Lawyers practice in competitive, high-stakes environments where perfection is often viewed as necessary to success. Most people who are attracted to legal careers are driven by high standards and an intense desire to succeed, qualities that seem well-suited to the demands of the job.
However, a recent report titled “The Perfectionist Paradox” found that many perfectionist tendencies that lawyers wear as a “badge of honor” may be hindering their ability to manage their workloads and excel in their careers.
When perfectionism turns ‘toxic’
The study, which was conducted by Krill Strategies, JC Coaching & Consulting, and Ambitionprofile in partnership with NALP, surveyed 764 private-practice lawyers on the relationship between maladaptive perfectionism, mental health, and workplace outcomes.
The authors describe maladaptive perfectionism as overly self-critical, associating mistakes with personal failure, and driven by fear, excessively high standards, and the need for approval. And its impacts are significant.
In the survey, 62% of high-perfectionism lawyers reported elevated stress levels, compared to just 4.9% of low-perfectionism lawyers. Moreover, 50.6% of high-perfectionism lawyers reported elevated depression, compared to only 7.1% of low-perfectionism lawyers.
“This chronic distress doesn’t stop at the mind, it spills over into physical health, with numerous stress-related issues like migraines, weakened immune systems, and cardiovascular problems lurking as silent threats,” the study’s authors wrote.
The data showed younger lawyers, those with shorter workplace tenures (or fewer years in their current organization), and women lawyers experienced the highest rates of high perfectionism.
Increased ‘workaholism’ and decreased tenures
High-perfectionism lawyers also exhibited increased “workaholism” and work-life balance challenges, making it difficult to set boundaries that allow them to rest and recharge.
They had a stronger drive to “win at any cost” than low-perfectionism lawyers, which can drive them to succeed but also increase stress and lead to potential ethical issues, the report says.
High-perfectionism lawyers were more likely to consider leaving their jobs and had significantly shorter workplace tenures, indicating elevated perfectionism can increase burnout and harm career sustainability, the report says.
For example, high-perfectionism lawyers stayed at their firms for an average of 5.3 years, while low-perfectionism lawyers stayed an average of 8.4 years.
Perfectionism’s impact on performance
When it comes to performance, the study found perfectionism doesn’t necessarily lead to better work output. In fact, lawyers with high perfectionism reported more difficulty prioritizing tasks and managing their caseloads.
The authors note that psychologists call this “perfectionist paralysis,” or a “fear of failure so intense it leads to procrastination or spending excessive time worrying about a task without actually getting started.”
Surprisingly, high-perfectionism lawyers reported slightly lower ambition scores and greater disengagement from their work, which can impact their productivity and client satisfaction. They also reported more sensitivity around giving and receiving feedback and exhibiting boldness in their careers.
The tendencies align with studies that link perfectionism to a fixed mindset, the report says, which is the belief that intelligence, skills, and abilities are static. A fixed mindset can impede perfectionists’ ability to take challenges, develop leadership skills, and advance in their careers.
“Dubious of their ability to learn and improve, perfectionists are more likely to view such challenges and feedback as threats to their reputation and feelings of self-worth, rather than as valuable opportunities to gain valuable insights and further develop their skills,” the report says.
Reframing perfectionism
The authors note that perfectionism doesn’t have to be harmful. Unlike maladaptive perfectionism, adaptive perfectionism is purpose-driven and fueled by flexibility and growth.
Moreover, maladaptive perfectionism can be moderated with tools like cognitive behavior therapy and coaching, the authors write.
Given high perfectionism’s impact on performance and turnover, the authors encourage law firms to include training on how to navigate perfectionism in mental health, professional development, and retention initiatives.
And they urge law firms to examine ways to shift their workplace cultures from glorifying perfectionism to emphasizing psychological safety.
‘This can be achieved in several ways, including through the development and delivery of leadership training programs that educate more senior lawyers about the perils of perfectionism and strategies they can deploy to mitigate these negative effects while preserving their teams’ commitment to producing the highest quality work product,” the authors write.
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