Languishing in the legal profession – the hidden middle of mental health

I can’t think of a single conversation with a lawyer where the topic of mental health/wellbeing hasn’t come up. From the outside, the boxes are all ticked – multi-million pound deals, happy clients, deliverables on track. But somewhere along the conversation, I hear a familiar line, ‘I know I’m on the path towards crashing and burning, but I don’t have any choice’.

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There’s an inherent awareness of their state of being, paired with a sense of powerlessness. They’re not sinking – they’re still functioning – but they’re not swimming with gusto either. Despite external success, internally they find themselves floating in the grey, a state of ‘ennui’ – competent and capable, but disconnected and disengaged.

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This is known as languishing. While mental health awareness has increased significantly, with most firms now offering EAPs, mental health first aiders, and wellness programmes, these initiatives are often designed for crises. Languishing lives is the neglected middle. Coined by sociologist Corey Keyes, it describes a state where you might be functioning adequately but lacking vitality or fulfillment. There’s a sense of stagnation. No diagnosis, but no positive wellbeing either.

Languishing doesn’t make a dramatic appearance. It subtly manifests over time and these signs are often dismissed as ‘a tough period’ or ‘just busy’:

• Low motivation or interest in engaging in activities that you previously enjoyed.
• Withdrawing from social interactions.
• Emotional numbness, apathy or disinterest.
• Difficulty with focussing on tasks and finding them overwhelming.
• Low energy or restlessness.

According to 2024 findings by wellbeing platform, Unmind, medium to large law firms in the UK lose between £34 million to £65 million each year due to poor lawyer wellbeing. Interestingly, statistics within the study showed that a major part of mental health-related loss was due to presenteeism – where lawyers were physically present but not productive or fully engaged. This is languishing in action – something that can’t be measured through sick days or EAP uptake.

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It’s not surprising that law firms often provide the perfect conditions for languishing. Output is rewarded over wellbeing, with success measured in billable hours, utilisation rates and sales pipelines rather than meaning and fulfilment. Operating in international markets in a digital era where boundaries blur, lawyers are never quite off, yet never quite on either. Where technical expertise is the primary measure of worth, many become confined by their expertise, unsure of their value beyond a legal brief.

Most wellbeing initiatives are designed through the lens of ‘How do we fix what is broken?’ However, research shows that programs like EAPs, counselling and stress management training (whilst important) often miss the mark for lawyers who aren’t in crisis, but not thriving either.

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This is where the PERMA framework developed by psychologist Martin Seligman can help. The components are Positive Emotions, Engagement, Relationships, Meaning and Achievement. It provides a structured approach to measuring and developing wellbeing across professional contexts. It’s not about therapy but about building the conditions for flourishing in work, relationships and purpose.

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Leaders and HR teams are well-positioned to influence this shift. Here are some questions to ask from a coaching lens:

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Positive emotions

Create space for appreciation. Offer specific praise that acknowledges effort, collaboration and growth and doesn’t just reward output.

• How often do your lawyers feel genuinely appreciated?
• Are daily contributions being acknowledged in meaningful ways?

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Engagement

Engagement grows when people feel seen, heard and valued beyond their work.

• Is work being assigned solely on availability and technical fit? Or are we also considering what energises and engages our people?
• Whose strengths, interests, or potential are being overlooked? And who might be quietly overextended by always being the go-to?

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Relationships

We are socially-wired to connect. Forums, mentoring circles and impactful storytelling create spaces for relational conversations.

• Do our lawyers feel safe and seen in everyday moments or only when the pressure is on?
• What systems or rituals do we have in place to build trust and connection proactively?

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Meaning

Communicating the ‘why’ behind work helps connect with people on an emotional level and enables action.

• Do our lawyers fully understand the impact of their work, beyond billable hours and the bottom line?
• How can we help them connect with the deeper impact of their role?

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Achievement

Achievement isn’t a one-size-fits-all. Help define and track what matters to them.

• Are lawyers being recognised for the learning, growth and resilience that it takes to fully show up? Or are we only spotlighting shiny wins?

The irony is that, within difficult conditions, lawyers develop a great deal of discipline, rigour, resilience and endurance. These are the very strengths and qualities that make them outstanding professionals. But are they aimed at the right things? When these strengths are overused and solely directed at surviving, they become experts at pushing through and enduring, rather than thriving.

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The shift from languishing to flourishing isn’t about grand gestures. It’s about being intentional in the everyday rhythms and routines of legal work. When you move beyond risk/crisis management, you don’t just protect your people, you unlock their full potential.

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So perhaps it’s time to pause and ask: ‘Are we creating environments that allow our people to flourish?’

Shehara Wanigasekera is a coach with The Tall Wall and a former lawyer.

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If you would like to find out more about the work we do at The Tall Wall, get in touch at hello@thetallwall.com or find out more at www.thetallwall.com.