Adopting a coaching mindset can have an absolutely transformative effect, but there are very real barriers for lawyers to adopting such a mindset that have a lot to do with how we’re trained and the degree to which our roles they often involve identifying problems and the risks that may arise if our clients pursue a particular course of action.

In fact, in 2005, in what is a now classic and often cited article, Martin Seligman, who is frequently cited as the father of modern positive psychology, co-wrote the rather colourfully titled article, ‘Why Lawyers Are Unhappy’. He argued that one cause of high levels of lawyer unhappiness was the tendency for us to have what he termed a pessimistic explanatory style. He further noted that whilst pessimists don't generally do well in other professions, they tend to be rewarded in law. 

In my view, its important that our pessimism is deployed in its right context. As lawyers, we’re so often advising our clients in really difficult times. Or maybe we're providing advice on difficult problems. And so it's the very nature of our job to identify the risks of a particular course of action. In this context, the proper analysis of risk is clearly a good thing. We want our lawyers to properly engage with legal risk.  

However, what I see in my coaching, and certainly have seen over the years in my capacity as a practising lawyer, is there a risk for us is that we can apply that overly kind of risk averse or pessimistic kind of mindset, and end up being blockers to our client. 

Or perhaps, outside the context of our practice as lawyers, we deploy our pessimism inappropriately. Perhaps risk assessing every aspect of our lives! 

Anecdotally, in my conversations with lawyers and legal leaders, those lawyers who’ve been able to best weather the storm of the pandemic, and create new opportunities for themselves are the lawyers who have been more optimistic and adaptable. And more satisfied overall.  

Reflecting on this, it appears to me that we can really supercharge this adaptability with the adoption of a coaching mindset. At its heart, a coaching mindset is about being open, curious, flexible and client-centered. It is not about showing that you are clever and have all the answers, but rather that you can ask the questions that find those answers. 

Of course, as lawyers there is a certain level of expertise that we need to have, and we have certain duties in the standard of care we bring to our work.  

However, this idea of a coaching mindset has value for lawyers because we have traditionally been rewarded for our cleverness. This can engender a need to always be right or the inclination to be highly risk averse.  

Another key aspect of fostering a coaching mindset is around our self-awareness - maintaining the ability to regulate our emotions, and engaging in self care. Understanding the rest/recovery cycle, so that when you’re physically and emotionally ready when you’re switched on in your professional capacity.  

So how to foster a coaching mindset? Unfortunately it is not something that you can just decide to adopt. To get a bit meta, we can adopt a coaching mindset about our coaching mindset. We can adopt an mode of exploration and experimentation, just noticing how we approach a particular problem or situation. When we catch ourselves being overly pessimistic or fixed in our thinking, we can just notice it, and ask ourselves, is there something I could be doing differently? 

It’s not about ignoring the negative or being in denial - that is toxic positivity. Rather, it is about being thoughtful, curious open and flexible.  

If you were to just take one small step to adopt a coaching mindset this week, what might that be? 

If you’d like to hear more about the lawyer’s learning mindset, listen to episode 4 of the Thriving Lawyer, available here or wherever you get your podcasts.