IMD Solicitors: Q&A on Implementing the Four-Day Work Week in a Law Firm

As one of the few UK law firms to have fully implemented a four-day work week, IMD Solicitors has drawn interest from across the legal industry. This Q&A sets out our journey, decision-making process, key metrics, cultural foundations, and honest reflections on the benefits and challenges. It is designed to help other law firms, solicitors, managing partners, and journalists better understand how the four-day work week can work in legal practice.

1. Why did IMD Solicitors decide to implement a four-day work week?

The idea emerged in December 2022, initially proposed by Iwona Durlak, co-founder and Head of the Family Department. Iwona was personally grappling with the demands of legal practice alongside family responsibilities. She also recognised similar challenges affecting her team and lawyers more broadly—particularly around mental health, burnout, and work-life balance.

Recognising the emotional intensity of family law and the wider pressures within the legal industry, we decided to trial a four-day week, grounded in the belief that this could improve wellbeing, productivity, and client care.

2. How was the pilot structured?

Being a boutique firm, we were able to act decisively. The decision was made in December 2022 and implemented from January 2023 within the Family Department. The trial was clearly communicated as a pilot, giving space to assess and adapt. Key aspects of the structure included:

Full client availability five days a week through staggered staff days off
Trust in an already strong and engaged team
Emphasis on planning, internal communication, and outcome-focused work

3. What results did the pilot deliver?

The results after nine months were clear:

122% fee income compared to the previous period, despite only 80% of hours being recorded
100% voluntary staff retention (a figure we’ve maintained since November 2022)
Monthly staff satisfaction scores averaging 8.98/10**
Increased client satisfaction, as measured by quarterly Net Promoter Score (NPS) surveys

These data points gave us the confidence to begin firm-wide rollout in October 2023, with full adoption across all departments and support staff by spring 2024.

4. What billing model does the firm use with a four-day work week?

We still use a mixture of hourly billing and fixed fees. However, we are consciously moving toward value-based pricing and agreed fees wherever possible.

The efficiencies we’ve gained—particularly around non-chargeable time and delivery on fixed-fee matters—mean we’ve been able to maintain strong financial performance without increasing pressure on our team. A gradual phase-out of hourly billing across all departments is planned, although it is not yet fully implemented.

5. How do you respond to concerns about reduced hours leading to reduced productivity?

One common misconception is that “80% of time means 80% of output.” Our data disproves that. Productivity has increased, and our profitability has grown significantly:

22.21% increase in turnover (financial year ending September 2024)
29% increase in profit over the same period

This is achieved through:

More focused and rested staff
Efficiency mindset across the firm
Use of the STREAM framework: Standardisation, Technology & AI, Rest and Recharge, Eliminate inefficiencies, Automation, and Meetings Efficiency

We also apply the 80/20 principle and actively challenge unnecessary or outdated workflows.

6. How is client service managed with lawyers working only four days a week?

Client service continuity is essential. We:

Stagger days off to ensure someone is always available
Promote open team communication and shared calendars
Encourage flexibility—our culture empowers lawyers to be available when a critical client need arises, even if it falls on their non-working day

For example, when a client travelled from abroad for a meeting while their primary solicitor was on leave, another partner stepped in. This culture of ownership and flexibility has helped us maintain high levels of client satisfaction.

7. What internal processes and technologies have supported the change?

We rely heavily on our STREAM framework and culture of innovation. Everyone in the firm is encouraged to contribute to process improvements. We introduced an innovation bonus scheme to encourage team members to think about how their own work, their department, or the wider firm could become more efficient.

As a result, we’ve implemented several time-saving tools, including solutions for automated meeting notes, internal translations, and more efficient email drafting. The key is maintaining an open mindset across the firm and encouraging everyone to think proactively about smarter ways of working. Engagement is also stronger when people feel empowered and supported through flexibility.

8. How is performance and accountability managed?

Our firm is output-focused. We do not set chargeable hour targets, but we:

Require accurate time recording (chargeable and non-chargeable)
Set monthly billing and financial targets
Track client satisfaction and financial results

It doesn’t matter where or how people work—only that they deliver results that align with our client and firm objectives.

9. What has been the impact on staff retention and recruitment?

The impact has been profound:

100% voluntary retention since November 2022
Recruitment from top 30 UK law firms—a major achievement for a Manchester-based boutique practice

Combined with our fully flexible remote working model, the four-day week has become a major draw and part of our strategic growth story.

10. Are there any drawbacks or challenges to the four-day work week?

Yes. The four-day week is not a universal solution for mental health or burnout. Our recent mental health survey (October 2024) found that while all respondents working four days a week reported improved wellbeing, some team members still experience burnout or other challenges related to workload and stress.

We’ve responded by strengthening our Mental Health & Wellbeing Committee, enhancing one-to-one meetings, and planning manager training in mental health awareness. Balance, communication, and realistic expectations are all key to sustaining the benefits.

11. Could the four-day work week be implemented in larger law firms?

Yes—with caveats. Larger firms operate in departmental silos that could adopt this model independently. The challenge is cultural. High billable hour targets and time-based pricing models conflict with the mindset required.

For it to work at scale, firms may need to transition towards value-based pricing and embrace outcome-driven leadership. It’s possible, but it requires serious commitment.

12. What advice would you give to other law firms considering a four-day work week?

Start with a pilot in one team or department
Measure everything: productivity, financials, client satisfaction, wellbeing
Build a culture of trust and autonomy
Focus on output and outcome—not input and hours
Involve your team and empower them to suggest improvements

If your people, culture, and leadership are aligned, a four-day week can boost not just wellbeing, but also growth, innovation, and profitability.

About IMD Solicitors

IMD Solicitors LLP is a boutique law firm headquartered in Manchester, UK, supporting international clients across business and private matters. Our purpose is to connect diverse communities and help minorities thrive. We are proud to be recognised by The Sunday Times Best Places to Work, Legal 500, and Lexis Nexis for our commitment to wellbeing, diversity, and innovation.

Learn more at www.imdcorporate.co.uk