LIKE MOST “nonvirtual” companies operating from brick-and-mortar locations, law firms of all types and sizes are seeking post-pandemic return-to-work solutions that not only address revenue goals but accommodate the seismic societal changes that have occurred over the past decade.
In a recent interview with CNBC, Sallie Krawcheck, former Citigroup CFO and former head of global wealth management at Bank of America, observed that “companies that look to recreate a pre-pandemic way of working are going to be left behind when it comes to keeping and attracting the best talent.” That notion dovetails with two leading current workplace realities for women:
- Women are switching jobs in unprecedented numbers. McKinsey’s Women in the Workplace report for 2022 showed that female leaders switched jobs at the highest rate ever recorded, demanding more opportunities to advance, increased flexibility and employer commitment to diversity, equity and inclusion.
- Women place greater importance on a flexible workplace. According to a recent national poll conducted by YouGovAmerica, 57% of women prefer working from home over the office, compared with 44% of men. Women are also more likely to prioritize flexible work hours and locations than their male colleagues.
How, then, do firms retain talent and create a flexible, engaging environment in which female lawyers can succeed? The larger issues require examination of the unique challenges faced by women in the law. The pandemic shined some light on how women could benefit from the inherent flexibility of working remotely. It also leveled the playing field somewhat in terms of the time and cost efficiencies women could achieve, as well as in their ability to communicate virtually with a broader array of peers, clients and prospects. Business formalities became less important; it was now acceptable to reveal aspects of your personal life. Your dog or cat could intrude on your Zoom call without apology.
Now, though, many firms are taking steps to return to business as usual. Needs, circumstances and management styles vary greatly from firm to firm, and no single playbook addresses the range of issues affecting women in the law. As the old phrase has it, women need to think globally and act locally when it comes to workplace conditions. Three paths to consider:
1. Be a leader. Women have a lot to offer law firms—not to the exclusion of our male colleagues but alongside them. What the pandemic showed us all is how beneficial virtual platforms can be. Many of us have used these tools for years as we juggle office and home life, but their virtues are now clearer than ever.
Many attorneys can be successful—practicing law and generating business—from the comfort of a home office. Again, though, that’s not to the exclusion of in-office work but a complement to it. The pandemic removed the stigma of women working from home, busting the myth that doing so made you less effective. Don’t be shy: Let’s help our firms embrace virtual platforms with in-office engagement and develop new ways to use them, internally and externally, to burnish firm culture and build business relationships.
Needs, circumstances and management styles vary greatly from firm to firm, and no single playbook addresses the range of issues affecting women in the law."
2. Be an ally. Merriam-Webster defines “ally” as “one that is associated with another as a helper: a person or group that provides assistance and support in an ongoing effort, activity or struggle.” In the legal setting, so-called “allyship” is often translated to mentoring, but in a post-COVID-19 environment, the mentoring paradigm has shifted. It’s not as easy to pop into someone’s office to share ideas, give feedback and exchange strategies—hence the need to embrace the virtual platforms that enabled law firms to maintain some level of collegiality during the pandemic.
Our firm’s Diversity, Equity & Inclusion Committee had great success engaging our employees when we were all at home with an initiative called “Better Together Zooms.” The impetus was to strengthen engagement and support for one another across our offices nationwide. Each person had the opportunity to answer the same question, sharing a story from his or her life and interacting with others throughout the firm. On the micro level, those conversations created an organic way to meet, get to know and support people in a simple yet meaningful way.
In-person check-ins are still a viable option for being an ally to the new generation, particularly given that anxiety remains at an all-time high. Pick up the phone, send an email, invite a mentee to lunch. Be there to provide a support system. The simplest action can make a big impact on improving workplace culture for women.
3. Be an advocate or sponsor. Mentoring is key to the professional development of female lawyers, but sponsorship is better. For those who have decision-making authority, being a sponsor is tantamount to being a broker or agent for a female attorney who seeks opportunities for career advancement. By being a sponsor, you’re assigning female attorneys to your matters and giving them a chance to succeed—and then publicizing their successes.
It’s important to note that being an advocate is not just limited to the next generation of women in the law. It’s incumbent upon us to promote the accomplishments of our female colleagues. We can do so via LinkedIn, email, word of mouth—whatever is the best means to get the word out. Now is not the time to be timid. Instead, be proactive and embrace our own successes as well as those of others as we all continue to adapt to the ever-changing legal landscape.
Jane E. Young is a partner in McElroy Deutsch’s Colorado office and is a member of the Firm’s Litigation & Insurance Services Practice Group. She has over twenty years of experience representing insurers and third-party administrators in complex coverage and bad faith disputes around the country. Ms. Young also regularly speaks on insurance coverage and bad faith topics at local and national seminars.
