SEYFARTH SHAW LLP


J. Stephen Poor Midwest Region


INNOVATION IS A KEY factor in Seyfarth Shaw LLP’s success, whether it’s providing new strategic approaches to addressing clients’ needs to its forward-thinking methods of strengthening its culture of inclusion and diversity. Founded in 1945 by labor lawyers who were practical


and visionary, Seyfarth Shaw’s history laid the foundation for the work that continues today with the firm’s more than 800 attorneys in the U.S., London, Shanghai, and Sydney. Headquartered in Chicago, the firm provides services in litigation, employment, corporate, real estate, and employee benefits. Seyfarth’s diversity efforts are focused in three strategic


areas: developing a strong talent pipeline at all stages from exposing high school students to the legal professional through equity partnership; creating an organizational strategy through programs, policies, and business practices that build a diverse and inclusive culture; and having internal and external impact by supporting organizations, clients, and the law profession. In practice, these strategies include using feedback from


law students and professors to recreate the Seyfarth Fellows program that provides substantive training and helps students understand what it means to be a lawyer in today’s industry. In an effort to retain high-performing diverse attorneys,


Seyfarth launched a pilot mentoring and sponsorship pro- gram, where senior associates or those promoted to partner in 2013 are teamed with a local mentor and a national executive-level sponsor. Te sponsor group includes execu- tive committee members, national practice leaders, and firm managing partners. Te yearlong triad approach of mentor-mentee-sponsor


includes goal-setting and individual development planning. Te triad meets periodically to connect as a team. Te firm developed and launched the pilot mentoring and sponsor- ship program to accelerate promotion, while creating a stronger pipeline of potential diverse partners. “I am very proud of the engagement of my colleagues


around the firm who care deeply,” says J. Stephen Poor, chair and managing partner of the firm. “I am very proud of the overall firm effort; it’s not a commitment of only one or two people. Te mentoring program is structured in a very unique way. It’s had great success right out of the box. I’ve seen several people in the mentoring program move up to partner status.”


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ROPES & GRAY LLP


Diane Patrick Northeast Region


TO MAKE IT TO the A-List of the top 20 law firms and gain a top ranking for diversity achievements, Ropes & Gray LLP instituted a comprehensive plan to recruit, retain, and celebrate the contributions of the 1,100 attorneys that make up its global team. Te firm’s diversity committee hosts programs and


events, addresses policy issues, and works to ensure that diversity is a central focus throughout its 11 offices from New York to San Francisco and London to Shanghai. Headquartered in Boston, Ropes & Gray serves organi-


zations, investors, and individuals at all stages of the busi- ness life cycle, from start-ups to established industry leaders. Since the plan was implemented in 2010, the number


of minority attorneys increased from 144 to 180 while the number of women attorneys grew from 387 to 453. In addi- tion, there are 32 minority equity partners, up from 26. How does Ropes & Gray achieve and sustain such results?


It embeds diversity and inclusion practices into all aspects of its business, processes and systems; engages partners, associ- ates and staff in its diversity efforts; measures results using its own scorecard as well as external rankings; demonstrates leadership’s commitment to the cause; and communicates and celebrates diversity in and outside the firm. “Diversity is not a ‘program’ at Ropes & Gray. Rather,


it is an integral part of the fabric of the firm, woven into everything we do, from hiring to associate development, from staffing to business development,” says Diane Patrick, chair of the diversity committee and an employment law partner. “Tis approach enhances our ability to meet our clients’ needs with the diverse sets of perspectives and experiences that increasingly are necessary to successfully compete in our global economy.” Te firm’s recruitment efforts include leveraging relation-


ships with law schools, bar associations, former employees, and other professional organizations. Ropes & Gray created its own 1L program to attract and expose students to the firm’s culture. In addition, it hosts a pre-job fair reception for the


Boston Lawyers Group, which is a consortium of more than 40 of the largest law firms, government agencies, and corporations in Boston created to promote hiring, retention, and the professional development of attorneys of color.


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NOVEMBER/DECEMBER 2013 DIVERSITY & THE BAR®


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