"Diversity Lab unveiled a new round of commitments from law firms including a public pledge from one firm, Baker Botts, to link practice group leader or partner compensation to diversity and inclusion."
"The goal Baker Botts has publicly pledged to meet requires that firms link compensation to D&I by "materially impacting" pay if the partners or leaders meet or fall short of certain diversity subgoals."
"These subgoals include staffing most client pitches and matter teams with at least 50% diverse lawyers, sharing equal origination credit with diverse partners, and retaining diverse lawyers and non-diverse lawyers at the same rate."
"'As we have talked about this internally for a few years, it became clear that the only way to really drive behavioral change among our partnership is to really look at the compensation piece,' said Christa Brown-Sanford, co-chair of the firm's diversity & inclusion committee."
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Yesterday I was part of a panel on building and leading inclusive teams. One of the questions we were asked was how to build an environment where people at all levels feel comfortable sharing feedback with leaders and each other.
Creating and sustaining a feedback-rich culture is an overlooked aspect of inclusive cultures (and discussions on how to build an inclusive culture). And the effort that it requires can be intense (in a few different ways).
But it's a fundamental and worthwhile investment for leaders who want to advance diversity and inclusion in their business. Our panel had 4 key pieces of advice for leaders & managers of people who want to develop a feedback-rich culture on their teams and in their orgs:
"Allentown owes its existence to two Black men: Army officer Colonel Allen Allensworth of Kentucky and William A. Payne, an Ohio educator. They set out to establish a place 'where African Americans would settle upon the bare desert and cause it to blossom as a rose.'"
"Allensworth quickly became a shining example of Black self-sufficiency and prosperity. But this also proved to be its greatest vulnerability. White-owned business interests soon started to deal with it in ways that only racism can explain."
Allyship, especially in service of increasing diversity and making orgs more equitable and inclusive, must anchor to humility
What I mean by this, is it requires you to put your ego aside. Drop your need to be right, actively suppress your desire or inclination to take up space. Think of yourself an instrument, and ask to be led by the marginalized, affected community members
And if you end up arguing with said community about who should be at the forefront, guess what?