Thanks to @LizzCGibson for flagging this…ummm…let’s say… “troubling” headline from @lawdotcom about BigLaw maxxing out on caring about #DEI and #mentalhealth and well being.
“Over the past two and a half years, law firms became more empathetic to the plights of their employees. That meant being attuned to the needs of parents who had child care issues and being open to flexible working schedules,
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remote work and mental health days. Vacations were encouraged and paid for in some instances. Significant investments in DEI and affinity groups were made. Is this level of empathy sustainable in Big Law?”
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No need for a dissertation level thread here.
Bottom line:
1. “Empathy” is not some cost of business that needs to be curtailed.
2. Big Law is currently **nowhere close*** to having a sustainable level of “empathy.” We have miles to go on DEI and mental health.
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3. None of these problems in the law workplace arose because of the pandemic. We were at epidemic levels of poor mental health and wellness in the legal field well before according to every survey ever.
4. There is no “going back to normal.” There is only building better.
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5. It’s better business to build better cultures that integrate DEI and mental well being into work life.
It’s counterproductive and literally insane not to do that.
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6. We should draw inspiration from other industries across the world who recognize these, many of which were highlighted and speaking about it at @tchappen 2022 conference in the UK. We have much to learn.
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7. Thanks for also tagging my @nyulaw classmate and erstwhile law firm cultural reflector @JosephPatrice who was good enough to pick up my @AmericanLawyer mental health article and discuss on @atlblog:
8. Thanks also to @wellbeinginlaw & hundreds of leaders too numerous to mention here who are working together because they realize empathetic leadership is strong leadership, and that mentally well lawyers who feel like they work in a culture of belonging are better lawyers.
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I founded Lawyering While Human in January of 2022. I’d always wanted to be the Chief Enthusiasm Officer of something –but for some reason CEOs never seemed to want to let me take that title– so when I started @law_while_human, I appointed myself Chief Enthusiasm Officer too.
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The story of Lawyering While Human began, in a way, in 2016. A friend of mine, let’s call him Kevin (because his name is Kevin Cranman), was involved with an IP law conference (the In-House Innovates: East Conference) that had lost their keynote speaker at the last minute.
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Kevin was one of my few “work friends” who knew that one of my side “passion projects” outside of work, which I didn’t really talk about in work/law circles, was as a writer and editor for a website called The Good Men Project (@GoodMenProject).
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Mini-Rant About The Phrase "Work-Life Balance," Which I Didn't Know I Felt So Strongly About Until Just Now.
The phrase "work-life balance" is a hallmark of the problem we have with authenticity — how can we be authentic leaders if the very language we use to talk about our lives is falsely compartmentalized?
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There’s not (or at least there should be) a Work Mike and a Personal Mike. There's just one Mike. @michaelkasdan
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The parallels between dominance-based traditional masculinity (AKA “toxic” or Patriarchal masculinity or “the Man Box’) & traditional law firm culture, the internalized lawyer identity, & law firm lawyer’s resulting poor mental health & well-being.
A discussion.
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I have been a law firm lawyer for over two decades, and have worked in Big Law, boutique specialty firms, and medium sized law firms.
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For the last 10 years or so, I’ve also been an Editor, Writer, and Director of Special Projects for @GoodMenProject.
During that time, I’ve had the opportunity to study and write about all aspects of dominance-based masculinity: