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Spotlight on Flex – Samantha Lee

Our Spotlight on Flex showcases professionals from member organizations who exemplify personal and professional success while working a flexible schedule. Their stories illustrate the long-term benefits that flexible schedules offer to both individuals and organizations.

July 2020 Spotlight on Flex

 

For July 2020, we are pleased to share insights from Samantha Lee, Partner, Wiley Rein (Washington, DC)

Diversity & Flexibility Alliance: How have you made flexibility a priority and a success with your schedule?

Samantha Lee: I’m a Wiley Rein lifer; I summered at the firm and have been here ever since. I was pregnant with my son while I was a senior associate, and I assumed I’d return full time post leave as if nothing had changed. But after I had my son, I realized that coming back full time and pretending nothing had changed was definitely not going to work for me! Luckily, there are models of flexible work at the firm to look up to; I knew I needed to take a flexible approach with my return to work in order to maintain my mental health and my personal life, to be able to thrive in a high pressure position, balancing my commitment to client needs, and be active in firm citizenship.

I spoke to the firm’s Professional Development and HR teams to discuss my options – I didn’t know what flexible work would look like for me. The firm was supportive from the very first person I spoke with in both departments, and that support carried through to my practice group leaders (PGL). I was nervous about speaking with my PGLs because they play such a huge role in my professional development at the firm. But their immediate response was unhesitating support. They never questioned my need for flex; it was amazing and so incredibly reassuring that I was making the right choice for my career and for me.

Our nanny was also a grad student at the time, and she had to leave early on certain days for class. This allowed me to become comfortable with saying “no” because I also needed to be respectful of her schedule. The bottom line is that a flexible schedule gave me breathing room and provided the options I needed to come back to the firm after leave. Without it, I would not have stayed and been able to address some of the post-partum issues I was experiencing at the time too.

My original plan in 2017 was to come into the office every day and bill at 80% reduced hours for a year. But I stayed on this schedule for two years until I made partner in January 2020. It’s important to note that my choice to reduce my hours did not delay my path to partnership; I was promoted at the same time as my peers from my summer associate class. Once I became partner, and now that my son is older, I returned to a 100% billable hours schedule.

Even though I’m not on a formal flex schedule anymore, I still rely on flexible work in different ways. Wiley is a firm that recognizes people as people. If there comes a point where I can’t or don’t want to bill at 100%, I know the firm will support me. I know I can (and did) deliver the best quality service and work to my internal and external clients while working reduced hours. I openly share my flexible work experiences with everyone; people need to know they’re supported and shouldn’t feel stigmatized for wanting or needing to work flexibly. I understand why some people in less supportive firms feel the need for secrecy, but I don’t believe in this approach. The more people talk about working flexibly, the more mainstream it becomes.

 

DFA: How have the firm and/or clients contributed to your Flex Success®?

SL: I haven’t needed to address my schedule with clients; it’s just not something that comes up. I managed my reduced hours schedule by working on fewer matters, but I never gave less than 100% to every client. Because our group is so focused on building a talented and sustainable group, it’s easy to rely on a team and give younger associates the opportunity to learn and progress.

The firm has always given me what I needed; I have a great flex success story. I know the firm would support me again and any other attorney looking to incorporate a flex schedule in a heartbeat.

 

DFA: How has working flexibly made your career more sustainable and contributed to business/professional development opportunities?

SL: By reducing my annual billable target, I was able to focus on firm citizenship and business development opportunities that were important in my career. I was part of the recruiting committee, traveled for on campus interviews, and was able to take the time to speak to law students interested in working at Wiley Rein. Had I been billing at 100%, I would not have been able to do these things.

 

DFA: Looking back, would you do anything differently, or what would you tell your younger self?

SL: I would have spoken up sooner. Once I realized that flexible work was an option and what I needed, I waited too long to ask for it.

 

DFA: How do you recharge, and how do you pay it forward?

SL: Part of it’s maintaining a flexible schedule and the idea of being kind to yourself in all aspects. For me, that meant being OK with asking for childcare help one weekend a month so I could take time to recharge and focus on me. There’s nothing wrong with asking for help. My biggest responsibility is to be transparent, advocate on behalf of flexible work as a resource, and be an example of how it’s a viable option for career success. It can work for everyone.

 

 

 

 

 

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Action Step – Organizational Solutions Around Supporting Caregivers During the Pandemic

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. 

Organizations are planning how/when to reopen their offices as states are easing restrictions around the COVID-19 pandemic. As we enter the hybrid stage (i.e. the phase prior to a vaccine and complete reopening of schools), some employees will return to the office and others will continue to work remotely. This raises complications for many employees, especially caregivers, since several schools, childcare centers, and camps have remained closed. During this time, it’s particularly important for leaders to demonstrate empathy and appreciation for employees, including caregivers, who have been working hard while juggling personal responsibilities. Organizations can help caregivers succeed during this time and reduce their stress in a number of ways:

  1. Survey to Understand Needs. Survey your entire workforce to understand what worked and what didn’t during the pandemic. It should include questions specific to caregiving needs: What was the biggest challenge with managing work and caregiving obligations? Did your supervisor do anything that helped manage work and caregiving obligations? What additional resources would help you manage caregiving needs in the future?
  2. Create a Reason-Neutral Process for Remote Work. We strongly encourage organizations to allow employees to continue working remotely during this hybrid stage on a reason-neutral basis. This shows organizational support for employees during this time of continued uncertainty (lack of childcare/eldercare; vulnerability of elderly relatives; anxiety over getting sick; public transportation exposure, etc.). For caregivers, the ability to work remotely is crucial to maintaining work and personal obligations.

Continue Reading in the Member Resource Center

To read this entire Action Step become a member of the Diversity & Flexibility Alliance.  To learn more about how your organization can demonstrate its support of working parents and caregivers, schedule a call with Manar Morales today. 

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Inclusivity Considerations for Law Firms Reopening Offices By Manar Morales (Law360)

This article by Manar Morales, President & CEO of the Diversity & Flexibility Alliance was published in Law360’s Expert Analysis column on July 15, 2020.

As states begin to lift restrictions and people emerge from the shutdown, law firms are developing their strategies for reopening offices after weeks of remote working.

Many firms will find that it’s not as simple as it sounds, and there are countless intricacies to consider before employees return. While most firms will focus on ensuring physical spaces are as safe as possible, it’s equally important to consider the impact reopening decisions will have on your firm’s culture of inclusivity moving forward.

Firms will clearly focus on safety measures such as social distancing guidelines, the use of masks and gloves, plexiglass dividers, temperature checks, bathroom and cafeteria limits, and frequent sanitization. Additionally, many offices will choose to bring employees back in phases or have them alternate days in the office. However, even with all the protective measures in place, experts agree that nowhere will be 100% safe from the virus until there is a vaccine or cure.

Consequently, firm leaders are facing extremely difficult decisions regarding how and when to reopen the office and who should return. When contemplating these significant questions, firms should consider the following tips to maintain fairness and support a culture that embraces diversity and inclusion.

Continue Reading on LAW360.com here.

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Alliance Pulse Poll Emphasizes Need for Continued Focus on Diversity & Inclusion in Office Re-Openings

Washington, DC – July 10, 2020 – Today the Diversity & Flexibility Alliance released highlights from its Pulse Poll: COVID-19 and Re-Entry that emphasized the need for continued focus on inclusion for all employees in office re-entry practices.

The poll was developed to uncover important data and trends related to the approach law firms and corporations are taking during this initial office re-opening phase and to provide advice on best practices. The poll’s questions were related to office re-opening task forces, guidelines regarding which employees could continue to work remotely once states re-open, and the types of resources and training provided to employees.

“While many firms and corporations have pledged their commitment to diversity and inclusion in recent years, their actions as they re-open their offices during the COVID-19 crisis will demonstrate their sincerity and have a meaningful impact on all employees,” said Manar Morales, President & CEO of the Diversity & Flexibility Alliance. “While I am pleased to see that a significant number of firms and corporations are focusing on inclusion during office re-openings, I hope that more organizations will follow suit. It’s critical that firms and corporations incorporate D&I professionals in their Office Reopening Task Force, allow requests to continue to work remotely to be “reason-neutral,” and provide necessary virtual trainings,” she added.

The Pulse Poll revealed several noteworthy highlights, including:

  • The vast majority of participants (85.3%) have a task force focused on re-entry and nearly two-thirds of these task forces include a Diversity & Inclusion professional.
  • A significant share of participant organizations will allow all of their employees to work remotely (35.3%) and will use a “reason-neutral” process to determine who can work remotely  (44.1%). However, too many organizations are still limiting which employees can work remotely based upon their function and/or their risk level.
  • A significant share are planning on launching the following trainings: Best Practices for Working Remotely (38.2%, or 13 of 34), Best Practices for Leading Remote Teams (32.4%, or 11 of 34), and Unconscious Bias (23.5%, or 8 of 34).  Only a small number (3 of 34, or 8.8%) indicated they will have no trainings to support re-entry.

The Pulse Poll: COVID-19 AND Re-Entry consisted of responses from 34 law firms and corporations between May 14 and June 5, 2020. The complete report will be available exclusively to members of the Diversity & Flexibility Alliance as well as poll participants.

The Diversity and Flexibility Alliance is a think tank that collaborates with organizations to develop non-stigmatized flexible work policies that promote inclusive work cultures and help to advance more women into leadership positions. The Alliance provides practical research-based solutions, training workshops, and strategic advisory services that increase organizational effectiveness through diversity and flexibility.

Contact Manar Morales at manar@dfalliance.com for information on membership in the Diversity & Flexibility Alliance or for guidance on fostering flexibility and inclusion in your organization during this crisis and beyond.

 

Contact: Manar Morales

manar@dfalliance.com

202-957-9650