Consider Adding These Skills to Engage Workers Who’ve Checked Out

Businesses and law firms alike are making substantial investments in mental health and well-being initiatives for their team members but are seeing few results. Yet, mental health issues and burnout persist in law firms.

Why is this continuing to happen?

Law firm leaders often address the wrong issues, failing to pinpoint and prioritize the root cause. Deteriorating mental health, burnout, and job dissatisfaction are merely symptoms of a larger problem—disengagement.

Engagement can be defined as a team member’s involvement, commitment, and enthusiasm for work and the workplace. The key difference between engagement and well-being is that engagement directly impacts the bottom line.

Gallup has noted that high levels of engagement can lead a firm to outperform competitors by 202% and achieve 23% higher profitability, and the Harvard Business Review reported that it may lead to 45% greater productivity.

Despite understanding the concept of engagement and its impact, many firms struggle to implement strategies that actually improve engagement.

On the other side of the spectrum, disengagement results from poor people management and counterproductive policies and procedures. Most law firm partners were never taught how to manage people beyond the basics of delegation and feedback skills, and we all know these things weren’t taught in law school.

Many partners rely on instinct, which can lead to missteps that negatively impact engagement. These may include perpetuating “always-on” pressure, failing to appreciate employees often enough, and failing to show why their work matters—to name just a few.

The good news is this leadership style can be taught, and your firm’s engagement challenges can be addressed.

Hierarchy of Engagement

I’ve identified a model that ranks seven essential elements for a harmonious and productive work environment that promotes employee engagement.

Align Pay, Performance, and Perks
A firm’s policies and systems regarding compensation, performance management, and benefits should be designed to encourage engagement rather than disengagement.

The firms that see the most success in this area are transparent about compensation, promotion policies, and performance expectations. They also provide regular, constructive feedback—both critical and positive. When pay, performance, and perks align, attorneys will feel valued and inspired.

Combating Work-Life Stress
Achievable workloads and manageable stress levels empower attorneys and business professionals to better balance work with rest, thereby maintaining their well-being effectively.

The most successful firms prioritize impact over input, understanding that the key to success lies not in the hours spent, but in achieving the desired outcomes for their firm’s clients. These firms prevent attorney exhaustion by balancing responsibilities, pushing back on unreasonable deadlines, and teaching proper time and stress management skills.

Leverage Strengths, Unleash Potential
Attorneys and professionals who engage in work that consistently leverages their unique strengths, experience opportunities for growth, challenge, and continuous stimulation.

Firms that excel in this find out what inspires attorneys, encouraging them to contribute to the firm’s success through diverse and challenging assignments that leverage their strengths, interests, and passions. They also provide training and other learning opportunities for continuous development.

Cultivating Autonomy
Attorneys thrive when they’re allowed input or influence over their work and work environment, including decision-making, selection of interesting work assignments, and work schedule. Effective leaders seek their team members’ input and expertise when making decisions, and engage in a two-way conversation when assigning tasks, which promotes a sense of ownership and responsibility while accommodating individual needs and preferences.

Nurture Appreciation and Psychological Safety
Acknowledgement, appreciation, and empowerment are key to enabling attorneys and professionals to express their authentic selves in the workplace.

Good leaders seek multiple perspectives to understand what is fair and equitable for all, and create an atmosphere where everyone is encouraged to speak up and take risks without fear or judgment.

Create Connection
Attorneys and business professionals experience a sense of connection to their firms when they can cultivate healthy relationships with colleagues and engage in productive, meaningful one-on-one interactions with their managers.

Leaders should conduct regular one-on-one check-ins with direct reports, remain attuned to their individual needs and concerns, offer tailored support and guidance, and encourage friendships between team members.

Finding Purpose
Attorneys and business professionals who experience a sense of purpose and fulfillment in their roles are able to affirmatively answer the question, “How does my work make a difference?” Effective leaders inspire their teams and help them answer that question by regularly demonstrating how their team members’ efforts make a tangible difference—for the firm, its clients, and the community at large.

The interconnectedness between basic day-to-day issues and the levels within this hierarchy of engagement is striking. Whether it’s an employee offering the bare minimum, an attorney feeling underappreciated, or an associate seeking meaning in their work, leaders can address these issues by considering specific elements in the model.

Recognizing this correlation presents a transformative opportunity. By prioritizing the nurturing of these seven vital elements, law firms can address the root cause of disengagement and pave the way for a workforce that is resilient, inspired, engaged, and consistently excelling.

In this environment, firms can truly harness their collective potential and flourish in the face of challenges, setting a new standard for success.

This article does not necessarily reflect the opinion of Bloomberg Industry Group, Inc., the publisher of Bloomberg Law and Bloomberg Tax, or its owners.

Author Information

Tracy LaLonde trains law firm leaders to better engage their workforce, and has over 30 years of experience in training, consulting, and professional development.

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