Why “Partner” Often Means “Male”…
And How Law Firms Can Choose a Different Path
It’s no secret that male executives have long
dominated the upper echelons of management in
the business world. But the problem persists also
within the legal community, according to The
New York Times, in its March 19th article on the
role of women in law firms. The Times cites the
National Association for Law Placement, which
did a study in 2005 indicating that only 17% of the
partners at major law firms were women.
A variety of factors seem to contribute to the low percentage of women
attorneys who reach partner level, including:
• Strong, long-standing cultural orientations toward men in the legal
field
• More limited opportunities to network in male-dominated venues
• Passive bias in advancement and retention, once hired
• And a past riddled with active discrimination in education and
hiring activities in the profession
And this legal glass ceiling works to the disadvantage of law firms today.
The price of not retaining women over the long term can impact firms that
rely heavily on relationships with large corporate clients who place a high
value on diversity. Then there’s the sheer expense to consider; when you
can’t retain a large slice of your employee base – and you’re in the cycle of
hire/train/re-hire/re-train – the costs mount over time.
While every firm is different and there is no one, easy answer to this
challenge, the need for innovation in addressing it is a common
denominator.
One major law firm decided it was time to step forward with solutions
tailored to the needs of its female partners. Its Philadelphia office
partnered with The Nyman Group, a consulting firm specializing in
leadership development issues, to develop a program of professional
skills development for women attorneys. The six-month partner level
program focused on helping participants develop the skills needed for
new business development and networking, two areas that have
traditionally been the purview of male partners over the years.
Because firm partners typically have tight work schedules, The Nyman
Group developed a one-on-one coaching program centered on honing
presentation, communications, and networking skills. Though newly
created, the results of this effort show early signs of success. Thanks to the
efforts of the program’s participants, women at the firm now have a
stronger and more supportive environment – and a clearer path to
integration in the big picture of the firm. And the firm has a betterutilized resource in its female attorneys -- with their unique skills,
perspectives, and goals – as it works to serve client needs and advance the
success of the firm.
Another firm that worked with The Nyman Group chose to focus strictly
on its women employees at the associate level. Because associates’
schedules tend to make them more accessible than partners, the program
included more group participation, with as many as 98% of the associates
in attendance. Associates, who rarely have contact with clients, gained an
opportunity to develop communication and relationship-building skills –
as well as a group forum for internal dialogue oriented around what The
Nyman Group saw as a key issue in helping the firm: promoting the
inclusion of women associates in activities central to the firm’s long-term
success.
The above two examples are fine when a law firm is clear regarding the
needs of its women professionals, but not all firms have the time or career
development experience to set their own direction.
One smaller firm engaged The Nyman Group to help them better define
the nature and extent of the problems facing the women on its team.
Through a series of Nyman-led activities, the firm was able to fashion its
own strategic plan that aligns with the firm’s business requirements,
culture, and individual perceptions of success. The result was a process
designed to support the exchange of ideas about how to reach goals and
ensure future growth/satisfaction – both for the women and the firm as a
whole.
With all three firms above, the common elements were the needs to
develop an internal sounding board among participants and create a safe
place for women attorneys to learn and practice new skills. With hard
work and a little innovation, firms with an eye on their own long-term
viability – not to mention the growth and development of their people -can take definitive steps to help women professionals shatter the legal
glass ceiling.
For more information about leadership development programs for your firm,
contact The Nyman Group at (215) 653-7220 or visit www.nymangroup.com.
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MASTER THE ART OF LEADERSHIP