Raquel Gomes is the founder and CEO of Stafi.
The legal profession has long been synonymous with high-pressure environments and demanding workloads. Historically, resilience in this field has been measured by one’s ability to endure stress without visible strain. I used to buy into that idea wholeheartedly. As a clinical psychologist-turned-entrepreneur who works closely with law firms, I thought success meant constant hustle, late nights and no room for emotions. I lived by society’s definition of success—until my health and my family forced me to question everything.
Recent studies reveal alarming statistics: A 2022 survey conducted by the American Bar Association indicated that 81% of attorneys who reported a decline in their wellbeing were experiencing anxiety and 43% were dealing with depression. Overall, the lawyers surveyed reported feeling burnt out more than half the time. These numbers mirror what I see in conversations with legal professionals—and in the reflection of who I used to be. They also underscore the urgent need to redefine leadership within the legal sector. To ensure sustainable success, I believe future legal leaders must prioritize mental health, not only for their wellbeing but also to cultivate healthier, more effective teams.
Why We Have To Stop Masking Burnout
The prevalence of mental health issues among legal professionals is both significant and concerning. Beyond the statistics, the emotional toll is often hidden. For years, I ignored the signs in myself—irritability, exhaustion, lack of joy—because I believed that pushing through was the price of ambition. I now understand that what we label as “drive” can sometimes be a mask for burnout.
Several factors contribute to this crisis:
• Cultural norms. In my experience, the legal industry often valorizes long hours and self-sacrifice, discouraging displays of vulnerability.
• Stigma. Admitting to mental health struggles can be perceived as weakness, deterring individuals from seeking help.
• High stakes. The pressure to deliver favorable outcomes for clients can lead to chronic stress and anxiety.
The consequences of neglecting mental health are far-reaching. Law firms can face increased turnover rates, diminished productivity and reputational damage. On a personal level, attorneys may suffer from strained relationships, substance abuse and even suicidal ideation. It was only after experiencing my own version of a wake-up call that I started therapy and began redefining what success meant to me—not just professionally, but as a human being.
Redefining Strength In Leadership
Traditional notions of strength in legal leadership emphasize stoicism and an unyielding demeanor. I used to admire those who “had it all together.” Now, I admire those who are honest and empathetic.
Contemporary leadership calls for emotional intelligence, self-awareness and the courage to rest. These qualities don’t just make people nicer to work with—they drive results. I’ve seen it firsthand: When I gave myself permission to be vulnerable, ask for help and set boundaries, my team responded with greater creativity, commitment and trust.
Leaders who prioritize mental health aren’t soft—they’re strategic. This shift is reflected in movements like the American Bar Association’s Well-Being Pledge Campaign, encouraging employers to lead with empathy and create safe, supportive environments. The more we humanize leadership, the more we unlock our teams’ potential.
Mental Health As A Performance Strategy
Mental health is not a side topic—it’s a performance strategy. Attorneys who are mentally well are more likely to think more clearly, make better decisions and engage more meaningfully with clients and colleagues. It took me years to accept that stepping away for therapy or a midday walk wasn’t indulgent—it was intelligent.
Conversely, ignoring mental health can lead to cognitive fatigue, poor judgment and eventual disengagement. A study by the National Association for Law Placement revealed that overcommitted lawyers are significantly more likely to contemplate leaving the profession. I’ve spoken with many professionals who, like I once did, wonder if their only option is to burn out or walk away. But there’s another path, one where self-care fuels performance. Since reorienting my priorities around wellbeing, not only have I found more joy, but my business is thriving. I know that’s not a coincidence.
The Role Of Culture And Systems
No individual can change the landscape alone. Systemic support matters. It wasn’t until I built a company culture that normalizes therapy, rest and open conversation that I saw real transformation—in both people and results.
Creating an environment where mental health is openly discussed and supported is essential. From flexible work policies to access to counseling and regular team check-ins, these aren’t perks—they’re necessities. When we model these values as leaders, we give others permission to do the same.
The ABA’s Well-Being Pledge is a good start, but true change requires consistency and a human-centered mindset. Mental health should be baked into the way we build teams, run meetings and celebrate wins.
The Future Of Legal Leadership
We’re at a turning point. Future legal leaders will not be defined by how much pressure they can withstand, but by how well they care—for themselves and their people. After my healing journey, I know this for sure: The most effective leaders are those who lead from a place of wholeness.
Emerging generations of lawyers seek workplaces rooted in balance and authenticity. And clients are taking notice too—prioritizing firms that treat their teams with dignity and operate with integrity. In other words, if we want to retain top talent and build sustainable practices, mental health can’t be optional. It must be part of the DNA of our leadership. It’s time to define success on our own terms—and that starts by choosing well-being.
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