What did the Chambers do?

• Developed their wellbeing policy which was ratified at their AGM on 7/10/17 as part of an ongoing review of E & D policies generally

• Initiated a series of wellbeing events (which will continue):
– Awareness raising at a Friday drinks event in chambers
– Seminar workshop ‘Risk, Resilience & Practise Management for Wellbeing at the Bar’ to be held on 12/10/17 in conjunction with a presentation on essential oils and how they have helped one member of chambers find more balance in life
– Trauma and Risk management seminar workshop – planned for 1st February 2018

• Took extra steps to build social cohesion and support, for example by holding monthly drinks events & celebrations to mark the arrival of new people or mark appointments

• Learning and skills development – their Director of Business Administration and Development attended the Wellness for Law conference and dinner and is participating in an online mindfulness course recommended at the conference – see https://www.futurelearn.com/courses/mindfulness-wellbeing-performance

• Adding wellbeing to their pupillage training programme

• Members returning from parental leave or from a career break will be matched with an appropriately “qualified” mentor, who has experience of similar circumstances.          – They have devised a programme of support for a barrister returning to practice after over a decade away from practice
– They have two mentors for our junior tenants who are more experienced and can act as a support and as a resource of experience/knowledge

• Pupils and very junior tenants use social media to create a mutually supportive “safe space” for discussion.

What were the results?

The programme is ongoing, but so far, they have observed the following positive outcomes

• Members have started to share their experiences in relation to maintaining good mental health. There is a new openness about the topic and has led to greater communication about ways in which members have addressed their own health problems
• An increased recognition across Chambers of the need for a true work life balance and that this balance is unique to every individual

They have embedded wellness as a core consideration for Chambers.

Tips

• Recognise a change in attitudes and practice can be better achieved in incremental steps rather than by revolution. For too long wellbeing and mental health issues have been at the bottom of the agenda and regarded as the sole problem of the individual experiencing them. This cannot be changed overnight without risk of being dismissed as the latest “fad”. By taking time to bring wellbeing issues into the open we have found that greater openness is encouraged as members of chambers reflect on what wellness means for them.
• Get this issue on the table at management level – and make sure those in a management role are educated about the adverse consequences of failing to act. If wellbeing is taken seriously at the highest levels in the organisation then there is a far greater chance of change for the better.