Compiled for LCLD Members and the 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.
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- As large law firms grow more competitive, what it takes to become (and remain) partner has changed. The Wall Street Journal
- LCLD Members Elliott Pornoy, David Greenwald, David Boies, and Steven Gartner weigh in on the changing law firm model. The Wall Street Journal
- There is a “sizeable disparity” between the percentage of minority and white equity partners at many major firms, according to a recent analysis of AmLaw firms. The American Lawyer
- To combat uneven promotions between equity and nonequity tiers, firms need to make sure they’re giving minority attorneys opportunities and resources to advance even after becoming nonequity partners, says Tiffani Lee, LCLD Fellow and Partner at Holland & Knight. The American Lawyer
In a law school class taught by 2011 Fellow Kassem Lucas, students learn the history of legal diversity, hear from experts, and then are challenged to come up with their own practical solutions. The Legal Intelligencer
Remove system bias by identifying “hidden” decision-makers, like mid-level associates who determine how work is distributed to more junior lawyers; adding rigor to subjective decisions; and looking for on- and off-ramps in career trajectories. Harvard Business Review
“With my laser-focus mind and near-photographic memory, I can help comb through close to a million documents and take note of minute details concerning places and names, noticing patterns that others would not,” writes Haley Moss, an attorney and autism advocate. But employers miss out on these advantages when they focus instead on “perceived deficits” like failure to make eye contact during an interview. The Washington Post
A recent study found that leaders tend to give male employees feeback that helps them achieve specific goals, while women more often receive vague, personality-based feedback. The Wall Street Journal