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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1. Credible Commitments to Legal Diversity

“To have credible diversity and equity initiatives in law, diverse and female lawyers must have opportunities to contribute at the highest levels by virtue of their representation in positions of influence,” writes legal analytics expert Evan Parker. “Equally important, we’re going to need leaders from all demographic backgrounds to demonstrate a greater willingness to take uncomfortable risks.”  Legal Evolution

2. How Top-Valued Microsoft Has Avoided the Big Tech Backlash 

Brad Smith, LCLD’s Immediate Past Chair and President of Microsoft, has helped the company become the tech sector’s leading advocate on public policy matters. His new book, Tools and Weapons, discusses the responsibilities that come with powerful technology.  The New York Times

3. Harrity & Harrity Introduces Innovative Legal Diversity Initiative  

  • The Minority Firm Incubator at LCLD Member firm Harrity & Harrity is a four-year program that seeks to address the lack of diverse representation in law firm leadership by engaging with diverse patent lawyers and helping them launch their own firms.  CityBizList
  • Program Mentors include LCLD and Member corporation Accenture.  Harrity & Harrity

4. Diversity Initiative Names 64 Firms ‘Mansfield 2.0’ Certified 

Forty-seven LCLD Member firms are now Mansfield 2.0 certified, meaning 30 percent of potential candidates for significant roles are women, minorities, and/or LGBTQ+. See the list of certified LCLD Members hereThe American Lawyer

5. Law Firm Origination Credit Systems Still Hurt In-House Diversity Efforts 

The traditional origination credit model often leaves out women and minority lawyers; it often requires data collection and intense pressure from in-house leaders to create change.  The American Lawyer