You are your own best advocate. Have regular conversations with mentors, sponsors, and your supervising attorneys and practice group leaders at all levels. By asking these questions, you can begin to learn if you have a good chance of making it (to partner, or counsel, or whatever promotion you desire), and what you need to do to get there. Ask how the fi rm measures partnership candidates, request assistance with your business plan, seek additional experience, and make needed contacts. Invest time getting to know people you haven’t worked with regularly or who are outside of your practice group but infl u- ence the partnership decision. Most importantly, if you want to be made a partner, say that. Simple as it sounds, many women don’t make their goals clear to their colleagues and supervisors. Ask key people if they will support you, and then do what they ask of you in order to get yourself there.
NEW PARTNERS: Can I meet that client or help with that pitch? Can I get billing credit for that matter?
T e key to success as a partner is business generation, and it is important that you bring work into the fi rm and get credit for your eff orts. When you believe you can off er a valuable service to an existing or potential new client, ask the relevant partners if you can deliver the pitch. Expanding the existing pie is still business generation, of course. And once you expand the pie, be sure that you get the appropri- ate credit. Firms diff er in how they award and calculate billing credit, and some don’t even have tangible billing credit. But most fi rms reward and compensate partners based on some measure of profi tability. When you become a partner, sit down with a few trusted partners and ask for the scoop on what matters and how credit is given for busi- ness origination, generation, servicing, etc. T ere may be a number of times you can get credit—at the outset of the matter, after the matter is closed, at the end of your billing year. Asking for credit can be a delicate discussion if you are not in control of the matter. But if you don’t ask, other, more vocal attorneys may get the credit you deserve.
ESTABLISHED PARTNERS: How can I promote diversity within the fi rm?
Now that you have an established work fl ow and client base, you have a lot of control over who gets the opportunities for advancement in your fi rm. Are you considering diversity every time you staff your projects and cases? Are you giving everyone a fair chance to work on your deals? Junior attorneys can’t gain experience without being given an opportunity, and you are in the best position to infl uence their future at your fi rm. It can be frightening for a new partner to suddenly fi nd they are not being fed work anymore—let these women take over your deals so you can focus on bigger-picture business development. Give female associates “stretch assignments” to allow them to shine. Explain that you are giving them the opportunity to try
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something new outside of their comfort zone. And give that feedback! Another way to promote diversity in your fi rm is to be a role model. Seek leadership positions within and outside of the fi rm and advocate for diversity. Simply by serving in those roles, you will inspire other women.
SENIOR PARTNERS: How can I mentor junior women? How can I transition my business in a way that gives women an opportunity?
As you start to slow down on your billable work, try and ramp up on “fi rm welfare” activities that give you a chance to meet and talk with female attorneys who are junior to you. What more can you be doing to support the women at your fi rm? Of course, staffi ng women on your matters is important, but you also have the most experience and perspective of anyone in the fi rm. Junior women don’t have the benefi t of that experience or perspective. Ask them what they feel they are missing in their careers, help them fi nd resources, make introductions to clients and colleagues, assist with business plans, and help them understand the culture of the fi rm. Integrate them into your networks and client relationships. And then when they have earned the opportunity, transition business to them. You will leave a legacy to future generations of female lawyers. Knowledge and information are the building blocks for
developing a rewarding strategy and career path. Asking the questions alone won’t guarantee success, but the answers will provide you with the knowledge necessary to make informed decisions about your career and how you can assist others with their careers. D&B
Joanna Horsnail is a partner in Mayer Brown’s Government & Global Trade group in the fi rm’s Chicago offi ce. She serves as chair of the fi rm’s global Women’s Leadership Committee.
NOVEMBER/DECEMBER 2013 DIVERSITY & THE BAR® 45
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