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Permission To Be Human: Mental Health, Leadership and the Legal Workplace By Clare Good
Action/s For Myself
Actions I take for myself to boost my mental health.
If I had written this article even two years ago, I would have struggled to say anything that felt genuinely honest. That version of me was very much in denial. I told myself I had to work that hard, that it was just “how things were”, and that it was all fine because I occasionally managed to squeeze in a bike ride or go for a run before work. That, apparently, was balance.
Looking back now, it clearly wasn’t.
I remember listening to a LawCare podcast on burnout one evening. It walked through the different stages of burnout and, more importantly, the non-negotiables you must protect if you want to avoid it. Something about hearing those ideas framed so plainly completely shifted my mindset. Until then, I had genuinely believed you couldn’t have it all, that you either focused on work or you focused on yourself, and that trying to do both was unrealistic. And I genuinely love what I do, so work always won.
The problem with that logic, of course, is that it’s not sustainable.
I’m glad to say I have a much healthier approach now. This job will always be demanding, and there will inevitably be periods when work spills beyond the nine to five. But that doesn’t mean those periods have to be the norm, and it certainly doesn’t mean your mental or physical health should be collateral damage.
For me, a big part of the shift has been focusing on the basics; food, sleep and movement. They’re not groundbreaking concepts, but they are surprisingly easy to neglect in a busy legal environment. One small change that’s had a big impact is spending an hour on a Sunday, preparing food for the week ahead. It sounds mundane, but it means that “future busy me” is properly fed rather than surviving on caffeine and whatever is quickest to grab between emails and meetings.
Movement is the most important thing for me. I’ve just completed the London Marathon for the second time (and I will absolutely continue to find ways to mention this), but exercise doesn’t have to be intense or all-consuming to be valuable. I make a point of attending yoga or Pilates once a week as a reset, a way to slow everything down.
I also have a very overactive brain. At any given moment, there are probably a thousand thought processes competing for attention. Running, for me, is the only time my head truly quietens. It is the one space where emails stop dictating my thoughts, the mental to-do list fades into the background, and all I need to focus on is getting one foot in front of the other. Some of my best letters have been drafted straight after a run!
Where possible, I also try to build movement into my working day. Walking meetings, particularly in nicer weather, are something I’ve really come to value. You often get far more out of a one-to-one when you’re side by side, outdoors, rather than sitting across a desk in a meeting room with a laptop between you. Conversations feel more open, less performative, and oddly more productive.
None of this has made me less committed to my job. If anything, it’s made me better at it. The difference now is that I no longer see wellbeing as something to squeeze in “if there’s time”. It’s part of how I stay effective, present and able to enjoy a career I genuinely care about, without burning out along the way.
Action/s for Someone Else/Others
Actions I take to help build mentally healthy environments for my friends, family and colleagues
There is no shying away from it; the legal profession is demanding, high-pressure and relentlessly deadline-driven. Long hours, high stakes and the expectation of precision can create an environment where stress is normalised and vulnerability is hidden. Against that backdrop, one of the most important actions we can take for others is to help create spaces where people feel safe to speak honestly about how they are coping.
For colleagues, friends and family, this begins with small, everyday behaviours. Checking in meaningfully rather than perfunctorily, asking “How are you really?” and being prepared to sit with an uncomfortable answer can make a significant difference. Listening without jumping to solutions, judgement or minimisation allows people to feel heard rather than managed. In a profession built on analysis and problem-solving, learning when not to fix is a skill in itself.
Another vital action is normalising challenge and imperfection. People are more likely to speak up about stress, mental ill-health or mistakes when they know they will not be penalised for doing so. Creating that environment among colleagues means responding with empathy when someone admits difficulty, rather than defensiveness or frustration.
I have been fortunate to build genuine friendships at work, and those relationships have been invaluable in a pressurised environment, especially when I have had challenges outside of work. Trust and humour go a long way when workloads are heavy or personal circumstances intrude. Those connections do not replace professionalism; they strengthen it. When people feel supported, they are more resilient, more engaged and ultimately more effective.
Importantly, supporting others also requires consistency. It is easy to express concern during Mental Health Awareness Week; it is harder, but far more impactful, to (properly) check in with someone on an ordinary Tuesday when deadlines are looming. Calling out unhelpful behaviours, being mindful of tone, and showing flexibility when possible, all contribute to a culture where mental health is taken seriously rather than treated as a slogan.
Ultimately, helping others build mentally healthy environments is not about grand gestures. It is about daily conduct, demonstrating respect, openness and patience, and reinforcing the message that people are valued not just for their output, but for who they are.
Action/s For All
What actions can be taken by those in power to help build mentally healthy communities, workplaces and schools in the UK?
While individual actions matter, meaningful and lasting change requires leadership. Those in positions of power play the biggest role in shaping whether openness around mental health is genuinely encouraged or quietly discouraged.
One of the most powerful actions leaders can take is to lead by example. When senior figures speak openly about stress, mental ill-health or periods of struggle, it sends a clear signal that these experiences are not career-limiting or seen as a weakness. Silence at the top often communicates that resilience means coping alone. Candour, by contrast, gives others permission to be human.
This is an approach I have sought to adopt throughout my career, from my first role as a paralegal to my current position as a partner. I have spoken openly about my past experience with an eating disorder, as well as the challenges of continuing to work while my father was unwell with cancer and subsequently passed away. Time and again, I have seen that openness create trust; when a safe space is offered, people are far more willing to share their own experiences.
In the legal environment, where fear of reputational damage can be acute, leaders must actively dismantle the stigma associated with admitting difficulty or mistakes. This includes separating learning from blame and ensuring that conversations about wellbeing are not undermined by unrealistic workloads or inconsistent expectations. Psychological safety is not created by policies alone; it is reinforced by how leaders respond when something goes wrong.
Beyond the workplace, similar principles apply in schools and communities. Young people benefit when those in authority model emotional literacy, encourage dialogue and recognise that wellbeing underpins achievement. Teaching coping strategies, self-reflection and help-seeking behaviour early reduces the likelihood of crisis later.
Finally, accountability matters. Leaders must be prepared to listen, to adapt, and to accept feedback even when it is uncomfortable. Building mentally healthy environments is not a one-off initiative; it is an ongoing responsibility.
If we want cultures where people feel able to say, “I’m struggling” or “I made a mistake”, those with influence must go first. Openness flows downward. When it starts at the top, it becomes embedded everywhere else.
Clare Good
Partner
Knights plc
https://www.linkedin.com/in/clare-good-3b7210142/