Action Step – Flexible Flexibility: Individually-Tailored Schedules

The Alliance’s Action Steps are designed to assist organizations with implementing practical strategies and policies related to diversity and flexibility.  Members can access full versions of all of the Alliance’s Action Steps in the Member Resource Center.

FLEXIBLE FLEXIBILITY: INDIVIDUALLY-TAILORED SCHEDULES

Flexibility is a two-way street. To be effective, flexible work programs have to provide what lawyers want and meet the needs of the organization and clients. The legal profession is a service-driven one; accordingly, outlining expectations for a flex lawyer’s availability when client emergencies arise is critical to the viability of the organization. Flexible flexibility is good. Well conceived written policies that provide flexible flexibility are even better… Read more

Looking Ahead: Your Business Development Plan for 2014

December 2013

Featuring — Sara Holtz, Founder & CEO, ClientFocus

Sara is a noted business development coach for women lawyers and the author of “Bringin’ in the Rain: A Women Lawyer’s Guide to Business Development.” She will discuss the eight steps you need to take to develop a concrete action plan to grow your practice and career in 2014.

Action Step – Five Essential Characteristics of an Effective Written Flexible Work Policy

The Alliance’s Action Steps are designed to assist organizations with implementing practical strategies and policies related to diversity and flexibility.  Members can access full versions of all of the Alliance’s Action Steps in the Member Resource Center.

FIVE ESSENTIAL CHARACTERISTICS OF AN EFFECTIVE WRITTEN FLEXIBLE WORK POLICY

A written flex policy has clear benefits. It gives the employer control over the terms of the program and guidelines for managing it. It also encourages lawyers to use the policy to curb unwanted attrition, and thereby reducing flexibility stigma. Here are five essential characteristics of an effective written flex policy to consider:

  1. The policy should be designed by the organization
  2. The policy should allow attorneys to create a schedule that fits their needs…

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What If I Say the Wrong Thing? An Open Conversation with Verna Myers

November 2013

Featuring — Verna Myers, Founder & President, Verna Myers Consulting Group (VMCG)

Verna will educate, engage, and entertain participants with an open and honest conversation about the difficult talks we all have had (or need to have) with co-workers, management, and people we meet in life.

How Women Can Be Sponsor Ready

November 2013

Featuring — Ritu Bhasin, Principal & Founder, bhasin consulting inc.

Ritu will discuss key strategies and tools for becoming “sponsor-ready” from the individual and organizational perspectives.

Share of Women Among New Partners Grows Incrementally

The Diversity & Flexibility Alliance Releases Its Annual New Partner Report

WASHINGTON, DC, October 30, 2013 — The share of women among new partner classes at major law firms gained only one percentage point in the last year. Thirty-four percent of attorneys promoted to the partnership in 2013 were women, as compared to 33 percent in 2012, according to data collected by the Diversity & Flexibility Alliance (the “Alliance”).

The Alliance’s New Partner Report compiles data from announcements and other self-reported sources from law firms about the attorneys promoted partnership in 2013. Data for over 100 of the nation’s largest law firms are detailed in the report, including members of the Alliance and many among the The American Lawyer 100 (AmLaw 100) ranks. Read more

Action Step – Hire A Flexible Work Coordinator

The Alliance’s Action Steps are designed to assist organizations with implementing practical strategies and policies related to diversity and flexibility.  Members can access full versions of all of the Alliance’s Action Steps in the Member Resource Center.

HIRE A FLEXIBLE WORK COORDINATOR

Most Alliance member firms have flexible work coordinators. They play an essential role in the success of flexible work programs. Here are some of the things flexible work coordinators can do for firms:

  1. Oversee the schedules, assignments, evaluations, and promotions of the lawyers who are working flexibly, monitoring them for reasonable compliance with the agreement between the lawyers and the firm;
  1. Work with lawyers who want to make a proposal for flexible work, helping them to think through various schedule options, anticipate client needs, and suggest necessary workload adjustments…

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Action Step – Best Practices for Negotiating Your Flexible Schedule

The Alliance’s Action Steps are designed to assist organizations with implementing practical strategies and policies related to diversity and flexibility.  Members can access full versions of all of the Alliance’s Action Steps in the Member Resource Center.

BEST PRACTICES FOR NEGOTIATING YOUR FLEXIBLE SCHEDULE

  1. Prepare: Define what you need and get the facts
  2. Develop the business case and create a road map
  3. Anticipate objections and plan alternatives
  4. Get in the right mind frame
  5. Make your presentation
  6. Plan your next steps…

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Demystifying Generational Differences

July 2013

Featuring — Lauren Stiller Rikleen, President, Rikleen Institute for Strategic Leadership

The Millennial generation is entering the workplace in increasing numbers, and many senior leaders are experiencing the challenges of managing a multi-generational workforce. Lauren will present findings from her research (and upcoming book) on Millennials, dispelling many of the myths surrounding this generation and providing practical advice for strengthening intergenerational relationships.

Action Step – Take A Picture of the Glass Ceiling at Your Firm

The Alliance’s Action Steps are designed to assist organizations with implementing practical strategies and policies related to diversity and flexibility.  Members can access full versions of all of the Alliance’s Action Steps in the Member Resource Center.

TAKE A PICTURE OF THE GLASS CEILING AT YOUR FIRM

One of the greatest challenges for law firms is to identify their glass ceilings. (For some firms, of course, the greatest challenge is admitting that they have a glass ceiling, but the low numbers of women in the upper levels of leadership at most firms are hard to deny.) By determining the location and parameters of the obstacles to women’s advancement, firms can target their efforts and make better progress toward gender equity. Here are ways to get a handle on where the obstacles for women exist in your firm:

  1. Slice and dice the number of women in every sector of the firm for the last several years…

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