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Wellbeing coaching supports the profession we say we want – one that retains talent and supports long, fulfilling careers. Barrister Bev Cripps talks about what drew her to coaching and how to incorporate it into everyday practice
There’s a principle often quoted in coaching: you teach what you most need to learn.
I first realised my life was a little out of kilter a few years ago, in a winter when I was due to prosecute three back-to-back complex cases. My partner was deployed on his second tour of Afghanistan, my father – who lived in Wales – was unwell, and I spent many weekends travelling to visit him. My closest friend had just received what turned out to be a terminal cancer diagnosis. I was at my GP’s – not because of all that, but because, as often happens when life is already full, yet another thing happened: someone had driven into the back of my car. When my GP asked if anything was disturbing my sleep, I explained the above. As I saw his eyes widen, I joked that I’d scheduled my collapse for the Christmas break.
As ridiculous as it now sounds, I hadn’t realised how much was piling up beneath the surface. Like many of us, I believed that if I was turning up, doing a reasonable job and getting results, then all must be well. The reality was I didn’t know how to do things differently. As a profession, we are a resilient bunch – we have to be. Traditionally, we’ve worked within a system that refused to countenance anything outside the courtroom and its structures.
I’d love to say I learned everything I needed to from that moment. I certainly began to research forward-moving modalities that could effect change quickly. But knowledge isn’t power – applied knowledge is. It took yet another difficult life event to translate that into action. That’s when I became a coach myself; we teach what we need to learn.
What I learnt is that success, however you define it, does not have to come at the cost of your relationships, wellbeing or, dare I say, happiness. That’s what coaching offers: space, structure and tools to rethink how we are living and working.
Our leaders have placed great emphasis on advancing wellbeing in the profession and we are grateful for their support. There is hope for systemic change, and they are pressing for it, but we know each small victory is hard-won. Meanwhile, the pressures remain relentless: long hours, chronic stress, emotionally demanding cases, financial uncertainty and increasing responsibilities both at work and at home. Many of us are part of the ‘sandwich generation’, squeezed between children and ageing parents.
We don’t lack resilience at the Bar – we just misunderstand it. Real resilience isn’t about endurance. It’s about recovery, realignment and growth.
Coaching is a way to build that kind of resilience and engender wellbeing. There is science behind it. High performers in other fields – athletes, surgeons, executives – all use coaching to stay focused, maintain wellbeing and perform at their best. Why should the Bar be any different? It is a strategic move. Coaching is confidential, forward-focused and rooted in evidence-based methods drawn from neuroscience, performance psychology and behavioural science.
It taps into our core strengths as counsel: encouraging us to ask quality questions, think strategically and plan for positive outcomes.
In a culture that has traditionally equated vulnerability with weakness, coaching offers a confidential, judgement-free space to reflect, reset and take deliberate action.
‘I don’t have time’ is something I hear often – and, in truth, I’ve said it myself. Coaching can feel like an indulgence or one more task on an overloaded list. But it’s the thing that helps you manage the rest more effectively. It carves out mental space, reduces decision fatigue and helps you prioritise more strategically.
It doesn’t require hours every week. Even a single focused session a month can prompt shifts in mindset, strategy and energy. Between sessions, it provides low-effort, evidence-based tools that fit seamlessly into busy schedules and are proven to improve wellbeing.
Investing time in yourself and understanding how to navigate this profession and life has a positive ripple effect – on you, and on those around you.
And then there’s the quietest objection: ‘Shouldn’t I just get on with it?’ That question alone often signals that something deeper needs attention.
This doesn’t need to be another task on a long to-do list. Many of coaching’s core benefits come from small, sustainable changes in how we approach our week:
Other evidence-based tools include practising self-compassion (which improves motivation and reduces burnout) and short goal-visualisation exercises – imagining yourself navigating the week ahead calmly and effectively. These small shifts can make a big difference.
We are expected to be composed, high-functioning and self-reliant. This can leave some feeling very exposed. The thought of faltering in public, in court, can sometimes lead to sleepless nights.
What particularly appealed to me in coaching was the concept of growth mindset: the belief that ability can develop through effort, support and learning. Coaching helps you ask what’s working for you now, what needs to change and what support you need to keep going well.
We all know how to cope. But wellbeing coaching is about creating a better way of working and living. That means managing stress with intention, setting boundaries before burnout, understanding how you respond under pressure, and connecting you to what matters most. Resilience isn’t just pushing through. It’s learning to have the ability to ground yourself when the ground around you is moving.
Career transitions, whether taking or leaving tenancy, returning after illness or parental leave, applying for silk, or moving towards part-time practice or retirement – are often the most stressful points in professional life. These moments raise questions of identity, confidence and direction. Coaching offers support to navigate them with clarity and confidence. You don’t just ‘return’ – you re-engage with purpose.
Wellbeing coaching supports the profession we say we want: one that retains talent and supports long, fulfilling careers. This does not require structural overhaul. Chambers might start by offering voluntary coaching during key career stages; inviting coaches to lead workshops or informal drop-ins and encouraging leaders to model coaching as a sign of strength, not struggle. Wellbeing coaching could be added as a CPD objective; it seems an obvious and fundamental category for supporting practice. Done well, coaching complements what already exists – like pupillage, CPD and informal support. It adds what’s often missing: time to stop, think and recalibrate.
And finally, from Bev: You do so much for other people, why not do this one positive thing for yourself? It won’t hurt – and I’m certain it may well help.
Bev Cripps practises in crime at Lamb Building. She is also a clinical hypnotherapist, resilience trainer and coach. Her book, The Lazy Guide to Happy, was published to mark 35 years’ call
There’s a principle often quoted in coaching: you teach what you most need to learn.
I first realised my life was a little out of kilter a few years ago, in a winter when I was due to prosecute three back-to-back complex cases. My partner was deployed on his second tour of Afghanistan, my father – who lived in Wales – was unwell, and I spent many weekends travelling to visit him. My closest friend had just received what turned out to be a terminal cancer diagnosis. I was at my GP’s – not because of all that, but because, as often happens when life is already full, yet another thing happened: someone had driven into the back of my car. When my GP asked if anything was disturbing my sleep, I explained the above. As I saw his eyes widen, I joked that I’d scheduled my collapse for the Christmas break.
As ridiculous as it now sounds, I hadn’t realised how much was piling up beneath the surface. Like many of us, I believed that if I was turning up, doing a reasonable job and getting results, then all must be well. The reality was I didn’t know how to do things differently. As a profession, we are a resilient bunch – we have to be. Traditionally, we’ve worked within a system that refused to countenance anything outside the courtroom and its structures.
I’d love to say I learned everything I needed to from that moment. I certainly began to research forward-moving modalities that could effect change quickly. But knowledge isn’t power – applied knowledge is. It took yet another difficult life event to translate that into action. That’s when I became a coach myself; we teach what we need to learn.
What I learnt is that success, however you define it, does not have to come at the cost of your relationships, wellbeing or, dare I say, happiness. That’s what coaching offers: space, structure and tools to rethink how we are living and working.
Our leaders have placed great emphasis on advancing wellbeing in the profession and we are grateful for their support. There is hope for systemic change, and they are pressing for it, but we know each small victory is hard-won. Meanwhile, the pressures remain relentless: long hours, chronic stress, emotionally demanding cases, financial uncertainty and increasing responsibilities both at work and at home. Many of us are part of the ‘sandwich generation’, squeezed between children and ageing parents.
We don’t lack resilience at the Bar – we just misunderstand it. Real resilience isn’t about endurance. It’s about recovery, realignment and growth.
Coaching is a way to build that kind of resilience and engender wellbeing. There is science behind it. High performers in other fields – athletes, surgeons, executives – all use coaching to stay focused, maintain wellbeing and perform at their best. Why should the Bar be any different? It is a strategic move. Coaching is confidential, forward-focused and rooted in evidence-based methods drawn from neuroscience, performance psychology and behavioural science.
It taps into our core strengths as counsel: encouraging us to ask quality questions, think strategically and plan for positive outcomes.
In a culture that has traditionally equated vulnerability with weakness, coaching offers a confidential, judgement-free space to reflect, reset and take deliberate action.
‘I don’t have time’ is something I hear often – and, in truth, I’ve said it myself. Coaching can feel like an indulgence or one more task on an overloaded list. But it’s the thing that helps you manage the rest more effectively. It carves out mental space, reduces decision fatigue and helps you prioritise more strategically.
It doesn’t require hours every week. Even a single focused session a month can prompt shifts in mindset, strategy and energy. Between sessions, it provides low-effort, evidence-based tools that fit seamlessly into busy schedules and are proven to improve wellbeing.
Investing time in yourself and understanding how to navigate this profession and life has a positive ripple effect – on you, and on those around you.
And then there’s the quietest objection: ‘Shouldn’t I just get on with it?’ That question alone often signals that something deeper needs attention.
This doesn’t need to be another task on a long to-do list. Many of coaching’s core benefits come from small, sustainable changes in how we approach our week:
Other evidence-based tools include practising self-compassion (which improves motivation and reduces burnout) and short goal-visualisation exercises – imagining yourself navigating the week ahead calmly and effectively. These small shifts can make a big difference.
We are expected to be composed, high-functioning and self-reliant. This can leave some feeling very exposed. The thought of faltering in public, in court, can sometimes lead to sleepless nights.
What particularly appealed to me in coaching was the concept of growth mindset: the belief that ability can develop through effort, support and learning. Coaching helps you ask what’s working for you now, what needs to change and what support you need to keep going well.
We all know how to cope. But wellbeing coaching is about creating a better way of working and living. That means managing stress with intention, setting boundaries before burnout, understanding how you respond under pressure, and connecting you to what matters most. Resilience isn’t just pushing through. It’s learning to have the ability to ground yourself when the ground around you is moving.
Career transitions, whether taking or leaving tenancy, returning after illness or parental leave, applying for silk, or moving towards part-time practice or retirement – are often the most stressful points in professional life. These moments raise questions of identity, confidence and direction. Coaching offers support to navigate them with clarity and confidence. You don’t just ‘return’ – you re-engage with purpose.
Wellbeing coaching supports the profession we say we want: one that retains talent and supports long, fulfilling careers. This does not require structural overhaul. Chambers might start by offering voluntary coaching during key career stages; inviting coaches to lead workshops or informal drop-ins and encouraging leaders to model coaching as a sign of strength, not struggle. Wellbeing coaching could be added as a CPD objective; it seems an obvious and fundamental category for supporting practice. Done well, coaching complements what already exists – like pupillage, CPD and informal support. It adds what’s often missing: time to stop, think and recalibrate.
And finally, from Bev: You do so much for other people, why not do this one positive thing for yourself? It won’t hurt – and I’m certain it may well help.
Wellbeing coaching supports the profession we say we want – one that retains talent and supports long, fulfilling careers. Barrister Bev Cripps talks about what drew her to coaching and how to incorporate it into everyday practice
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