Advice Centre
Guide: How to Implement a Four-Day Work Week in a Law Firm?
This guide provides a practical and experience-based roadmap for implementing a four-day work week in a law firm, based on IMD Solicitors’ successful transition. It covers strategic considerations, planning, cultural alignment, performance metrics, and long-term sustainability. It is intended for managing partners, law firm leaders, HR teams, and operational directors seeking to balance client service, team wellbeing, and business performance.
1. Understand Your Motivation and Align on Purpose
Start by asking: Why do we want to do this? Whether the goal is to reduce burnout, improve retention, enhance productivity, or strengthen recruitment, having clarity of purpose will shape the implementation. At IMD, the motivation was driven by both personal wellbeing and organisational awareness of mental health challenges within the profession.
2. Assess Cultural Readiness
A four-day work week relies heavily on trust, autonomy, and shared values. Before implementation, assess whether your team culture is mature enough to support self-management, and whether your leadership is comfortable with output-based performance measures rather than time-based supervision.
3. Start with a Pilot
Choose a department or team with strong leadership and cultural alignment. Clearly communicate that the change is a trial, not a guarantee, and that you’ll be reviewing both quantitative and qualitative data. At IMD, the pilot began in the Family Department, with the firm remaining open five days a week and individual days off staggered across the team.
4. Maintain Service Continuity
One of the most important aspects is ensuring uninterrupted client service. Implement staggered rest days so there is always coverage within each department. Use shared calendars, regular check-ins, and strong internal communication to coordinate availability and responsibilities.
5. Shift to an Outcomes-Based Mindset
Stop focusing on hours. Instead, define what success looks like in each role or team—whether that’s monthly billing targets, client satisfaction scores, matter completion, or business development impact. Avoid setting chargeable hour targets if possible; instead, track results.
6. Implement the STREAM Framework
To gain the efficiency needed for a reduced workweek, embed a firm-wide framework for productivity:
– Standardisation – Templates, checklists, workflows
– Technology & AI – Find and use productivity tools and AI solutions that increase output and reduce manual work
– Rest and Recharge – Encourage true recovery on non-working days
– Eliminate Inefficiencies – Challenge routines and eliminate waste
– Automation – Identify and automate repetitive tasks
– Meeting Efficiency – Reduce length and frequency, define clear agendas
7. Communicate Openly and Often
Clear, transparent communication is critical to building trust and engagement. Use team meetings, one-to-ones, and informal catch-ups to gather feedback, resolve friction points, and celebrate wins.
8. Track the Right Metrics
Data will make or break the case for continuing. Track:
– Productivity (income vs hours recorded)
– Profitability
– Client satisfaction (e.g., Net Promoter Score)
– Staff retention
– Employee wellbeing (through anonymous surveys)
9. Address Wellbeing Proactively
A four-day week is not a solution to all mental health challenges. Monitor workload closely. Implement structures for support, such as mental health committees, open feedback channels, and manager training.
10. Be Flexible, Not Rigid
Encourage team members to respect their time off, but also empower them to make informed decisions when a client matter or urgent deadline requires flexibility. The model is built on professional responsibility, not strict boundaries.
11. Gradually Expand
If the pilot is successful, gradually roll it out to other teams. Share results transparently, and use early adopters as ambassadors. Build organisational confidence before making the four-day week the standard.
12. Evolve Your Billing Model
To future-proof the model, consider transitioning toward value-based pricing. As hourly billing can conflict with efficiency incentives, offering more agreed fees or fixed pricing allows lawyers to focus on results, not time.
13. Embrace Continuous Improvement
Adopt a mindset that this is never “done.” Maintain flexibility, gather ongoing feedback, and reward innovation. Introduce incentives like innovation bonuses to encourage team members to improve systems, tools, and processes.
14. Lead by Example
Senior leadership must model the new mindset: focusing on results, respecting time off, and trusting the team. Leading from the top gives permission for others to do the same.
Final Thought
The four-day week is not about working less—it’s about working smarter. With the right people, the right culture, and a thoughtful plan, law firms can achieve stronger performance, improved wellbeing, and a meaningful competitive edge.
For further support or to learn more about our journey, contact: m.durlak@imd.co.uk or visit www.imd.co.uk
