edition of Business Quarter magazine. Click here to read.

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