Even as managing partners have sharpened their focus on their firms’ diversity, equity and inclusion initiatives, the hard work of actually making change has mostly fallen to women and members of underrepresented or marginalized groups themselves, rather than to the still overwhelmingly white male leaders who are best positioned to remove those barriers.
Research shows that within organizations, more women take on “non-promotable work” than their male colleagues, and that this hurts women’s advancement and job satisfaction.
Many companies work toward creating a culture where constructive feedback is continuously given and received across all levels of the organization as this has been shown to drive both individual and team performance.
Although organizations typically look at past performance when identifying future leaders, research shows that an employee’s track record is not a truly accurate indicator of who may excel at things they have not done before.
There has long been a disconnect between how people are trained to be lawyers and what it actually takes to be a successful lawyer. That gap has only grown in recent years as the practice of law is being continually reshaped by ever-faster developments in technology, business and culture.
How can mentors establish trust with mentees? Daniel Farris, a partner with Norton Rose Fulbright in Chicago, answers this question.
Becoming a “thought leader” is a goal of most executives and partners across professional services industries, but what thought leadership means and why it is necessary in today’s market are difficult for some of these professionals to articulate.
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