INNOVATOR AWARD
GOLDBERG SEGALLA LLP RICHARD COHEN
PIPELINE G 40
oldberg Segalla LLP has gained a reputation for its best practices philosophy,
which calls for putting clients fi rst and emphasizing the
team over the individual, as well as capitalizing on a diverse talent pool. “Diversity is important in every profession—fi rst, because
being open and inclusive is the right thing to do, and secondly, because a work environment that brings together diverse perspectives, cultures, and experiences results in a better service or product,” says Richard J. Cohen, managing partner. “But it is especially important to focus on diversity in the legal profession because studies show that clerkships and associate positions are tougher for minorities to get, and these statistics get even worse when you look at higher-level positions like partner or general counsel.” Goldberg Segalla’s Diversity Task Force, spearheaded by
Joseph Hanna, has two major initiatives that have shown signifi cant results. T e Diversity Internship Program, which off ers real-life
experiences to minority law students, has brought together Western New York’s legal community to demonstrate that diversity benefi ts everyone. “Across the judiciary and our area’s top law fi rms, excitement grew for this program once word started to spread,” Cohen says. “Within just its fi rst summer in 2011, 25 students were working in area courts through the program, and that number quickly doubled by this summer. Additionally, 14 minority law students have been placed in seven fi rms.” Another program that the fi rm sponsors is Success in the
City, an annual diversity networking and mentoring event that allows the 500 students, legal and business profession- als, educators, nonprofi ts, and political leaders in attendance each year to establish lasting connections. “I think the success of these programs and the interest
we’ve seen from all corners send a clear message,” Cohen says. “Diversity is a critical component of success for the greater legal and business communities.” At Goldberg, identifying excellent people means top
quality results. “By helping us provide the best legal services possible, diversity has helped us earn the trust of our clients, who also tend to appreciate it when they see the diversity of their company refl ected in their legal team. Goldberg Segalla would not have grown from seven attorneys to nearly 150 in just over 11 years without earning that trust and incorporating the voices and perspectives of a diverse group of individuals.”
DIVERSITY & THE BAR® NOVEMBER/DECEMBER 2012
WINSTON & STRAWN LLP AMANDA GROVES
MENTORING M
entoring has taken on a whole new look at Winston & Strawn LLP.
T e global practice has revamped the framework for
its mentoring program introduced in 2007, and has given it an “extreme makeover” this past year. T e makeover was a combined team eff ort among the diversity committee, profes- sional development department and Attorney Resources & Recruitment (ARR) team, and key staff . T e fi rm gathered information through exit interviews
on how well formal and informal mentoring worked there. Additionally, it hosted “chat and chew” meetings for all attorneys in each of the fi rm’s domestic offi ces to solicit feedback about the current program. T at information was used to develop the newly branded mentoring program “MentoringMatters@Winston & Strawn.” Key elements in the innovative mentoring program
include a new mentoring structure, guidebook, and sup- porting materials; new meeting requirements and resources; newly appointed attorney mentoring coordinators; and a fi rst-time mentor-mentee match survey. “Although the formal program began as a diversity
strategy, we have found that it benefi ts attorneys throughout the fi rm,” says Amanda L. Groves, partner and chair of the diversity committee at Winston & Strawn. “Mentors report they enjoy being part of grooming our next generation, and we have seen increased satisfaction by mentees as well.” Winston & Strawn recognizes that a good mentoring
relationship is not automatic and doesn’t happen overnight. It requires consistent two-way communications, honesty, candor, and time for development. T e fi rm has also benefi tted from an informal mentor-
ing environment. “Informal mentoring has always been an important part of the fi rm’s culture, but it became part of our diversity strategy in an eff ort to make sure no associates were ‘falling through the cracks’ in terms of fi nding and developing mentoring relationships,” Groves says. In addition to revamping mentoring eff orts, Winston &
Strawn is also proud of other innovative programs to ensure that staff needs are met. “We are particularly proud of the cross-fi rm and cross-
rank task force we created to revamp our reduced hour and family leave policies,” Groves says. “T ey implemented a plan that includes partner coordinators in each offi ce and personal coaching assistance for those preparing to go on or come off a family leave.”
MCCA.COM
2012 AWARD WINNERS
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