Diversity: How Firms Deliver What Clients Want

Panelists
Russell Harris, Diversity Initiatives Manager, Mayer, Brown, Rowe & Maw LLP

Tommy Shi, Diversity Officer, Mercedes-Benz/DaimlerChrysler

Kelly Burrello, Director of Research, The Diversity Training Group

Click here to download the presentation featured at this event.

Program Summary:
Russell Harris: Mayer Brown is serious about its diversity initiative, which includes lawyers and staff from all offices. The firm’s initiative is strategic first, tactical second, and emphasizes one-to-one communication about diversity with partners of the firm, and others. Recruiting is highlighted at Mayer Brown, which struggles with some partners who misunderstand diversity as a way to make minority groups feel special; Russell pointed out that, in fact, true cultural diversity means that no minority attorney is treated any differently than any other attorney.

He emphasized that a diversity initiative must first be a success internally, and that communication and agreement are fundamental components of any successful law firm diversity strategy. Education is a prerequisite to generate an enduring foundation from which all associated activities flow.

At Mayer, the firm implemented a firm-wide training program that ensured all members of the firm understood its dedication to diversity, its goals, timeframes and to shape expectations accordingly. The involvement and communication on diversity happened from the top down, and this was important for getting everyone in the firm on the same page. Firm culture needs to embrace and genuinely reflect commitment to diversity. Once the internal aspects are satisfied, external promotion is considered and implemented.

Russell shared ad creative that Mayer uses in a campaign on its diversity initiative, with placement in legal publications such as The American Lawyer, Diversity & The Bar, MCCA Magazine, and as the basis for sponsorship ads it places in program guides for diversity events.

Tommy Shi: DaimlerChrysler and Mercedes have a worldwide program that reflects a deep and enduring commitment to diversity, primarily because "our customers today do not look like our customer of 20 years ago" and they "expect to be communicated with and related to in a way that understands and speaks to their culture."

Formerly in the legal department, Tommy was recruited to be a diversity director, a leadership position that is devoted to fulfilling the company's diversity mission. His key points included:

·         His signature quote to others is, "You don't need to believe in diversity, but you need to understand the business case behind it."

·         A company or firm's ability to communicate with diverse customers has a direct correlation to revenues and profit.

·         Companies expect and insist on doing business only with suppliers who can frame the business in a way that understands and relates to the core principles of diversity.

·         Often, law firms fall short of the mark with superficial programs (only) and a focus on the numbers (only) and this causes problems for law firms with recruiting and retaining diverse lawyers.

·         Too often, firms recruit well in terms of diversity then don't follow through and lose the associates who don't feel respected.

Kelly Burrello: A full-time diversity training professional and consultant, Kelly provided a brief training program that reflects her understanding of what legal marketers and law firms need/want to know regarding diversity initiatives – the product of numerous assignments and interviews of firms, partners, and others. (Her slides are attached.) The main points she emphasized included:

·         A diversity plan and firm-wide buy-in on the plan are essential.

·         Execution and follow through make or break the success of any firm's diversity program.

·         Do not be politically correct; be genuine.

·         Diversity programs need to be subtle to work with clients.

·         Firms often make the mistake of sending diverse lawyers to the pitch but not to staff the matter.

·         Golf is often cited as a white-male exclusionist activity that drives (no pun intended) big business.

·         Firms often make a mistake of limiting diversity to lawyers only; effective programs embrace all members of the firm, its suppliers, and its clients.

The panel ended with an interactive discussion among the panelists and the audience members to ascertain the key issues facing law firms today relative to diversity. They included:

·         Associate retention. Quality of life is becoming more of an issue and diversity plays an increasing role in what is perceived as quality of life issues.

·         Overcoming "the diversity plateau."

·         Budget. It takes real dollars to implement an effective program and the money spent is an indicator of commitment.

·         Overcome the "smoke and mirrors" syndrome with clients. Lip service is transparent; understated sincerity is the only way to convince clients that the firm is serious about diversity.

·         Diversity activities should be all-inclusive; that means all are invited to diversity events.

·         Activities must be "understated to be real."

·         Leave the PC talk outside -- we're not as fragile and sensitive as you perceive and we do not wish to be treated any differently than any other lawyer.