 How does one of the largest law firms in Canada address and advance equity, diversity and inclusion? I reached out to Nikki Gershbain, McCarthy Tétrault's Senior Director, Inclusion and Community Engagement, to find out: 1. Almost all law firms have an equity, diversity and inclusion policy or commitment on their website. What does EDI mean to your firm and is improving EDI a priority? For McCarthy Tétrault, EDI means taking the obligatory commitment that can be found, as you note, on every firm’s website, and turning it into concrete and meaningful action for our people on the ground. It’s not only a priority for our firm, it’s one of our five strategic pillars. At McCarthy Tétrault we’re focussed on diversity, but even more so on inclusion. Inclusion goes beyond representation in an effort to identify and eliminate unconscious biases, creating programs and policies designed to set diverse lawyers up for success, and creating spaces where everyone can bring their whole selves to the workplace. For us, EDI is more than just a head count. As EDI expert Verna Myers has now famously written, “diversity is being invited to the party, inclusion is being asked to dance.” Importantly, what inclusion is not is reverse discrimination. This can’t be said enough. The kind of efforts I’m describing and that our firm is promoting don’t create an unfair advantage for some groups – they simply level the playing field for others. As part of the EDI movement, we need to dispel myths that continue to persist, despite clear evidence that diverse lawyers can face significant barriers to success within the legal profession. We need to drive home the message that merit and inclusivity are two sides of the same coin. Finally, true EDI requires leadership from the top of the house. While diversity and inclusion have been longstanding priorities of McCarthy Tétrault, late last year our CEO Dave Leonard kicked off a renewed and robust internal dialogue that has, within a short period of time, elevated and prioritised these discussions. Leadership matters. 2. What steps (or initiatives) has your firm taken to address and improve EDI? McCarthy Tétrault has always been committed to EDI. We were the first Canadian law firm to appoint a Chief Inclusion Officer, and one of the first to establish a National Inclusion Committee. In recent years, we’ve focused on creating leadership opportunities for women: today, 45% of our senior leadership team and 40% of our board members are women, as well as 43% of our lawyers. Elevating large numbers of women into senior governance roles has put gender issues front and centre at the firm, and has set an example for our women lawyers, who see visible evidence of the fact that they can aspire to positions of leadership at the firm. Some of the many programs and policies we currently have in place to put our values into action include bias-free recruitment policies, work allocation programs, support for parents and nursing mothers, mental health leadership, flexible work arrangements, and firm-wide anti-harassment training. Associates can also take up to one year of parental leave without impacting their salary level or partnership eligibility. These programs have led to our status as one of Canada’s Best Diversity Employers, seven years running. We’re one of just a handful of law firms in the country to currently hold this distinction. While we are proud of our progress, we know there’s more to be done. That’s why McCarthy Tétrault recently created my role – Senior Director, Inclusion and Community Engagement – and launched an innovative, firm-wide program called “Inclusion Now”. The first program we announced under the Inclusion Now banner was outward-looking: a five year, $5M gift to United Way to support members of five equity-seeking groups: women, members of the LGBTQ2S community, Indigenous people, newcomers, and people living with disabilities. We know that poverty is exacerbated by other vulnerabilities, so by targeting our investment to programs serving these communities, we hope to deepen the impact of our giving. We also plan to follow-up this financial gift with the gift of our time, by providing pro bono services to clients of the agencies we’re working with. Scotia Bank recently announced a United Way gift modelled after this approach, and we hope to see more corporate donors follow suit. Turning inward, I’m currently in the process of developing a firm-wide strategy to build on our existing efforts, create new programs and policies to achieve our EDI goals, and ensure that the values of diversity, inclusion and social responsibility inform every aspect of who we are as a firm, and what we do. In short: I have the best job ever! 3. Which initiative has been the most successful and why? I can think of a few! Our work allocation program, which we’ve rolled out in several of our largest practice groups across the country, ensures that our associates have access to great work and career-enhancing professional opportunities. We all fall prey to affinity bias – human beings are naturally drawn to people who are “like us”. In a large law firm-setting, work is distributed by more senior, and therefore a more homogeneous group of, lawyers. In this kind of environment, unintentional bias can impact a young associate’s career. We are proud of this program and have plans to continue to roll it out more broadly across the firm. Lawyers work extremely hard. It’s a career and lifestyle we’ve freely chosen. But for young parents of any gender, the challenges of managing a law practice while raising young kids can lead to enormous career pressure. In order to make this balancing act easier, McCarthy Tétrault’s parental support program offers executive coaching, a maternity leave buddy program, internal "baby rooms", emergency daycare support and reimbursement for nursing parents who need to travel with a caregiver. Most recently, we launched our inaugural “Inclusion Now Awards”. Fifty four members of our firm – students, associates, counsel, partners and employees – were nominated by their peers for the many ways they serve as diversity and inclusion champions in their workplaces and communities. We celebrated ten winners, two per office, by bringing the entire firm together via video conference. Our CEO and Regional Managing Partners hosted the event, and the turn-out and energy in each of our offices was remarkable. By publicly recognizing our colleagues for their EDI efforts, we hope to encourage others to step up. 4. Which initiative was the least successful (what's not working) and why? We’ve never launched a program that wasn’t successful at some level – each effort we’ve made to promote EDI has achieved a certain element of traction. The question I’m asking right now is not “how do we design successful EDI programs”, but rather, “what EDI programs will have the greatest impact”. The truth is, how to make genuine progress isn’t a huge mystery – there is no shortage of credible studies and reports that tell us how we can move the dial to increase the representation of women, lawyers of colour, LGBTQ lawyers etc. The path is there, we simply have to have the desire to take it. 5. What is your goal? What do you hope to achieve through your EDI-focused actions? We have many goals, but let me touch on three. First and foremost, our goal is to help create a culture that works for our diverse students, lawyers and staff. We want folks to choose to build their careers at McCarthy Tétrault, and when they get here we want them to have the same opportunities as everyone else to achieve their full potential. In short, we want diverse people to thrive in our workplace. Second, we want to engage all members of our firm to support these goals, even those who don’t feel personally affected by the issues. That’s why I’ve spent the last four months meeting with dozens of associates, partners and staff, and it’s why I’m working on a strategy that creates opportunities for everyone to actively engage with these issues, and incentives for doing so. Third, we’d like to see this work have an impact on the profession more broadly. While it’s always exciting to feel like you’re on the leading edge of something important and innovative, it’s even more exciting to know you’ve contributed to systemic change. McCarthy Tétrault has an opportunity not only to find new and innovative ways to support, nurture and advance diverse talent at our firm, but to contribute to change for all lawyers.
Thank you Nikki for taking the time to answer these questions and for giving us an insight into your firm's initiatives and goals. ICYMI, previous posts have featured Casey & Moss LLP and Lerners LLP. Stay tuned for the next post soon. Sign up to have these profiles sent directly to your email address!
The idea for this series surfaced last year when I attended a women lawyers conference where the conversation quickly turned to criticizing and calling out law firms for not doing enough to make a positive change. The conversation went on for quite some time with example after example of all that is wrong with law firms. While the criticism may have been warranted, unfortunately, no one talked about possible solutions. . . . . .So with this blog series I wanted to reach out to law firms and find out what they are doing to advance EDI in their firms. Are they doing anything? What is working? What isn't? What is the end-goal? How do they measure "success"? The posts include a set of five questions that each firm will answer. My simple goal is to start a conversation, find out what is happening in this area in law firms across Canada, and perhaps we can all learn from each other.
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 For this profile in this new series, we shift from the larger law firm setting (see our profile on Lerners LLP) to see what a boutique law firm is doing to address EDI. Starting your own firm means starting with a blank slate. Read on to see what Angela Casey and Angelique Moss have done to address EDI as they build their firm from the ground up (and what the steps they took when they noticed they might be falling into the 'old boys club' trap):
1. Almost all law firms have an equality/equity, diversity and inclusion (“EDI”) policy or commitment on their website. What does EDI mean to your firm and is improving EDI a priority? For us, it started with equality in the partnership. There are no Casey clients or Moss clients. There are only Casey and Moss clients. Our model of partnership is actually very old-fashioned. We are not just partners but friends who genuinely care about each other. We share management duties equally and rewards equally. We have equal voices in decision making. We support each other rather than compete with each other. The culture of our firm is family friendly. Our technology is set up so that our lawyers can practice from anywhere. I once worked from my hotel room between games at my son’s hockey tournament with a colleague who was plugged in at home during her baby’s nap time. We don’t schedule meetings at times that would conflict with daycare pick up and drop off times. We also offer remote work options for staff who need to work around family obligations. We offer our lawyers flexible work and compensation arrangements to allow them to align their career goals and family obligations and/or interests outside of the law. We recognize that there is no ‘one size fits all’ and that goals and responsibilities can change over time. Our compensation structure is intended to accommodate anyone – male or female, with children or without, and those wanting to work fewer or more hours. We also have a parental leave policy which allows firm members – male or female, adoptive parent or birth parent - to take 17 weeks of paid parental leave plus one additional paid month of leave for each year they have been with us. We believe that the key to gender equality is not only to create workplaces friendly to women returning to work, but also to support and encourage men who are doing their share of parenting and household work. At a recent Ontario Bar Association event, one of my male colleagues at another small firm showed me about 50 pictures of his new baby on his phone and was positively giddy about leaving the reception to go home and play with his baby. That made my heart happy. For our staff, we try to create opportunities to contribute in ways that play to their individual strengths. Our clerks are bright, hardworking, and have fabulous people skills. With the type of work we do (estate litigation and estate administration), there are many opportunities to involve them in a wide variety of tasks. Because we are small, lean and specialized, we can offer fixed fee packages and lower hourly rate services by maximizing our use of staff and lawyer time. For each task within a mandate, we ask ourselves who can do the task best, most efficiently, and at the lowest cost for the client. Depending on the task, it might be a student, a clerk, a legal assistant, or a lawyer, and we try to think creatively when developing a work plan. This is great for our clients, who save money by either paying the lowest appropriate hourly rate, or by purchasing a fixed fee package. It also benefits our staff by allowing them to assume more challenging roles and responsibilities as they grow with us. We want our staff to take ownership of their work, so that they feel invested in our clients’ files, and also to know that they have contributed to our firm’s success. Because we could not do the work we do without great support staff. 2. What steps (or initiatives) has your firm taken to address and improve EDI? Being a new firm, we have the advantage of being able to prioritize diversity from the outset. There is no entrenched culture where we try to fit new people into a pre-existing mold. We can keep our minds open about how the firm will grow and develop. Rather than looking at who will be the best fit for the firm, we can focus on building the firm to fit the needs of its team members and clients. It’s a more inclusionary premise. Promoting and encouraging diversity makes business sense for us, given our specialization in estates, trusts and capacity litigation. Our clients are typically going through some type of family conflict in the wake of a death or a dementia diagnosis. These issues are deeply personal. We need to talk about and document details of our clients’ family lives, which they may never have shared outside of their immediate family. Now they are sitting in a boardroom talking (and often crying) about these very private topics. Having lawyers and staff from different backgrounds and with different perspectives is a real advantage for us in this practice area. 3. Which initiative has been the most successful? And Why? We have regularly scheduled lunch meetings with the entire team. At these team meetings, we discuss ideas, ongoing initiatives, draft policies, and ways to improve our work flow. Everyone is welcome to contribute to the conversation. For instance, at our last meeting, we were happy to see our most recent hire asking questions and contributing to the conversation. In addition to our formal team meetings, we regularly gather the whole team to get to know each other in a more social setting. When a team member has a birthday, the firm goes out for lunch together. Getting together for meals in a casual setting outside of the office is a great way to learn more about each other, and this deepens our respect for each other. 4. Which initiative was the least successful (what’s not working?) And why? Initially, we tended to attract potential associates who are like us, not just professionally but also on a personal level. When it was just the two of us, we marveled at how much we had in common – we both ride our bikes to work, we both enjoy craft beer, we share the same taste in food, books, Netflix, and humour. When we added our first lawyer to our team, we were pleasantly surprised to find out that she also rides a bike to work and loves craft beer. Our second associate hire was another bike-riding female lawyer who shares similar interests. Not long ago, a colleague reached out to tell us about a fantastic lawyer who she thought we might want to meet. This candidate had all the qualities we would look for in a lawyer - she was a respected and passionate advocate, an excellent writer, and, as our colleague pointed out to us, she was a funny, bike-riding beer drinker, who would “fit right in”. It was kind of amusing at the time, but it did cause us to reflect about our hiring criteria. Were we starting to do what the “old boys club” was guilty of on Bay Street – subconsciously stacking our team with people who look and think like us? We want to welcome all people who share our firm’s values – not just those who are like us - and we want to make a conscious effort to make sure that everyone on the team feels included. Breaking the mold, our third associate hire was a man (and we haven’t seen his bike…yet). Now, our team of 9 (5 lawyers, 1 articling student and 3 clerks) is a very diverse group. 5. What is your goal? What do you hope to achieve through your EDI actions? We have set out to prove that it is possible to create a supportive and inclusive work environment, while delivering uncompromising excellence in our advocacy work for clients. In order to accomplish this, we believe in investing in our team members for the long term. For instance, the second associate lawyer we hired was pregnant at the time we hired her. We knew that she would be a great fit at our firm – she was an accomplished litigator with a Bay Street pedigree who shared our values and our passion for helping people. She wasn’t really looking for a new job at the time we met her; she was just feeling out what practicing law would or could be like after having a child. We made her an offer immediately. When she told us that she was pregnant and wasn’t sure it was the right time to make a move, our first response was, “well, we’re still in if you’re in”. Ultimately, we want to create a partnership where each new partner feels that he or she has an equal voice in shaping the future of the firm. We also strongly believe that each team member needs to feel his or her contributions to the firm are valued. Finally, we want our team to feel supported when they contribute to their families and communities and otherwise have a life outside of law. We are still a young firm, but we are proud of what we have accomplished so far. ------------------------------------------------------------------------------- Thank you Angela and Angelique for taking the time to thoughtfully answer these questions and letting us know about your goals. Stay tuned for the next post soon. Sign up to have these profiles sent directly to your email address! The idea for this series surfaced last year when I attended a women lawyers conference where the conversation quickly turned to criticizing and calling out law firms for not doing enough to make a positive change. The conversation went on for quite some time with example after example of all that is wrong with law firms. Unfortunately, no one talked about possible solutions. . . . . .So with my new series, I wanted to reach out to law firms and find out what they are doing to advance EDI in their firms. Are they doing anything? What is working? What isn't? What is the end-goal? How do they measure "success"? The posts will include a set of five questions that each firm will answer. My simple goal is to start a conversation, find out what is happening in this area in law firms across Canada, and perhaps we can all learn from each other.  I am happy to unveil a new series I have started for 2019 focused on improving equality, diversity, and inclusion (EDI) in the legal profession (I don't have a witty title for this series yet, so all suggestions welcomed!)
The idea for this series surfaced last year when I attended a women lawyers conference where the conversation quickly turned to criticizing and calling out law firms for not doing enough to make a positive change. The conversation went on for quite some time with example after example of all that is wrong with law firms. Unfortunately, no one talked about possible solutions. While I am not saying that this criticism was unwarranted, I do believe it is easier to sit back and critique than it is to be out there trying to make the changes that need to happen. . . And I know some firms are putting in some effort. So with my new series, I wanted to reach out to law firms and find out what they are doing to advance EDI in their firms. Are they doing anything? What is working? What isn't? What is the end-goal? How do they measure "success"? The posts will include a set of five questions that each firm will answer. My simple goal is to start a conversation, find out what is happening in this area in law firms across Canada, and perhaps we can all learn from each other. For my first post, I sat down with Lisa Munro, the Managing Partner of Lerners LLP to discuss the EDI initiatives at her firm: 1. ALMOST ALL LAW FIRMS HAVE AN EDI POLICY OR COMMITMENT ON THEIR WEBSITE. WHAT DOES EDI MEAN TO YOUR FIRM AND IS IMPROVING EDI A PRIORITY? Improving equality, diversity, and inclusion is definitely a priority for Lerners. A lot of firms, Lerners included, have historically been very lawyer-centric, the idea being that the lawyers are the economic drivers of the firm. While you can’t argue with this fact, focusing most efforts on the lawyers means that we are leaving behind the rest of the team. I think that one of the things that diversity and inclusion committees have done for law firms has been to put the focus on the culture of a firm and on all the people that play a part in serving our clients. We are now realizing that it can’t just be all about the lawyers and ensuring that the lawyers are happy and professionally fulfilled. So at Lerners we place a lot of emphasis on the inclusion part of EDI which means, do people feel like they are a part of the firm? Do they feel like they are valued for their contributions? Do they feel like their voices are heard? Do they feel that if they have concerns or complaints there is a place for them to go to address them? Do they feel that their colleagues listen to them? Do they have opportunities for professional advancement? All of those things go far beyond the equality and diversity issues that many of us are now talking about. I constituted our firm’s Diversity and Inclusion Committee in late 2017, and started with a survey. I think a lot of firms start there. As a result of the feedback we received from that survey, I placed as much emphasis on inclusion as I did on equality and diversity issues. We learned that some people felt isolated in the group. And so, our task was, what do we do to make people feel that they belong at this firm? A lot of the initiatives that we have tackled as a Committee have tried to draw people in and get them to participate, get to know one another, and work together. That part is very important for us. If we focus on equality and diversity, our history has been very much that Lerners is a place where women thrive and have voices and have opportunities for leadership. I am very proud of that. We’ve had that reputation for a very long time, mostly because of our two strong senior partners, one of whom is Janet Stewart, still with the firm. She was our managing partner in both offices for many years at a time when there were very few women managing firms. She was someone who had a practice and she was well respected. People listened to her. She had influence. Janet was also supported by our senior partner in Toronto, Earl Cherniak. He and Janet were a formidable team. Because of the respect that Earl had for Janet and the respect that Earl had for women in the firm in the general, I know that I always took for granted the fact that women would have the same opportunities as men because that was my personal experience. When I started to hear what was going from friends at other firms, even during our articling year, it was a bit of a surprise to me. I now think that I and my colleagues at Lerners have been somewhat sheltered. We achieved gender parity within our partnership a few years ago; it does fluctuate, but I am pretty happy with that. I do think that where we need to turn our focus now is on some of the other areas of diversity and inclusion, including on retaining and promoting racialized lawyers and staff members. I am happy with where we are in the junior lawyer ranks, which says to me that maybe we are doing well on the recruitment side. But the question is, can we retain a diverse group lawyers through to equity partnership? What could we be doing differently to achieve that objective? I know that there are a lot of firms looking at their recruitment and promotion processes. We are doing the same. But among our junior lawyers in particular, I am pretty happy with where we are. What we have to do is make sure they stay fulfilled and challenged, and that they see opportunities for advancement. That is our next challenge as a firm. 2. WHAT STEPS (OR INITIATIVES) HAS YOUR FIRM TAKEN TO ADDRESS AND IMPROVE EDI? When I started the Diversity and Inclusion Committee in September, 2017, I had never been on a committee like this. I said that I would Chair it. I don’t think I appreciated what a big bite I was taking. We started with my vision, because when you start something like that, you have to do some planning initially and then float the plan out there and see if you get traction. Luckily, I did and we had many enthusiastic contributors within a short period of time. Initially, I sent a firm wide email, advising that I was starting the Committee, and asked: “Who wants to be involved?” There is always early trepidation because people are not sure what the time commitment will be, what it involves, etc. But I had an intrepid group of about eight people who agreed to work with me on this journey. I was really pleased that we had broad representation within the firm, among both lawyers and staff members. I brought an initial outline of a plan to the group and then we worked together to generate ideas, plan monthly initiatives, and carry them forward. It was exciting to see that we had many more ideas than we could use in a single year. I have since talked to people at other firms where the work of the committee is really a management-led process. That may very well be necessary in firms larger than ours, but we were able to get participation and leadership from everyone on the Committee. We sit around a table with legal assistants, law clerks, partners, our administrative team, human resources, and marketing discussing, “What do you think we should do?” Everybody was an equal contributor and I saw people taking on leadership opportunities that had not previously existed. The Committee has generated so much enthusiasm that when I solicited interest a few months ago for people to sit on the Committee in 2019, I received over 30 positive responses. I was a bit overwhelmed by that; a 30-person committee can be unwieldy, but when I considered our inclusion mandate I knew I couldn’t say no to anybody. I am now in the process of trying to create something in which everybody feels engaged and interested. While that will be a challenge, the message I got was that people see value in the work of the Committee and wanted to be a part of it. We decided in our first year that our theme was going to be very modest: “making Lerners a better place to work”. We always thought that Lerners was a good place to work, but there are always ways to improve. Every initiative that we took was in furtherance of that objective. We came up with various monthly initiatives through internal focus groups without looking at what other firms were doing. Nothing we did was revolutionary, but we created what we thought would work for us. We had, for example, an anti-harassment training session that was mandatory for everyone at the firm and received very positive feedback about it. I think most people expected the training to focus on sexual harassment and discrimination in the workplace. We wanted our training to be broader than that – it also dealt with how to deal with differences that come up in the workplace, the more subtle things like treating everyone in the firm with respect and looking at things from the perspective of someone who might come from a different cultural or ethnic background. We had “case studies” that presented challenging sets of facts that we discussed as a group. The idea of engendering a culture of respect also became our theme for a strategic planning process that we undertook at the same time. Respect is one of our firm core values and we rolled out the strategic plan on the basis that it was critical to achieving success. That idea really arose out of our diversity and inclusion initiatives. Like many firms, we also organized unconscious bias training for all members of the firm. We were looked at the issue primarily from the perspective of our recruitment process and it has changed the way we talk about recruiting now. We used to hear people saying things like, “I really think this candidate would fit in well in the group”. And now because of the unconscious bias training, we are saying to ourselves and to each other, “Am I supporting recruitment of somebody because they are like me?” We also created a Lerners Diversity Award, which was given out at our end-of-year party. I sent an email to everyone in the firm, asking for nominations of those who advanced the objectives of equality, diversity, and inclusion at Lerners in 2018. I received lots of responses and, interestingly enough, there were very clear winners. One person in each office stood out to our colleagues among everybody who did a lot of work. Other initiatives that we undertook last year included working with a community charity group on International Women’s Day. Members of the firm were asked to bring in clothes suitable for work to support an organization that donates clothes to women who are looking for a jobs. We had a great response. We also had a speaker come in and talk about Indigenous law and we had a great turnout for that. I was blessed with having a committee whose members were very enthusiastic and rolled up their sleeves and were willing to put in a lot of time and effort to make these initiatives successful. 3. WHICH INITIATIVE HAS BEEN THE MOST SUCCESSFUL? AND WHY? Interesting enough, our most successful event last year was the one that was the easiest one to organize and the least costly: it was a potluck. Last summer we had a “Celebrating Our Diversity Through Food” potluck. Anybody who wanted to participate contributed food for a buffet lunch. We had all contributions set up in a board room. The contributors put up little signs describing the food they had made and brought. The event really brought people together and overwhelmingly I heard from members of the firm that it was their favourite event. We learned that when you get creative, you can make a lot of headway without spending a lot of money. 4. WHICH INITIATIVE WAS THE LEAST SUCCESSFUL (WHAT’S NOT WORKING)? AND WHY? The initiatives I found to be less successful were those in which we brought in speakers. And that is not because our speakers weren’t good; they were excellent. But people really enjoyed the months in which the initiative involved interaction and engagement with each other. People preferred the sessions in which we would have a case study or a problem to talk about, as opposed to having somebody come in and talk. I was surprised by that because we as lawyers tend to think that having a lecture is a great way to learn something. But really if your objective is to bring people together, having something interactive makes the most sense. 5. WHAT DO YOU HOPE TO ACHIEVE THROUGH YOUR EDI-FOCUSED ACTIONS? AND HOW DO YOU MEASURE PROGRESS? I struggle with how to measure our progress. I know that in 2019, the Law Society of Ontario will be requiring firms to provide statistical data, which will be published and will allow firms some way to measure progress. I think that will be useful. And I do think we have to measure success. But I feel like a lot of what we are doing that works is more intangible than that because it is helping to create a sense of belonging. I want to really carry forward the idea of respect in the workplace into 2019. If I hear that something has gone on or a conversation that has taken place that shouldn’t have, my role as managing partner is to address that. And I think every partner and every lawyer needs to set an example. Right now, I am measuring success by the fact that I am finding people getting together and enjoying one another’s company and contributing. I see clear leaders emerging from among the staff and more junior lawyers. Some volunteers on the Committee told me that they had never volunteered for a single firm committee before. Also because of our Committee and I our initiatives, I know more of our staff members. So those things are my way to measure success at the moment. Long term, that won’t be good enough. But right now, I am taking these little victories as they come. --------------------------------------------------- Thank you Lisa for this interview and for participating in this series. Sign up to have these profiles sent directly to your email address and stay tuned for the next post soon! The Women Leading in Law series will also return. Keep sending in suggestions for amazing women lawyers to be profiled. |
 
  Erin C. Cowling is a former freelance lawyer, entrepreneur, business and career consultant, speaker, writer and CEO and Founder of Flex Legal Network Inc., a network of freelance lawyers.
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