The secret to high-performing lawyers? It’s not what you think

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By Bianca Prieto | Raise the Bar

High performance isn’t just about time management or intelligence; it’s about knowing how to operate under pressure without letting stress dictate the terms.

Jennifer Pawlitschek, a neuroscience-based executive coach and leadership trainer, has worked with more than 5,000 clients over 20 years. Before transitioning to professional development, she spent a decade in law firms as a paralegal and legal writer. Now, she helps attorneys bridge the gap between legal skill and mental agility, enabling them to thrive in a profession that demands both.

Raise the Bar spoke with Pawlitschek to get the science behind stress, performance and leadership—including what holds lawyers back and what they can do to move forward. -Bianca Prieto

How does neuroscience-based coaching help lawyers? 

Coaching and training need to be backed by science to actually work. Neuroscience—the study of the brain and nervous system—gives us a clear picture of how the brain functions and, more importantly, how to shift it into a state that supports peak performance.

Lawyers deal with constant challenges that can get in the way of performing at their best, and stress is a big one. Take business development, for example. As their careers advance, attorneys need to start bringing in clients. Research shows the most effective way to do this is to become a “trusted advisor,” someone clients turn to for strategic guidance—not just legal expertise.

But here’s the challenge: how does a busy, stressed-out lawyer focus on growing their business when they’re overwhelmed with casework? It’s not just a time issue—it’s a brain issue. When stress kicks in, the brain shifts into fight-or-flight mode, focusing on immediate tasks. That’s the opposite of what’s needed for networking, relationship-building or big-picture thinking. So the real challenge isn’t about finding more time; it’s about managing your brain state so stress doesn’t take over.

How do you work with clients around this?

First, I teach attorneys what science tells us about how stress affects the brain. Then we develop practical, habit-based strategies to manage their mental state. This gives them the breathing room to start making choices around priorities and time management. These strategies vary by person but often include cognitive reframing, which helps re-evaluate negative or disaster-oriented thinking, and mindfulness techniques to interrupt repetitive thought loops. We also incorporate breathwork and physical exercises that shift biochemistry, helping the brain transition out of fight-or-flight mode. The key is finding the right tools for each client and integrating them into daily routines, so when stress triggers negative thought patterns, they can recognize and shift them in the moment.

How do you help lawyers work on their blind spots, especially in leadership?

Leadership blind spots often come down to emotional intelligence. Here's the thing: lawyers typically get promoted to leadership roles because they’re great at their jobs—especially winning cases. But leading teams and arguing in court require completely different skills.

When I work with lawyers who want to build leadership skills, we start by building emotional intelligence with neuroscience-based, validated assessments. This helps to find their specific blind spots. We use these insights to develop their skills, building leadership strategies that actually work for them. 

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Raise the Bar is curated and written by Joanna Brenner and edited by Bianca Prieto.