discuss what practices are failing and
what will generate results. A sensitive
balance exists during this period because
law firms must manage the risk of making selection practices based exclusively
on diversity as opposed to being inclusive as well as present forward the best
available talent. A risk of tokenism can
occur especially as there is a desire to be
responsive to client scorecard inquiries.
Law firms must focus on efforts of cross
selling and internal collaboration that
open up broader pools of lawyers for
client exposure. Further, we are part of
client discussions focused on impacting
culture, driving intentional dialog about
difference and creating an environment
of belonging.
BUILDING A DIVERSE CULTURE FROM THE
BEGINNING BY PROMOTING D&I IN LAW
SCHOOLS
The ABA’s 2018 report on law school
student enrollment and representation,
especially the 1-L student enrollment
percentages, shows some growth specific
to women and diverse students. However,
there may still be a pervasive viewpoint
among students that the world of Big
Law will never be open to them, spe-
cifically students who are economically
disadvantaged, first in their families to
pursue a degree, nor attending some of
the nation’s most elite law schools. Ironi-
cally, I was one of those students who felt
that way after seeking a summer associate
position and opted to volunteer for a civil
rights organization. I built the founda-
tion of my career focused on social justice
through access to economic opportunity.
That foundation served as a springboard
to a 20-year career across multiple sectors
with a full circle moment, returning to the
very industry that I assumed I was not the
right “fit” for.
Of course, there are law students who
will never have an interest in working for
Big Law and instead desire a life focused
on public service and social justice.
However, the time is prime to expose
this future generation to lawyers who are
both similar and dissimilar to them. As
we continue to see news reports of investors seeking companies that are “doing
right by society” as well as pledges from
both general counsel and entities such
as the Business Roundtable, where the
world’s leading CEOs are redesigning
the purpose of corporations, we should
seize upon this window of opportunity
to convey to future lawyers that you can
contribute and make a difference in society while being part of a law firm or in
house counsel.
As we think about whether Big Law
is well positioned to address the inten-
tionality of client engagement specific to
D&I, we must conclude with a repeatedly
issued mantra across D&I practitioners,
“It starts at the top.”
While the role of the chief diversity
and inclusion officer must be empow-
ered and resourced, the directives must
come from the top. Leadership teams
should be inclusive and encompass
diversity of thought, background and
experience.
Fenimore Fisher is the chief diversity & inclusion officer at DLA Piper. Previously, Fenimore served as vice provost and chief diversity
officer at Johns Hopkins University. He has
also worked for the City of New York, leading
the design and implementation of strategies to
position the city as a global leader in innovative and inclusive workplace practices, served
as vice president of diversity and employment
analysis for Walmart and was the executive
director of the Rainbow/PUSH – Wall Street
Project.
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Law firms must focus on efforts of cross selling and internal
collaboration that open up broader pools of lawyers for
client exposure.
