 This month in Ontario, lawyers and paralegals will vote for the next set of “Benchers” at the Law Society of Ontario (LSO). For those unfamiliar with the term, Benchers are the board of directors at the LSO, the regulatory body that governs lawyers and paralegals in Ontario. Bencher terms are for four years. Eligible voters can vote for up to 20 lawyers in the Toronto region and 20 lawyers outside of Toronto. There is a common misconception that Benchers represent lawyers, much like a member of parliament represents their constituents. Benchers actually represent the interests of the public and regulate the profession. Still confused? Precedent Magazine published a helpful article: What do Benchers at the Law Society of Ontario Actually Do?
For this election my Twitter and LinkedIn feeds are filled with #BencherElection2019 posts, conversations, podcasts, endorsements, etc. Looking at this level of engagement, one might think that every lawyer in Ontario is super keen to vote and discuss the pressing issues facing our profession. Unfortunately, this is likely far from the truth. Social media platforms, and especially Twitter, can be massive echo chambers. While lawyers on social media appear to be engaged in the election, the historical data on voter turnout suggests that the majority of lawyers are really apathetic. Large Firm Lawyers Vote (Sole Practitioners, Not So Much) The LSO published a comprehensive report on voter turnout, covering election results from 1987 to 2015. Generally, turnout has decreased with every election. 10,287 of the 18,369 eligible voters (or 56%) voted in the 1987 election. Fast forward to 2015. Despite the technological advancement of online voting and a relatively robust #BencherElection engagement on Twitter, 2015 had the lowest percentage of voter turnout in the years documented. Of the 47,396 eligible voters (notice the significant increase in the number of lawyers in Ontario) only 16,040 (or 33.84%) voted. Interestingly, in private practice, the voting-lawyers are from firms of between 76-100 lawyers (over 77% voted in the last election) and firms of over 100 lawyers (over 50% voted). Could this be due to the constant pressure from management to vote for the lawyers who are running from those firms? Hmm. Sole practitioners, who make up the largest category of lawyers in private practice, had the lowest voter turnout for private practice lawyers with only 36.35%. In 2015, only 24.55% of the over 23,000 lawyers not in private practice (lawyers employed in government, corporations, academia) voted. Also, consistently every year, a slightly higher percentage of lawyers who identify as male vote than lawyers who identify as female. In the last election 35.66% of all male lawyers voted, while only 31.23% of female lawyers voted. Why You Should Vote (and Encourage Others to as Well) These statistics tell me that most lawyers do not prioritize the Bencher election. Understandably, many lawyers would prefer to spend time on other aspects of their lives rather than taking the time to research the issues, research the candidates, sit down at a computer, and vote. The problem is that there are several important issues that the LSO (and the newly elected Benchers) will be grappling with, and these issues affect not only the legal profession as a whole, but you as an individual lawyer. I will not discuss the issues in detail here but a few examples: improving access to justice, ensuring lawyers are competent to practice and providing remedial or disciplinary measure for those who are not, the licensing process, entity-based regulation, diversity & inclusion initiatives, the cost of legal education, alternative business structures, etc. In the past, Benchers have made some important (and sometimes controversial) decisions: changing the name from Law Society of Upper Canada to Law Society of Ontario; introducing the Law Practice Program to assist with the articling crisis; deciding not to accredit Trinity Western University; implementing the Statement of Principles requirement; approving the recent public awareness campaign; etc. If you are interested, the minutes and transcripts from Convocation tell you how the incumbent Benchers who are running again voted on past issues (just click on the year on the left-hand side). As an example, these are the Minutes from December 1, 2017 which involved a vote on Mr. Groia’s “conscientious objector” motion regarding the Statement of Principles. All lawyers and paralegals should care about who will be making the decisions about each of these issues. Want to Vote and Don’t Have the Time to Research all those Lawyers? “What do you mean there are 128 lawyers running? I don’t have the time to research all of them!” I know many of you are thinking this and it is a valid observation. I have a few suggestions for you: First, several people and organizations want to make this easier for you and have compiled the information you need for the election in one place. For example, Colin Lachance has organized and published the website LSOBencher.com where the candidates can submit their profile and their positions on the current issues. The Ontario Bar Association has made a website profiling its members who are running. The Law Times also has a website listing the candidates. Sean Robichaud has a podcast featuring some of the candidates. Or you can follow #BencherElection2019 on Twitter. These are just some of the places you can go to get the information you need. Does that still sound like a lot of work? Another option is to seek out a lawyer you trust (and who has the time and interest to do the research) and ask for their recommendations (thanks, Morgan Sim for this suggestion). Or, there is my approach. I really dislike receiving emails and flyers from candidates. Not only do they fill my inbox and recycling container, I do not think it is fair to those candidates who cannot cover the expense for such advertising. Not all candidates can pay for the email list or can afford to have fliers printed and mailed out. For the last two Bencher elections I have made sure not to check off the box on our annual reports allowing Benchers to email me. Instead, I only look at one thing: The Voting Guide provided by the LSO. Each candidate gets one page and one page only to convince me why I should vote for them. I see it as a level playing field for all candidates. I’m not saying my approach is perfect, but as a rather busy person who wants to vote, this is the best use of my time. (Hint: the Voting Guide is searchable if there was a particular issue that interested you, for example, the Statement of Principles.) So, Vote! No excuses this year. Get out and vote. Encourage other lawyers to do the same. You will receive an email from the LSO in the second week of April with a link and explanation on how to vote. Keep an eye out for it and vote by April 30, 2019. Whatever approach you take, I just ask that you take a few minutes to vote and tell all the lawyers in your network to vote as well!
1 Comment
 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.  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.  Despite the constant reminders that our legal profession is far from reaching any sort of laudable goal when it comes to equality, diversity, and inclusion, I am generally optimistic that things are (slowly) changing for the better. My Twitter feed is filled with amazing diverse lawyers doing amazing things. I see allies speaking up. I see new calls taking a stand and demanding change. I am truly optimistic.
This optimism, however, is often tested (and lately it seems to be tested regularly) by encounters with mansplainers. For those unfamiliar with the (I would argue useful but over-used) term, the Merriam-Webster dictionary defines “mansplaining” as “to explain something to a woman in a condescending way that assumes she has no knowledge about the topic.” When I encountered mansplaining early in my career, I didn’t put a label on what was happening as the word was not widely used. I would just leave a conversation or a meeting feeling like a man had figuratively pat me on the head and said “Ahh, how cute”. I would be angry but couldn’t pinpoint exactly why. Now I have no problem recognizing when mansplaining occurs, and I know exactly why I am angry. Since starting my business Flex Legal Network Inc. in 2015 (a freelance lawyer company matching law firms with freelance lawyers/law clerks), the mansplaining has been off the charts. I will give you just a few of the many examples. Once at a law firm cocktail party a rather “handsy” man asked about my business and I explained it to him. He replied, “No, that’s not your business, your business is. . .” and he went on to explain my own business to me for a solid five minutes. I kid you not. On another occasion, speaking with a lawyer who was interested in learning more about Flex I asked him how he found us. He told me “By Googling”. I replied, “That’s great, I work really hard on our SEO”. He instantly put on his ‘Teacher Voice’ and said, “Oh it’s not that, Google has these algorithms you see, and websites with certain keywords and phrases are ranked higher and show up more frequently in search results.” Really? He also enunciated “algorithms” as if I was hard of hearing or couldn’t understand words with more than one syllable. Most recently I had an encounter with what I have dubbed the “mansplainer extraordinaire”. A lawyer was interested in joining Flex as a freelance lawyer after a long career as a corporate lawyer. We had a pleasant enough phone call where we talked about our own legal careers and then I explained how Flex worked (we are not a law firm, we don’t take on our own clients, we are a company that matches freelance lawyers with law firms who have overflow legal work on a project basis). After the call I sent him Flex’s membership terms for his review. The following week he emailed me back saying that “it was clear” to him, that I had “not fully thought through [my] business structure” but that he was “willing to work with” me to make sure that my business was “kosher”. He sent me a link to the Rules of Professional Conduct asking if I had reviewed them (seriously? Nope never heard of them. . .) and a link to a blog post explaining in layperson’s terms a “Limited Liability Partnership” saying “please read so we can discuss” (double seriously? I’ve only been practicing law for almost 14 years; did he really think I didn’t know what an LLP was?) He then said he was “just thinking things through to make sure Flex’s arrangements work” - this was followed by a 😉. He also attached his “amendments” to my three-page plain language membership terms. He had completely redrafted them into a ten-page contract full of corporate legalese gobbledygook. He clearly thought he was some lawyer-knight in shining armour coming in to save the damsel in business distress. I was physically shaking with rage! I was livid! Even writing this a month later I can feel the anger. Why would this man think I wanted or needed him to “fix” my business? What on earth made this man think he knows more than I do about running a freelance lawyer company? Not that I need to explain this to anyone, but obviously before starting my business I did extensive research and planning, including reviewing and analyzing the Rules of Professional Conduct, the by-laws, law society commentary (not just the Law Society of Ontario's but from the law societies across the country and the world), legal journal articles, other secondary sources, and case law. I also spoke directly with the LSO and with experts in legal ethics. It was with all of this information that I chose to structure my business the way I did. What annoys me the most about this encounter is that it ruined my day. I spent all day fuming and thinking about how I would respond. I wrote draft email after draft email (knowing none of them would be sent). And then I got angry at myself for letting him affect me the way he did. I was angry that I let him ruin my day. I had a mountain of work to do, but I was paralysed. I billed not a single measly .1 for my own freelance clients and tasks that I needed to complete for Flex went undone. Knowing I made exactly $0.00 that day has made me think about the economic costs that mansplaining has on my life. I know some people are better at just shrugging this stuff off and often that is the advice I receive: “Forget him” “Don’t waste your time” “You are overreacting”. I wish I could have just moved on with my day and went back to making money, but I am not built that way. Every time I encounter mansplaining, and the paralysing anger it induces, not only is my emotional well-being affected, so is my financial well-being. My productivity suffers. And I know it is not just mansplaining and it is not just me. I would think that most lawyers who are subject to sexist, racist, homophobic, anti-Semitic, etc. comments suffer from a productivity loss and an economic cost in addition to the emotional price-tag attached to such comments. I struggled with how to conclude this blog post. The optimist in me wanted to end on a positive note. I’m not sure that I can. All I can say is that I waited a few days before I responded to mansplainer extraordinaire. I opted for a polite but clear email that I was not pleased and explained why his email was not welcomed (is there a term for explaining to a man what mansplaining is?) He was genuinely apologetic but also confused as he wanted to let me know his intentions were pure and he was really just trying to help. He said he should have called me instead of sending me an email (hint: mansplaining over the phone is still mansplaining). I guess my one positive take away from this is that I hope the next time he (or anyone else reading this) has a desire to “help” a woman, that they take a second to stop and re-consider. Some questions to assist: did she ask you to explain something to her? Might she know more than you about the topic? Would most male lawyers with her experience know this? Meanwhile, I guess I can work on my own reaction to mansplaining. I am no longer willing to take a financial hit for someone else’s bad behaviour. ------------------------------------------------------------------------------------------------------------------------------ Thanks for reading my blog! I write about my lawyer-life, women in law, and draft the odd book review. I had a series on my blog in 2018 called Women Leading in Law which focused on amazing women leading in law (I was tired of hearing about women leaving law). This series is on pause but will return at a later date.  Wow, what a year!
I started 2018 wanting to focus on the “good” in life and law and this Women Leading in Law series has highlighted not only the “good” but also the “ah-maz-ing”. I started the series because I was tired of reading about women leaving law and wanted to hear about women leading in law. This year I have met (both virtually and in real life) some super talented, smart, ambitious women succeeding, leading, and kicking butt in this profession. This blog series has given me hope that things are (slowly) changing for the better. For my final blog post of 2018, I’ve highlighted each of the women featured in this series with a short excerpt from their answers. If you missed the posts the first time around click on the name for the whole profile and be prepared to be inspired! A side note: The Women Leading in Law series will be pausing for a bit. For 2019 I am starting a new series that will build on the WLL series. I will be profiling law firms that are taking concrete steps to improve equality, diversity, and inclusion in the legal profession. I hope that the new series will highlight what is working (and not working) in increasing the retention and promotion of women and members of other equality seeking groups in law. I have four law firms signed on, but I am looking for more firms of all sizes from across Canada that would be willing to be profiled. Know any firm trying to make a difference (beyond posting EDI policies)? Large, mid-sized, boutique? Perhaps firms started by lawyers who were interested in building a new type of law firm with EDI as a priority? Please let me know! Also, I am still accepting names of amazing women lawyers for when the WLL series resumes. Please keep sending in the suggestions. Finally, a huge thanks to the lawyers who participated and to everyone who supported this series with kind words and encouragement. See you in 2019! Erin Women Leading in Law 2018 Review: 1. EVA CHAN, lawyer turned Social Media Consultant to lawyers: “Believe in yourself, don’t lose yourself, and be true to yourself. Just because you’re starting off your career, it doesn’t mean others who have practised longer than you are always right or know everything. Stand your ground. . . Make a real effort to spend time with family and friends, and do things you love. Don’t focus on that time as being non-billable. It’s important to step away and recharge.” 2. KYLA LEE, Criminal Defence Lawyer: “People are willing to help you succeed. And they’ll come to you for help too. Help them. Remember, we are all in this together. Each file is not just about our clients but about our contribution to the justice system. When you help other lawyers, and when you seek out their help, you are helping the justice system. It’s a really beautiful thing, and an important part of what we do.” 3. KIM HAWKINS, Executive Director RISE Women’s Legal Centre: “There are enough challenges out there in the world as well as people who will try to define us if we let them – so it’s important that we don’t create limitations for ourselves. If you hold on to your idealism, you will eventually find work that feels right for you, and law can be a great place to find it.” 4. KATHRYN MANNING, Founding Partner of DMG Advocates LLP: “Be brave. Be patient. Learn all that you can from different lawyers, clients and opposing counsel. Don’t give up even when it seems really difficult. Know that there are supportive people out there in our profession that would be happy to have a coffee or lunch and chat with you to help you on the path to building your career. I recall very well feeling overwhelmed in the early years of practice – with the lack of control over my time, the feeling that I didn’t know enough to be a lawyer, that the hours would kill me or mean that I could never be a good parent, spouse or friend. But it does get easier and there are a lot of resources out there to help you along the way.” 5. VANDANA SOOD, Supervising Lawyer, RISE Women’s Legal Centre: “The hardest thing when starting out is knowing what you want to do with your law degree. Once you know, pursue it, no matter the supposed odds, and the path will open before you.” 6. ATRISHA LEWIS, Associate & Trial Lawyer, McCarthy Tetrault LLP: “I have two pieces of advice for women starting their legal careers. First, always say yes. In the first few years, building experience and skills is so fundamental. Often times saying yes is personally uncomfortable (e.g. how can I possibly find the time?), but I have never regretted saying yes. My second piece of advice for women is to unapologetically insert yourself into the situations you want to be in.” 7. REBECCA DURCAN, Professional Regulation Lawyer and Partner at Steinecke Maciura LeBlanc and Bencher at the Law Society of Ontario: “Women still get judged for having a uterus. I remember being asked outright during articling interviews if I was married and if I was intending to have kids. This was forbidden even back then. But they asked.There is a belief that if you have kids, and take time off, you are not committed to your job. This is inane. That type of mindset needs to change. I became a better and more efficient lawyer after I had kids. I know that is anecdotal but it is also the experience of several of my colleagues.” 8. JENNIFER TAYLOR, Research Lawyer at Stewart McKelvey: “. . . set boundaries and prioritize self-care, because you can’t be good at your job if you don’t do those two things. Speaking of your job, make sure you know yourself, and what you’re truly passionate about and good at, and find a position that fits YOU rather than trying to fit yourself into some kind of “as-seen-on-Suits” lawyer mould that doesn’t align with who you are. Finally, consider it a duty to give back to the legal community and the community at large – you will find fulfillment, and your communities will benefit.” 9. KATE DEWHIRST, a Health Lawyer at Kate Dewhirst Health Law: “Find a mentor. Get a coach. Expand your definition of success. So many lawyers focus on time and money as the only indicators of their success. But I would wholeheartedly encourage young lawyers to also consider measuring their success by the impact they want to have in the world, their growth, the alignment of their personal and professional values and whether they are having fun.” 10. ESI CODJOE, Labour and Employment Lawyer and Vice Chair at the Human Rights Tribunal of Ontario: “Understand yourself, it enables you to make hard choices that can inevitably lead to your success. When we know ourselves we can be braver, and pursue our goals with a gusto. I would also note that it is important to be tenacious. It helps you to push forward when there are obstacles placed in your path.” 11. CLAIRE HATCHER, Criminal Defence Lawyer at Pender Litigation: “Be flexible as to the path you take, but know that it is really a rewarding career (even if it sometimes feels like the worst decision you ever made). Give yourself perhaps a 5-year period where you know you’re going to have to work almost every day, at least to some extent, and perhaps for people who really aren’t that kind or considerate of your time or wellness. Go the extra mile with your research and written work product – and as a junior, make yourself indispensable both inside and outside of court.” 12. ANU K. SANDHU, Family and Professional Regulation Lawyer: “I suggest focusing less on where the crowd is going and turning inward to understand why you pursued law and how you want to work. There is so much room to do various and interesting pieces of work that reflects you. Supporting each other on social media or through notes or even by meeting for coffee/drinks and actively putting yourself out there is something I would encourage (even if you have children!). I also think that young women need to be careful not to undersell themselves and to be clear about things that they do not want to do or behaviour you will not tolerate (follow your intuition!). It isn't always easy but it will leave you with a sense of integrity.” 13. JESSICA PRINCE, Chief of Staff to the Minister of Justice and Attorney General of Canada, Jody Wilson-Raybould: “I have an incredible network of women lawyers across the profession. When I was still in practice, we would refer work to each other, and if we had a file in an area that none of us could cover, for example a real estate matter, we would fish around for names of female real estate lawyers and make sure that the work went to a woman. Show your sisters some love and send them your conflict work.” 14. ELLIOT SPEARS, General Counsel, Law Society of Ontario: “Do it because you want to do it. Do everything to the best of your ability. Know yourself. Be true to who you are. Do it your way. And make sure to have something in place that will restore you after your battles, be it a family and/or friend support system or some activity outside of the legal world.” 15. BINDU CUDJOE, Senior Vice President, General Counsel & Corporate Secretary at Canadian Western Bank (previously Vice President and Deputy General Counsel at BMO Financial Group): “Developing resilience is our greatest opportunity – it is what keeps us trying even when the systemic barriers remain, when we stumble over difficult clients, when we struggle to juggle all of the responsibilities we have at work and home. The drive to keep trying is powerful, and it means that one day we will see meaningful inclusion throughout society so we can reap the benefits of diverse perspectives and experiences.” 16. SHANNON SALTER, Chair of the Civil Resolution Tribunal: “Sometimes the inequalities women face seem so big and insurmountable that people don’t know where to start, or even that they might, unwittingly, be part of the problem. So use your spot at the table to make inequality visible, and make it impossible to ignore.” 17. DYANOOSH YOUSEFFI, Legal Studies Professor, Writer and Social Advocate: “Look deep within your heart. What is the thing that you wanted to do as a child? What is the thing that still makes you cry? What is the thing that tugs at your heart? Pursue THAT.” 18. CHARLENE THEODORE, Legal Counsel for the Ontario English Catholic Teachers Association: “You need to put in the time and gain experience to have full agency over your career - you can’t circumvent that. That being said, earning a law degree in this country bestows privilege. You didn’t put in all of that work to be stuck in a job you hate. Always know that you have options - at every single stage of your career.” 19. NICOLE CHROLAVICIUS, Counsel at PooranLaw Professional Corporation: “Follow your true passions! While it may be easier to follow the safe path, true happiness sometimes lies in that curved, uncertain road less travelled. It may take some time to find it, but you’ll be glad you stayed the course.” 20. MAY CHENG, Certified Specialist in Intellectual Property (Trademark & Copyright) Law and Partner at Osler, Hoskin & Harcourt LLP: “Success is not just the partner role in the corner office, it can be leaving big law to start your own firm working from home, or going in house with a start-up. Law degrees are becoming more of a calling card for a broader range of professional careers than ever before. Find what you love and go after it. And don’t let anyone tell you what you’re worth!” 21. JANIS CRIGER, Bencher at the Law Society of Ontario: “Network, particularly with other women. Amplify other women every chance you get and ask that they do the same for you. Be a card-carrying member of the sisterhood and speak honestly to other women about why they need to be members too.” 22. RENATTA AUSTIN, Family and Criminal Law Lawyer at Eglinton West Law Office: “My advice to women starting their career in law is to claim your space. We are often told to put our head down, work hard, play by the rules and wait for our turn. That approach has not worked for a lot of women who feel like they lack control over their lives and careers or find that they’re still bumping up against all kinds of glass ceilings. I say kick down the ceiling and claim your space.” 23. LAURIE LIVINGSTONE, Litigator at Cassels Brock & Blackwell LLP: “I believe that as each glass ceiling is smashed, it creates a longer runway for the next generation of women to gain momentum before they start hitting barriers. I believe that increased momentum is, and will continue to, speed up the rate at which we smash through each successive barrier and even more rapid change will follow.” 24. NATHALIE GODBOUT, QC, Partner and Co-Founder, Godbout Fawcett: “. . . don’t let the world tell you how you are supposed to do this. You can and should design your practice and your life to be a reflection of your goals and your core values. . . Don’t give in to the archaic constructs of this amazing profession of ours. We can and will change it; in fact, it’s already happening.” 25. LISA JEAN HELPS, Criminal Defence Lawyer and Founder, Helps Law Corporation: “Women are starting to push past the natural barriers of the practice thanks to women-led firms and family-centric practices. I think we’re going to see huge strides in the next generation as the practice starts being flexible to accommodate women and men who want to be parents and skilled trial lawyers at the same time.” 26. MEG CHINELO EGBUNONU, internationally trained corporate-commercial and business lawyer, newly called in Ontario: “While fear will see you making initial mistakes, and feeling lost 95% of the time, courage will push you to rise above the mistakes, apply yourself to the job at hand, and eventually shine through the assignment. And when it is time to make the fearful career risks, it is courage that will help recognize opportunities, while listening to your gut instinct.” 27. MELANIE SHARMAN ROWAND, Patent Agent and Lawyer, Torys LLP: “Work hard to distinguish yourself early in your career. If you establish a solid reputation now it will open doors for you later. Get as much experience as you can and be proactive in shaping your career by seeking out work that interests you.” 28. GILLIAN HNATIW, Partner, Adair Goldblatt Bieber LLP: “. . . I have fought to be valued for who I am, rather than what someone else wants me to be. One of my key mentors, Jasmine Akbarali (now Madame Justice Akbarali!), taught me that if you can’t get where you want to go without being true to who you are, you either have to pave a new road or pick a new destination.” 29. ERIN BEST, Partner, Stewart McKelvey: “I see adversity as an opportunity. If something looks difficult, fewer people will do it, even if the reward is great. That is a scenario that attracts me. Sometimes it is just a matter of having the confidence to put your hand up to volunteer for a task. Sometimes you have to be vocal about asserting your willingness and your ability. . .Go all in.” 30. MELISSA MCBAIN, Partner, Daoust Vukovich LLP: “Remember that you are the captain of your own ship; don't let anyone else take the wheel. You get to decide how you want to live. Don’t worry so much about pleasing other people or living by someone else’s standards or rules.” 31. ALEXI WOOD, Partner and Founder, St. Lawrence Barristers LLP: “Experience is important and deserves to be considered, but not blindly followed. We have the opportunity to evaluate the status quo, and consider if there are ways to improve. It is essential that we ask questions, critically evaluate the answers, and forge our own paths where existing structures aren’t adequate.”  Several people wrote to me to suggest that I profile Alexi Wood as part of this series. So here she is! Alexi tells us about her unique path in law, why she chose the path she did, and provides advice for lawyers starting on their own paths: 1. Tell me a little about your practice or business: I love my current practice! In September 2017, I founded St. Lawrence Barristers LLP with Phil Tunley. St. Lawrence Barristers is a cutting-edge litigation boutique, that assists clients in a range of commercial and regulatory matters. My practice areas include commercial litigation, health law, privacy, defamation, and harassment. I act for a wide range of clients, including individuals, small and medium size businesses, and not for profit companies. I have acted for clients before a variety of administrative tribunals, at all levels of court in Ontario, and at the Supreme Court of Canada. In addition, I am an adjunct professor at the University of Toronto Faculty of Law where I teach Advanced Torts and Trial Advocacy. 2. Why did you go to law school? I went to law school to work in international human rights and humanitarian law. I was fortunate to work for a couple of different international NGO’s right after law school (in South America and Africa) and with the UN in Geneva. I then moved back to Toronto, where I grew up, and went to work for the Canadian Civil Liberties Association for 5 years. I did the reverse of what a lot of people do – I started in not for profit, and then moved to private practice. It was only after that work, and 7 years after I graduated from law school, that I articled, and have been in private practice since. 3. How did you get to where you are today? Design? Chance? Both? I have always been guided by a strong belief in social justice, which was instilled in me by my grandfather who taught me to “make a contribution.” I have never been one to measure my life in certain expected milestones. At each stage in my practice, I have considered opportunities that arose and made choices, which led me to where I am now. I started my own firm for a variety of reasons. A main reason was to be able to have the freedom to control my practice – not just in the areas of law in which I practice but in the way in which I practice. My practice allows me to tackle interesting legal issues and challenges, while maintaining a strong social justice practice. I also like to believe I have been able “to make a contribution” to the practice of law in a variety of ways, whether it be contributing to the law by helping to push the boundaries of legal precedent or contributing to the profession by mentoring and teaching. 4. What is your most significant achievement? What are you proud of? Opening my own firm is high on the list of my most significant achievements! I have had many incredible opportunities that all built towards opening St. Lawrence Barristers last year. I am very proud to have contributed to the advancement of the law for a range of amazing client and organizations, including appearing before the Supreme Court of Canada on behalf of the Canadian Civil Liberties Association on a variety of issues such as privacy and police powers. Since founding St. Lawrence Barristers, I am proud of the work I have done assisting my clients. In particular, I am very proud to have represented, along with two exceptional lawyers, my colleague Jennifer Saville and co-counsel Tatha Swann, a group of actresses who alleged they experienced harassment while working at Soulpepper Theatre Company. In reaching an early resolution to this matter, I am proud of the way we advocated for our clients and contributed to the discussion about harassment and gender discrimination. 5. What are some key challenges, and more importantly, opportunities for women in law? This is an interesting time to practice law in Canada. While there is still a lot of work to do, women are succeeding in breaking through barriers, including the standard responses of “this is how we’ve always done it” and “this is how things work in the practice of law.” Experience is important and deserves to be considered, but not blindly followed. We have the opportunity to evaluate the status quo, and consider if there are ways to improve. It is essential that we ask questions, critically evaluate the answers, and forge our own paths where existing structures aren’t adequate. 6. What advice would you give a woman starting her legal career? There are many different measures for success, and the traditional firm model is not the only model. There are benefits to starting (or staying) in a traditional firm, but it’s not the only option. Your career is long and there are many different paths you can choose at different stages. Don’t be afraid to ask why. Ask the tough questions, evaluate the answers, and choose the path that is right for you. -------------------------------------------------------------------------------------- Thank you Alexi for taking the time to answer these questions and participating in this series! ICYMI: Previous posts profiled Melissa McBain, Erin Best, Gillian Hnatiw, Melanie Sharman Rowand, Meg Chinelo Egbunonu, Lisa Jean Helps, Nathalie Godbout Q.C., Laurie Livingstone, Renatta Austin, Janis Criger, May Cheng, Nicole Chrolavicius, Charlene Theodore, Dyanoosh Youssefi, Shannon Salter, Bindu Cudjoe, Elliot Spears, Jessica Prince, Anu K. Sandhu, Claire Hatcher, Esi Codjoe, Kate Dewhirst, Jennifer Taylor, Rebecca Durcan, Atrisha Lewis, Vandana Sood, Kathryn Manning, Kim Hawkins, Kyla Lee, and Eva Chan. Sign up to have these profiles sent directly to your email address and stay tuned for the next post soon! I started this blog series because I was tired of hearing about women leaving law and wanted to hear about women leading in law. The "Women Leading in Law" series focuses on good news stories and highlights amazing women succeeding in the legal profession. Each post includes the profiled lawyer's answers to six questions. Prepare to be inspired! The series will be "pausing" at the end of December 2018 for something new and will return at a later date.   This profile, featuring Melissa McBain a partner at Daoust Vukovich LLP, came about thanks to The Advocates' Society End of Term Dinner this year. A lawyer at my table, Daniel Waldman, told me he enjoyed reading my blog (*blush*) and that Melissa would be the perfect lawyer to profile in this series. I agree. Read on to learn more about Melissa, her career and her advice to new lawyers: 1. Tell me a little about your practice or business: I am a partner at Daoust Vukovich LLP. Considered one of the best law firms in Canada for commercial property, leasing and development, Daoust Vukovich LLP has a team of highly qualified lawyers and law clerks serving the specialized needs of clients who acquire, develop and use commercial real estate, whether as landlords or tenants. Our firm is unique and exceptional in that it is the only boutique law firm of its type in Canada. Our approach to the law, in our areas of practice, is practical and "real world". Understanding our clients' businesses is our priority. We provide expert industry knowledge with a business-minded approach, to effectively and timely achieve our clients’ goals. We are also the lawyers who teach lawyers; we are well attuned to new legal developments in the areas of property leasing, real estate and related litigation. Our firm is also unique in that we have as many women in the partnership as we do men! My law practice is dedicated to representing commercial landlords and tenants in a variety of commercial leasing matters. Over the years I have developed expertise in managing commercial lease transactions for all types of properties, including office, retail, industrial and mixed-use. My practice includes the interpretation of commercial leases and the coordination of major projects, including multi-location deals and due diligence on acquisitions. In connection with my law practice, I am also active in commercial leasing and real estate industry organizations. I frequently write and speak at legal and industry conferences and seminars including the International Council of Shopping Centers (ICSC) Canadian Law Conference, and the Law Society of Upper Canada. I am a member of Toronto CREW (the Toronto Commercial Real Estate Women’s Association), an active member of the Greater Toronto NAIOP Programs Committee, as well as the Program Planning Committee for the Canadian Law Conference of the ICSC. I was the Vice-Chair of the ICSC 2018 Canadian Shopping Centre Law Conference Program Planning Committee and am currently the Chair of the ICSC 2019 Canadian Shopping Centre Law Conference Program Planning Committee. 2. Why did you go to law school? Truthfully, I wasn’t sure what else to do with my honours degree at the time and had no idea whatsoever what I was signing up for! I thought about being a teacher or a psychologist (I majored in psychology), but neither of those options completely drew me in. By fluke, in 3rd year of undergrad, I went with a friend who was interested in law school to hear the Dean speak about applying. Law school was never on my radar before that, and afterwards I thought to myself “hey, I have high marks and that sounds like something that could open a lot of doors, maybe I should apply!”. While that story is not even a little bit inspiring, I believe it is a common one as I met several others in law school with similar experiences! 3. How did you get to where you are today? Design? Chance? Both? Definitely both. Prior to graduating law school, chance probably played the biggest role and I would probably not describe my path as being ‘strategic’ at that stage in my life. The words “young and foolish” do come to mind! I was a summer student at our firm in 2nd year of law school and returned as an articling student, became an associate, and then was admitted into the partnership. It was at the articling stage that I really started to focus on my career path in terms of where I wanted to go with my legal practice and in the real estate industry. Since then, the trajectory of my career has been largely impacted by deliberate decisions. 4. What is your most significant achievement? What are you proud of? Professionally, I am most proud of being a member of our firm’s partnership. This is not because of typical assumptions about status or achievement that arise from the concept of being a “partner of a law firm” (though that definitely does help a little when you walk into a boardroom full of 50 year old men), but because I truly have a seat at the table with this wise and wonderful group of individuals. I have a voice and opportunity and I do not take that for granted. With the support and influence of each of my partners, over the last 11+ years at this firm, I have built a thriving legal practice and a strong profile as an expert in my practice area. As a result of this support and influence (and, of course, my own hard work and dedication to my career), I was named in the 2019 Best Lawyers™ in Canada list. 5. What are some key challenges, and more importantly, opportunities for women in law? In terms of challenges, in my view, there is no denying that the “boys’ club” mentality is still alive in the legal profession. I don’t think I need to belabor this point. Suffice it to say that it is, in fact, real and it still exists. I think it is one of the key challenges for women in law (as it is in many professions), especially when combined with ageism (i.e. those negative assumptions that are made about the capabilities of young women). We still often have to prove ourselves twice and that is a challenge. And, more than that, it’s infuriating. Now that I have vented, there are many great opportunities for women in law, there is also no denying that. This blog series provides evidence of that. One of the great opportunities I have experienced in the legal profession is having strong mentors and champions (both men and women). Finding the right mentors and champions opens up a lot of opportunity in the legal profession – these are the people who actively support you, and ensure your experience and career is propelled and that you receive recognition. 6. What advice would you give a woman starting her legal career? Remember that you are the captain of your own ship; don't let anyone else take the wheel. You get to decide how you want to live. Don’t worry so much about pleasing other people or living by someone else’s standards or rules. Singer, songwriter and record producer, Santigold, said it best: “I can say I hope it will be worth what I give up If I could stand up mean for the things that I believe” ------------------------------------------------------------------------------------------------- Thank you Melissa for taking the time to answer these questions and for your great advice! ICYMI: Previous posts profiled Erin Best, Gillian Hnatiw, Melanie Sharman Rowand, Meg Chinelo Egbunonu, Lisa Jean Helps, Nathalie Godbout Q.C., Laurie Livingstone, Renatta Austin, Janis Criger, May Cheng, Nicole Chrolavicius, Charlene Theodore, Dyanoosh Youssefi, Shannon Salter, Bindu Cudjoe, Elliot Spears, Jessica Prince, Anu K. Sandhu, Claire Hatcher, Esi Codjoe, Kate Dewhirst, Jennifer Taylor, Rebecca Durcan, Atrisha Lewis, Vandana Sood, Kathryn Manning, Kim Hawkins, Kyla Lee, and Eva Chan. Sign up to have these profiles sent directly to your email address and stay tuned for the next post soon! I started this blog series because I was tired of hearing about women leaving law and wanted to hear about women leading in law. The "Women Leading in Law" series focuses on good news stories and highlights amazing women succeeding in the legal profession. Each post includes the profiled lawyer's answers to six questions. Prepare to be inspired! The series will be "pausing" in December 2018 for something new and will return at a later date.   This week we are heading to the East Coast to learn about Erin Best a partner at Stewart McKelvey in St. John's Newfoundland. I was introduced to Erin when I reached out to my network so I could profile more women lawyers outside of Ontario. Read on to learn more about Erin's life before law and her interesting litigation practice. She also has the "Best" first name too! (Okay, that was a painfully bad attempt at a pun but I felt I had to having the same name and all - Don't worry I'll stick to lawyering/blog-writing. . .) 1. Tell me a little about your practice or business: I am primarily a litigator. I started out doing insurance defence and found this to be an excellent way to hone my skills since I got to run a high volume of files through the litigation process. Now, as chair of our NL litigation group I have the privilege of being exposed to many diverse areas of litigation. I’m happiest when I am learning something new, so litigation suits me in that regard. I’m currently acting as counsel for our former premier at a public inquiry so I am in hearings full time for about 10 months. I learn something new every day. It’s wonderful. Another area I practice in is IP. I was a singer before I went into law so I have always had a keen interest in copyright which grew into an interest in intellectual property generally. My intellectual property practice and the pro bono work I do in that area has become an exciting and meaningful part of my life. 2. Why did you go to law school? I recommend law school to anyone with a thirst for learning, whether you plan to be a lawyer or not. I went to law school because I wanted to be a lawyer. I admire the ethics and the integrity of the profession. 3. How did you get to where you are today? Design? Chance? Both? I came to law a little later than my classmates and I have always felt like my maturity gave me a little extra perspective. I have worked hard but I think working smart is more important. I always take the time to take stock, think and plan. That time spent planning has been crucial. That being said, law is demanding and I have been lucky to be healthy enough to keep up. 4. What is your most significant achievement? What are you proud of? I have had some great experiences in the NL courts, but I am the type of person who will always look back and remember what I could have done better. I am very proud of my pro bono work for musicians and artists in NL. I have put in a lot of hours in that area and made friends for life. I felt pretty good when I walked up to the stage to accept my Leading Lawyer Under 40 award, not because I won the award, but because so many people from my firm flew to Toronto to cheer me on. That was really something. As for my most significant achievement, my network and my practice are continuing to expand at a rapid rate, so I think my most significant achievement is yet to come. 5. What are some key challenges, and more importantly, opportunities for women in law? I see adversity as an opportunity. If something looks difficult, fewer people will do it, even if the reward is great. That is a scenario that attracts me. Sometimes it is just a matter of having the confidence to put your hand up to volunteer for a task. Sometimes you have to be vocal about asserting your willingness and your ability. I constantly seek out role models who can inspire me to build that confidence and I have found many. My firm has a female CEO and CFO, both incredible people. I am a big fan of Eleanor Beaton, Amy Cuddy... I could go on. 6. What advice would you give a woman starting her legal career? Go all in. You read so much about work-life balance these days, but the truth is that balance is different for everyone. Trying to mimic someone else’s idea of balance is futile. For example, we are often told that we need to unplug and take time away from work to manage stress. Leave work at the office they say. Well, I find that funny because it was not until I gave myself over to the practice of law as a lifestyle that I realized what work-life balance meant for me. Law is not a 9-5 job. I prefer to allow my life experience to inform my practice and vice versa. I need to love what I do, otherwise what is the point of doing it? I don’t shut off my lawyer brain when I go home for the evening. Quite the opposite actually. Most of my best thoughts on a file happen while I am walking my dog or watching a great concert or spending time with family. Once I immersed myself in my practice in this way I started to find it more satisfying and ultimately, less stressful. ------------------------------------------------------------------------------------------------------------------------- Thank you Erin for taking the time to tell us about your practice and your legal career to date. And thank you to my Twitter network for introducing me to Erin! ICYMI: Previous posts profiled Gillian Hnatiw, Melanie Sharman Rowand, Meg Chinelo Egbunonu, Lisa Jean Helps, Nathalie Godbout Q.C., Laurie Livingstone, Renatta Austin, Janis Criger, May Cheng, Nicole Chrolavicius, Charlene Theodore, Dyanoosh Youssefi, Shannon Salter, Bindu Cudjoe, Elliot Spears, Jessica Prince, Anu K. Sandhu, Claire Hatcher, Esi Codjoe, Kate Dewhirst, Jennifer Taylor, Rebecca Durcan, Atrisha Lewis, Vandana Sood, Kathryn Manning, Kim Hawkins, Kyla Lee, and Eva Chan. Sign up to have these profiles sent directly to your email address and stay tuned for the next post soon! I started this blog series because I was tired of hearing about women leaving law and wanted to hear about women leading in law. The "Women Leading in Law" series focuses on good news stories and highlights amazing women succeeding in the legal profession. Each post includes the profiled lawyer's answers to six questions. Prepare to be inspired! The series will be "pausing" in December 2018 for something new and will return at a later date.   This week this blog series features leading lawyer Gillian Hnatiw. I believe I first "met" Gillian a few years ago on Twitter and then subsequently in real life at various legal networking events (yes, the legal community in Toronto is rather small). I have always been impressed with Gillian's unwavering commitment to advancing equality and I love her no-B.S. feminist tweets. Read on for Gillian's reflections on her career, her achievements, and advice for new lawyers. 1. Tell me a little about your practice or business: I am a partner with Adair Goldblatt Bieber LLP in Toronto. I have broad civil litigation practice with particular expertise in claims for sexual assault and harassment, as well as other types of gender-based violence like voyeurism, the non-consensual distribution of intimate images and other forms of image-based violence. In addition, I practice in the fields of administrative law, health law, professional liability and regulation, and employment law, with some general commercial litigation and appeal work thrown into the mix. I really enjoy Inquests and Inquiries, and have been lucky to be involved in some major ones over the years (namely the Coroner’s Inquests into the deaths of Ashley Smith and Katelynn Sampson). I have also been fortunate to do some high level intervention work for organizations like the CCLA and LEAF, which has given me the opportunity to get on my feet at the Supreme Court a couple of times. So every day is different! Outside of my ‘paid practice’, I am on the Board of Directors for the Women’s Legal Education and Action Fund (LEAF), which is dedicated to advancing substantive equality rights for women and girls in Canada through litigation, law reform and public education. It is, in essence, the litigation arm of Canada’s women’s movement. LEAF has been integral in shaping sexual assault laws and safeguarding reproductive rights for more than 30 years. Although it consumes increasing amounts of my time these days, I am very proud of the work it does. 2. Why did you go to law school? I don’t have a very good answer! The truth is, I was starting the fourth year of a history degree at Queens and had no clear plan about what I was going to do next. Law school was an idea that I had been tossing around, but mostly to placate all the adults in my life asking ‘what are you going to do?’ Then all of the sudden it seemed like everyone in my program was writing the LSAT and actually applying to law school. I was sort of swept along with the tide. I explored a range of other options, from various post-graduate programs to teaching English abroad, but when I was admitted to U of T’s Faculty of Law in January it became a bit of a foregone conclusion that I would go. I recognize there’s a lot of privilege in my ‘gee whiz, it just happened’ story - and I will say in my partial defense that I worked my ass off throughout undergrad – but that’s basically what happened. In truth, I wish I had wanted it more at the time. I recall having reservations about whether law school was the right path for me, but nobody I spoke with at the time would validate those reservations. I was repeatedly advised that a law degree would never hurt me (which I admit I’ve come to agree with) and that I would be foolish to pass up the opportunity. Also, I had the good fortune of enrolling in 1999, when tuition was not as crushing as it is today. I was able to make the decision to attend without facing the prospect of spending $100,000 for my degree. Law school itself was a real mixed bag of experiences for me. First year was very disorienting, in part because I arrived with no clear idea of why I was there in the first place. By contrast, it seemed like all of my classmates had a clear sense of purpose that I both lacked and envied. Firms from Bay Street and Wall Street were omnipresent on the University of Toronto campus and I recall really struggling with all the pressure to ‘network’ and land a big firm job. It was difficult to have credible conversations about what I was looking for in an articling experience when I wasn’t even sure I wanted to practice. I have never been very good with insincerity or just telling people what they want to hear. In hindsight, I know I wasn’t the only one in my class who was struggling with these things, but it sure felt that way at the time. The law finally started to click for me when I began volunteering at Downtown Legal Services, U of T’s legal clinic. I took it for credit in second year and began hiding out there as much as possible. I ultimately served on the clinic’s Executive in my third year. I sometimes say that I “majored” in clinic. Once I started working with real clients who had real problems, the law started to make sense to me, both as a field of study and as a profession. 16+ years later, it’s the clients that continue to anchor my commitment to practice. 3. How did you get to where you are today? Design? Chance? Both? I would say a healthy mix of both. In my early years, it was probably more chance than design. After summering at Downtown Legal Services, I articled at Lerners in Toronto. Despite my lingering reservations about Bay Street, it turned out to be a great fit for me. As a student, it is so difficult to know what you are getting into, especially when job offers get made so far in advance and your interests are still evolving. I knew I wanted to litigate, but I was very unsure about private practice. I had this idea that I would be buried in research, miles away from any client, for years. Fortunately, that was not my experience at all. Lerners was pretty small at the time (approximately 25 lawyers in 2002) and I was given a lot of hands on opportunity from the start. To my surprise, I really thrived at the firm. I was hired back after my call to the bar in 2003 and ended up practicing there for fifteen years, first as an associate and then as a partner. As my career evolved, I became more intentional about charting a specific course and practicing on my terms. I have been involved in sexual assault work since my articling year. I was lucky enough to junior for Elizabeth Grace, who is one of the pioneers in the area. From the beginning, the work really resonated with my feminist principles and gave me a deeper sense of purpose. At the same time, it involves a lot of emotional labour and I cannot do it all the time. I’ve always counter-balanced my assault work with other areas of practice. In my early years, I also did a lot of complex corporate commercial litigation with Earl Cherniak and others. It resulted in an eclectic practice mix, but I really enjoyed it. The intellectual challenge of the commercial work offered a healthy counter-balance to the particular needs of my sexual assault clients. I learned a ton about litigation and built my basic skills. Five years and two kids into my career, I was finding it increasingly difficult to juggle everything. With Elizabeth’s support, I orchestrated some changes that allowed me to begin practicing in the areas of health and professional regulation. The work was still challenging, but the pace was slightly more predictable. Plus, the tort law principles that animate most medical malpractice claims dovetail with the theories of causation and damages that underpin most sexual assault claims. By narrowing my focus for awhile, I was able to feel more on top of things during a hectic era in life. Most recently – fifteen years and three kids into my career – I made some very big and very intentional changes to my practice. In February, I left Lerners to join Adair Goldblatt Bieber, a new Toronto litigation boutique that opened its doors on January 1, 2018. At this point in my life, I have a much clearer sense of what I want the next 15 years of my career to look like. I also have a better sense of the compromises that I am and am not willing to make to get there. Lerners changed a lot during my time there. Staying at the firm was going to require me to make too many compromises, and I realized I wouldn’t be happy in the long run. So it was by design that I started looking around for a new home. However, it was incredible good fortune that the exact firm I was looking for – young, smart, dynamic, courageous - came into existence at the same time that I was looking to make a change. I have known and respected Jordan Goldblatt for years, but it was largely chance that made him my partner. 4. What is your most significant achievement? What are you proud of? That’s a really tough question. Professionally, I think it’s a significant achievement to have built a practice that is both intellectually and personally fulfilling. I’m proud of the work I do for assault survivors, who struggle to secure ‘justice’ through the legal system. I’m very proud of my advocacy on equality issues generally, through my paid practice, my pro bono practice, and my work for LEAF. And I’m proud of the time and effort I invest mentoring younger women in the profession and helping them to advance. I’m also proud of the fact that I’ve built a practice that is meaningful to me. I’ve always been a feminist. In law school, the idea that I would be able to weave my feminist ideals into a Bay Street practice seemed impossible. But, somehow, that’s the reality of my practice today. It hasn’t been without compromise or sacrifice – there have definitely been points in my career when I have paid a price for rejecting political expedience or refusing to bend to someone else’s idea of what my career path should look like – but I have fought to be valued for who I am, rather than what someone else wants me to be. One of my key mentors, Jasmine Akbarali (now Madame Justice Akbarali!), taught me that if you can’t get where you want to go without being true to who you are, you either have to pave a new road or pick a new destination. In my personal life, my most significant achievement is my kids. Super cliché, but undeniably true. They’re currently 6, 10 and 12 years old. I am super proud of the interesting, independent humans they are becoming. Overall, I think I am most proud of the fact that I have built a successful practice while remaining true to myself and investing in life on multiple fronts. It is not easy to balance a public-facing career with the needs of a young family. This is not news to anyone. But I wanted a career and I wanted a big family. I'm so glad I didn’t cave to the pressure to give up one for the other. 5. What are some key challenges, and more importantly, opportunities for women in law? Some of the challenges are obvious. I feel like I end up talking a lot about babies in these types of interviews, but my kids have had the most obvious impact on my career path to date. The first decade of practice felt like a revolving door of maternity leaves. My grasp on any ‘career’ often felt tenuous. My husband and I graduated from the same class at U of T. We articled in the same year (different firms!) and were called to the bar at the same time. But our career arcs have been very different. In addition to my three maternity leaves – he never took paternity leave – I slowed down for a few years when the kids were really young. We knew that we couldn’t both take a run at partnership at the same time, so we made a conscious decision to prioritize his career for a few years. It was only after our third child was born in 2012 that I committed to building a practice and a profile in earnest. The past six years have been intense. It often felt like I would never catch up and there were many times that I seriously considered leaving private practice. But I am so glad I stuck it out. If you can find a way to hang in through the tough early years of practice and parenthood, it does get better. But you need to stick it out. A related challenge lies in the fact that the ranks of women in private practice tend to thin as you become more and more senior. Where do they all go? Think of all the firms you know. How many of them include (let along start with) the name of a woman? Thanks to the systemic barriers that have traditionally worked to push women out of private practice – the ‘old boys’ networks, the ‘mommy track’, the everyday sexism women face in boardrooms and courtrooms – they are few and far between. This can make it harder for women to find mentors and sponsors to help them advance to the next stage of their career. I’m only in my sixteenth year of call and already it feels like I beat some significant odds. However, I am encouraged by the fact that many of the women in my cohort are treating this phenomenon as an opportunity to support and amplify each other. I am part of some amazing women’s networks and I really feel like I have some incredible allies out there. And I would be remiss if I didn’t point out that there are many men in the profession who are extremely supportive as well. My current partners are all male and it’s hard for me to overstate how supportive they are of my practice and my plans. Which brings me to opportunities: I am optimistic that the profession is finally starting to appreciate the importance of diversity. Not just as a watchword, or as a feel-good initiative, but as a necessary ingredient to running a successful firm or business. Study after study has demonstrated that a plurality of voices lead to less group think, better decision making and, ultimately, a stronger organization. 6. What advice would you give a woman starting her legal career? 1) Take the long view. It is marathon not a sprint. For many reasons, the early years are daunting: the hours are long, the expectations are high, the financial pressures significant. If you are like I was at that stage, you will spend a large part of everyday feeling like you have no idea what you’re doing. It feels like everything is riding on your performance on a day to day basis and that you can’t afford to take a breath or a break. But there is a long arc to anybody’s career. It is important to take the time to invest in yourself long term. Check in with yourself every 6 months and make sure you’re still happy with the direction your career is heading. If the answer is no, invest the time to course correct. 2) Seek out mentors and sponsors. It’s hard to overstate the importance of having someone you trust to show you the ropes and help direct opportunities your way. Mentorship is a bit like dating - you have to click with someone for it to really work, and you’re likely to have a few false starts. Stick with it. If you can’t find someone within your firm or organization, get involved in an external organization that lines up with your area of practice or identify someone who looks like they have the career you want and reach out. Put yourself in the path of the right person. 3) Be true to yourself. Sometimes, the advice to lawyers in their early years is to say “yes” to everything that comes your way. I only partially agree with this. Yes, you should be willing to give up some sleep and social time for opportunities that will help you build the practice you want. Yes, you should network broadly and pay attention to building your reputation. But that doesn’t mean you should say yes to absolutely everything. Be sure to safeguard your personal relationships and your mental health. Also, give yourselves permission to recognize there are many ways to be successful. Be sure that the goals you’re pursuing are, in fact, your goals. ---------------------------------------------------------------------------- Thank you Gillian for taking the time to answer these questions so thoughtfully and for giving us a glimpse into your career. ICYMI: Previous posts profiled Melanie Sharman Rowand, Meg Chinelo Egbunonu, Lisa Jean Helps, Nathalie Godbout Q.C., Laurie Livingstone, Renatta Austin, Janis Criger, May Cheng, Nicole Chrolavicius, Charlene Theodore, Dyanoosh Youssefi, Shannon Salter, Bindu Cudjoe, Elliot Spears, Jessica Prince, Anu K. Sandhu, Claire Hatcher, Esi Codjoe, Kate Dewhirst, Jennifer Taylor, Rebecca Durcan, Atrisha Lewis, Vandana Sood, Kathryn Manning, Kim Hawkins, Kyla Lee, and Eva Chan. Sign up to have these profiles sent directly to your email address and stay tuned for the next post soon! I started this blog series because I was tired of hearing about women leaving law and wanted to hear about women leading in law. The "Women Leading in Law" series focuses on good news stories and highlights amazing women succeeding in the legal profession. Each post includes the profiled lawyer's answers to six questions. Prepare to be inspired! The series will be "pausing" in December 2018 for something new and will return at a later date.  |
 
  Erin C. Cowling is a freelance litigator, researcher & writer at Cowling Legal Freelance and President and Founder of FLEX LEGAL, a network of freelance lawyers.
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