INSIDE legal

wellbeing: New York

Healthier work. Stronger performance. Sustainable careers.

The senior working forum for leaders redesigning workload, management, culture and organisational systems so legal professionals can perform without being consumed by the work.

Super Early Bird: Confirm your place by 12.01.26 and save $400 use code LTOS27

FIVE Core THEMES

Five core focus areas moving legal wellbeing from individual resilience to organizational design, leadership accountability, and sustainable high performance.

• Who owns the decision when there is more work than a team can reasonably deliver?
  
• How should firms balance staffing, billable expectations, client demands and competing deadlines?
  
• How should firms and clients negotiate availability when capacity is stretched?
  
• What should happen after an exceptional peak to allow teams to recover?

• What does good management look like in a high-pressure legal environment?
  
• What happens when someone raises a concern—and does the answer depend on who it concerns?
  
• How should firms respond when a commercially important person causes harm?
  
• Do managers have the time, training and authority they need to manage people well?

• Who is being missed by the way work, support and progression are currently designed?
  
• How should firms account for caregiving, disability, neurodivergence and different career stages?
  
• Can people use flexibility, leave and support without losing access to opportunity?
  
• How should firms respond to the particular emotional and psychological demands of different practice areas?

• Can people get the help they need without being left to carry the same workload around it?
  
• What stops people from accessing mental health or substance-use support when they need it?
  
• How should confidentiality, time for appointments and practical access to care be handled?
  
• What should workload, supervision and development look like when someone returns after treatment or leave?

• Is technology improving the experience of legal work—or only increasing its pace?
  
• What should happen to the time AI saves?
  
• How should AI change supervision, junior development and review responsibilities?
  
• Who should decide how technology reshapes workload, expectations and professional judgment?

• What evidence would show that working conditions and access to support are actually improving?
  
• Which measures matter beyond participation rates and employee satisfaction?
  
• How can firms use wellbeing data without compromising privacy or overstating what the data proves?
  
• Who is responsible for deciding what to continue, what to change and what to stop?

Move beyond awareness. Show what changed.

We are curating a multidisciplinary faculty of law-firm and in-house leaders, people and talent professionals, wellbeing directors, risk leaders, researchers, clinicians and practitioners.

We welcome contributions that can share:

• A measurable change in workload or work design
• A manager-development or leadership-accountability model
• A psychological-safety or speaking-up intervention
• A framework for psychosocial risk or vicarious trauma
• A rigorous evaluation of a wellbeing initiative
• A case study that did not work—and what was learned

Button: Propose a Contribution →

Super Early Bird: Confirm your place by 12.01.26 and save $400 use code LTOS27

It will be built into how work is allocated, how people are managed, how performance is defined and how leaders make decisions.

Join the legal leaders moving wellbeing from a support programme to an organisational capability.