ANALYSIS: Seeking a Path to Well-Being? Design Better Workflows

If attorneys find themselves constantly checking in on matters, responding to emails, and struggling to fully unplug during their time away from work, they’re not alone. According to Bloomberg Law’s latest Workload and Hours Survey, an overwhelming 97% of lawyers report difficulty disconnecting when they’re supposed to be on vacation. The challenge is often compounded by the fact that many attorneys still operate in a reactive mode: juggling deadlines, manually checking case statuses, catering to client demands, and handling administrative tasks without a clear, organized system in place.

As I observed in my previous analysis, this type of ad-hoc legal workflow makes it difficult for attorneys to step away from their legal projects enough to fully recharge when they’re supposed to. But the fact is, challenges in workflow management cause problems that extend beyond just being unable to take quality time off.

According to the same survey, when attorneys were asked to identify their biggest challenges in managing legal work and collaborating on projects, “tracking tasks and deadlines” was their No. 1 answer. Close behind was “getting a clear picture of overall project statuses.”

These two top problems often converge, leading to confusion around priorities and contributing to an overall sense of disorganization.

The hidden reason behind this malaise is the lack of standardization in legal workflows. Many attorneys feel like they’re constantly reinventing the wheel, which results in unstructured and inefficient work.

Passing the Midstream Test

Establishing consistent processes—be they simple tools like checklists and shared calendars or more advanced solutions like workflow software—can be a crucial first step toward clarity. While adding some structure to legal projects may initially seem time-consuming, the long-term benefits are evident: Without it, everything feels urgent, increasing pressure and making it harder to truly disconnect.

Legal teams can look to other industries—such as engineering, consulting, or product management—where project managers ensure continuity even when team members step away. While legal departments may not always lend themselves to that structure, at least adopting a similar mindset could be extremely valuable. A simple way to test it is: If someone had to pick up a matter midstream, would they have what they need to do so effectively?

Another part of the challenge is that attorneys are rarely taught project management in law school. As a result, many are left to learn on the job. By recognizing this gap and proactively implementing structure and support, legal teams can shift from being reactive to strategic and set attorneys up for greater success in their day-to-day work, long-term careers, and overall well-being.

Ultimately, introducing structure around workflow that includes work intake, task delegation, and matter tracking is critical—not just for managing time off, but for improving overall work-life balance. Consistent habits like updating task systems, setting automated reminders, and briefing colleagues can ensure continuity and reduce the burden on any one person. With the right systems and people in place, teams can work more efficiently, avoid burnout, and maintain high-quality output, even in someone’s absence.

Bloomberg Law is hosting a webinar April 22: Improving Lawyers’ Work-Life Balance: The Why and How with Dashboard Legal by Bloomberg Law. To register, click here.

Bloomberg Law subscribers can find related content on our In Focus: Legal Professional Well-Being page, our Well-Being Programs & Organizational Health page, and our Surveys, Reports & Data Analysis page.

If you’re reading this article on the Bloomberg Terminal, please run BLAW OUT <GO> to access the hyperlinked content or click here to view the web version of this article.