For many years, law firms of varying sizes have grappled with the challenge of diversifying their talent pool. Despite proactive diversity, equity, and inclusion (DEI) initiatives, concerns persist that fewer opportunities will exist to embed DEI into company cultures, particularly following the Supreme Court’s ruling against affirmative action. In light of this environment, what actions can firm leaders take to encourage cultural change and promote diversity?
I recently had the opportunity to speak with Heidi Reavis, managing partner of Reavis Page Jump, a successful women-owned and operated law firm. We discussed how law firms can initiate meaningful social change within their corporate environments.
Reavis emphasized how important it is for applicants considering joining a firm to have access to a wealth of information that goes beyond public relations spin. This includes internal data on personnel and payment processes, open rating sites, and social media insights. This level of transparency allows prospective employees to gain a clear picture of a firm’s culture and align their career choices with their personal values and goals.
Despite the increased transparency within the industry, Reavis shared concerns about a considerable number of women and people of color leaving Biglaw due to cultural incompatibility. She argues that most firms avoid the heavy lifting required to effect lasting, meaningful change. One solution cited was diversity in firm leadership, alongside broadening recruitment strategies at earlier stages and developing diverse skill sets.
The culture at RPJ encourages self-reflection among its lawyers and colleagues, allowing for the development of strong communication and advocacy skills. This approach, she believes, incentivizes attorneys to engage in the industries they serve more deeply without feeling the need to become corporate counsel.
The efforts to diversify the legal profession remain somewhat arduous, though Reavis noted that her firm has the unique advantage of serving a diverse client base due to the range of their practice areas. This diversity extends to supporting staff in industries that interest them, as well as maintaining an alignment with cause-driven initiatives. This approach has met with significant success in attracting socially-minded professionals to the firm.
When asked about fostering social change within a typical law firm, Reavis suggested that getting teams involved in initiative and alignment with causes could better inspire commitment to social change. This involvement can also aid recruitment and promote a shared sense of achievement. Firms must balance the longer timelines associated with these initiatives with other client work.
Reavis also noted the threat and fear of legal challenges to DEI initiatives. To counter this, she proposed more organic programs and activities such as mentoring, scholarships, and broadening internship programs among diverse and inclusive communities. COVID has also provided opportunities to understand employees’ work patterns and preferences better. This acknowledgement continues to play a crucial role in recruitment and retention.
In conclusion, she advocated for a balance between being clear about who firms choose to represent while acknowledging the broader impacts of their decisions. This balance, while tricky, is key in maintaining internal cohesion and reputation.
For more insights, read the full interview where Reavis sheds light on how to successfully alter law firm cultures.