As we approach the end of summer, Crowell & Moring’s chair, Philip Inglima, recently initiated a thoughtful dialogue within his firm, as well as in the larger realm of BigLaw, with a seemingly straightforward action: he went on vacation. His deliberate move, in a field where relaxation and time off have become novelties rather than norms, isn’t just earmarked as a personal act but sets a progressive precedent within the industry.
A correspondence, detailing his time away and the importance of rest amid work, circulated through Crowell & Moring’s inner channels. This email, revealed and discussed extensively by Above the Law, signifies more than just a vacation recap for Inglima’s colleagues. It articulates recognition of the intrinsic need for vacations and reinforces the notion of teamwork which the chair believes facilitated his own break.
In the message, Inglima acknowledged the ability of their work environment to operate in his absence, expressing gratitude for the collaborative efforts. He also accentuated the implications of time off, stating that it was necessary for him to maintain his mental wellness and effective professional performance.
‘Getting away’, as he defined it, was not merely about being physically away but for one to be wholly unplugged from work. He emphasized the importance of colleagues being supportive, allowing one another to completely disconnect.
However, not every staff member at the firm welcomed the vacation email with enthusiasm. Some reportedly criticized it as clueless and insensitive, noting that not all personnel at the firm enjoy the luxury of taking a substantial vacation. The responses justifiably mirror frustration towards the disparity within BigLaw firms.
However, progress frequently stems from unorthodox predicaments. The chair’s action, and the subsequent reactions, signifies a broader discourse about work culture in high-pressure industries like BigLaw. To effectively change harmful attitudes towards vacations and time-off, it’s essential for successful discourse to be rooted at top-tier levels within firms. It’s about administrative leaders walking the talk, displaying that mental health and wellness are legitimate firm priorities.
In essence, Inglima’s summer escape and the ensuing dialogue may shape a healthier culture within BigLaw. A shift in attitudes towards breaks, starting from the top and trickling down to junior levels, could lead to more balanced professional lives for lawyers within such high-pressured environments. A recalibration, emphasizing the importance of relaxation, could indeed be the way forward for the future of BigLaw.