Thought leader: we've come a long way... or have we?

By Paulette Brown, partner and chief diversity officer, Edwards Angell Palmer & Dodge LLP

As the number of women who graduate from law schools has equalled or surpassed the number of male graduates over the past decade, women who are employed by large law firms have increased exponentially. In fact, women now comprise almost one half of all law school graduates and almost an equal percentage are being hired by firms. There has also been a proliferation of gender diversity initiatives in large firms, all in an effort to reverse a trend of attrition and to make the large firm a more welcoming environment for female lawyers.
These initiatives have had varied successful results. Many firms have encouraged such formations to enable their female lawyers to have an outlet for mentoring, professional development, networking and rainmaking opportunities. In some cases, gender diversity programmes have given a jump start to flexible working arrangements. Arrangements, which have actually adapted to the benefit of both women and men, enabling some to ostensibly ‘have it all’. At more progressive firms, such programmes have provided the impetus for enabling women to ascend to leadership roles, becoming department heads and even to the rarified role of managing partner. Indeed, some firms have a defined commitment on the retention and promotion of their female staff. But, are these instances the exception rather than the rule? And have women really made the type of progress that one would consider significant?
When I questioned my colleagues in the US Association of Law Firm Diversity Professionals concerning how well women are faring in large firms and whether things are better now than they were ten years ago, responses were varied. But, one answer was consistent to both groups: ‘We can do better or more.’
Certainly, if you look at the hard numbers on gender parity – as the US-based National Association of Women Lawyers (NAWL) has recently done – it would appear that much more is needed to obtain optimal progress for women working in the legal sector although there has been some progress made in recent years. NAWL’s fourth annual National Survey on Retention and Promotion of Women in Law Firms (published in October 2009) is instructive. Keeping in mind that almost half of the law school graduates in the US are women, the Survey specifies that women comprise only 16 per cent of equity partners and women of colour comprise less than two per cent of large law firm equity partners. Significantly, the survey also revealed that men out-earn their female counterparts at an alarming rate. Male equity partners in the US earn, on average, more than $87,000 per year more than female equity partners, although, in most instances, when they begin their careers men and women earn essentially the same amount. The trend, therefore, appears to be that the longer one remains in the profession, the greater the disparities will be. So, naturally questions arise concerning how firms are allowing such gender disparity to continue unchallenged. Quite frankly, it is my opinion, that the majority of firms are unhappy with the current status quo and are consequently looking for ways to ‘right the ship’. Law firms are struggling to find ways to not only retain female lawyers – a starkly different position than when my generation graduated from law school – but also to make them successful rainmakers and leaders. We women have to do everything we can to facilitate our success and help law firms to do better.

Paulette Brown is a partner and chief diversity officer at Edwards Angell Palmer & Dodge LLP. She can be contacted at pbrown@eapdlaw.com