Compiled for the LCLD Board of Directors every Wednesday, this digest is designed to brief you on the latest headlines about LCLD Members and organizations, as well as thought-provoking articles on diversity in the legal profession, talent development, mentoring, and leadership. Past issues of the Digest are also archived on the LCLD web site.
If you have questions about the Digest, articles you'd like to share, of if you would like to subscribe, please email Communications Specialist Caitlin Puffenberger at firstname.lastname@example.org.
McKinsey & Company, January 2018
Companies with the most diverse leadership teams are more likely to have higher profitability than their peers (21 percent for gender diversity and 33 percent for cultural/ethnic diversity), while companies with the least diverse leadership were 29 percent less likely to achieve above-average profitability.
The American Lawyer, 1/19/18
“If you have diversity programs that really aren’t tied to the economic factors within the firm, they’re not going to be successful,” says Michelle Wimes, Chief Diversity and Professional Development Officer at Ogletree, Deakins, Nash, Smoak & Stewart.
Texas Lawyer, 1/22/18
Under the leadership of its first female Global Chair, LCLD Member firm Norton Rose Fulbright aims to have women make up 30 percent of partners and leadership positions across the firm by 2020.
The American Lawyer, 1/11/18
Despite evidence that mixed gender teams significantly outperform single-sex teams, and teams led by female partners perform just as well as those led by men, male clients remain a third less likely than female clients to choose female lead partners.
LCLD Communications, 1/17/18
In early December, The Walt Disney Company hosted more than 35 LCLD Fellows at its Burbank, CA campus for a two-day Learning Experience unlike any other, featuring LCLD Board Member Alan Braverman and Disney CEO Robert Iger.
Harvard Business Review, 1/23/18
“Excellent mentors are intentional about taking the time to truly ‘see’ their mentees, understanding—and accepting—both their authentic real selves and their ideal selves and imagined career destinations.”