As I reflect on my experience at the CLOC Global Institute 2022, one of the things that stands out to me was that attendees carried the conversation around DE&I into almost every session, even topics that weren’t specifically about diversity and inclusion. Some of those in attendance had very candid remarks and questions around how we can move the needle faster, why we seem to be having the same conversations as we had in 2018, and when will legal service providers get serious about improving diversity metrics. As someone who wrote about the session on gender diversity at CLOC in 2018, it’s true much of that sentiment hasn’t changed.
The other point that resonated in multiple sessions on DE&I was that while LegalOps tracks diversity at various levels within an organization or service team, and while there are ways to simplify and streamline ongoing reporting activities, this issue is not simply about making progress on the scorecards. With so much talent in this market moving between firms, going in-house or into new roles, legal operations professionals are starting to look behind the numbers to see if there is significant turnover at their providers. This is an indicator that while a provider may be able to attract talent through higher salaries, remote work or other benefits, a provider’s culture may not foster inclusion and belonging and thus may contribute to greater attrition. While it is true that there has always been a certain amount of lateral movement in the legal industry due to individual career aspirations and opportunities, its important to recognize that some of that attrition may indeed be caused by a culture that implicitly favors certain segments of the population over others.
This week at Husch Blackwell I was reminded how often these conversations show up in our own teams. On Monday Andre Kahn, Husch Blackwell’s Director of Diversity, Equity & Inclusion, introduced himself and spoke with our broader Client Development group about the firm’s DE&I Strategic Plan and how his team was already pursuing those goals. Some of these activities include launching a Diversity Impact Report, speaking at leadership training programs, preparing for sessions with the firm’s summer associates, conducting a speaker series and implicit bias training program, and preparing for a Diversity Summit later this fall. Before joining the firm Andre’s background was in financial services, prior to moving into an HR role where he built and managed a diversity program and team. At CLOC this year, I sat down for lunch next to a gentleman from Jackson, Amanda Garcia-Williams, Husch Blackwell’s Chief Diversity, Equity & Inclusion Officer former employer. This gentleman spoke of the great work Amanda had accomplished at Jackson. I am glad to share just how much we appreciate Andre’s and Amanda’s expertise and experience as they help Husch Blackwell continue to foster inclusion and belonging throughout our enterprise.
On Tuesday, I attended one of the firm’s Communities for Change sessions on How to Show Up as an Ally. In its third year of programming, this speaker series has brought diverse perspectives and experiences from attorneys and other professionals to our broader firm. Communities for Change highlights the importance of connecting with people, listening for understanding and showing support both professionally and personally, even when there may not be something specific one can do to solve a problem. These speakers fielded questions about what it looks like in different situations to show up as an ally, the importance of active support versus tacit agreement, and how to create a safe place for people to bring their whole self to work and be recognized for their individual contributions. In many cases the efforts undertaken to provide recognition, appreciation and support have led to other activities and sponsorship in Husch Blackwell’s communities that reflect the growing diversity within the firm.
At a micro level inclusion and belonging leads to better problem solving and solutions. A great example of this came about in one of my team meetings this week, when Tracey Pessia, a Legal Project Manager in Boston and Laura Soria, a Legal Project Coordinator in Chicago, were troubleshooting how to classify thousands of documents in an ongoing effort to onboard a portfolio of matters being transitioned to the firm. These two professionals have spearheaded and supported the organization, tracking and communication of information to make the transition run smoothly and help create a client experience where the general counsel has greater peace of mind, knowing Husch Blackwell’s team has a handle on the entire process. Together their combined experiences as a lawyer and paralegal, in-house and with big law, and their shared acumen with technology platforms enabled them to find a solution that took the problem from hundreds of hours of effort over a few weeks to a few minutes. This type of close collaboration and freedom to explore very different sets of ideas comes about through building an inclusive team, where people feel appreciated and supported, even as they work remotely in different time zones and geographies.
Inclusion and belonging are an ongoing endeavor for LegalOps professionals everywhere and for our firm at large. Behind the metrics and statistics, the way we show up with our teams, as a service provider with our clients and as leaders in our communities makes a difference over time. To sustain these efforts it is healthy to have conversations as diverse individuals and communities and as partners and allies to understand our differences and celebrate our contributions.
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