In the Women of Color in Professional Services Series, Catalyst studies the experiences of women of color in professional services firms, a field distinguished by a client-service focus and firmly entrenched “old boys” networks. Previous reports in this four-part research series have focused on accounting and financial services firms. In the final installment, Catalyst benchmarked the experiences of women of color in the legal profession, which is closely allied with the accounting industry, against those of their colleagues.

Findings revealed that women of color shared certain gender-based disadvantages with white women. These included perceived sexist comments, dissatisfaction with access to training opportunities for business development and lack of support for balancing work and personal responsibilities. Findings also suggested that lawyers of color — both women and men — experienced racial/ethnic stereotyping, overall exclusion from the workplace, dissatisfaction with equity and opportunity, dissatisfaction with supervising attorney support and a lack of influential mentors.

In general, women of color said they were affected to a greater degree by barriers commonly encountered by other women and that they experienced additional barriers unique to their own group. Such barriers pose severe challenges to women of color trying to fit into their organizations and forge positive relationships with influential others. As a result, their development and advancement in the relationship-based, client-service environment of law firms is often compromised.

Of all groups surveyed, women of color were most likely to perceive negative stereotyping; they were also most likely to say they found it challenging to fit into their firm’s environment. They felt stymied by lack of access to business development opportunities and important client engagements. Women of color also felt that their supervising attorneys had low expectations for their performance.

What emerged is a picture of women of color lawyers who feel disadvantaged in the workplace compared to white women (with whom they share gender), to men of color (with whom they share race/ethnicity) and to white men (from whom they are twice removed).

Developing Best Practices

In today’s workplace, disadvantages and privilege play out in a subtle fashion and are often embedded in the daily practices of work. These differences influence how employees perceive their organizations and guide certain behaviors.

Almost all first- and second-tier law firms in the United States have diversity and inclusion (D&I) programs that target women lawyers. Law firms have made some progress in addressing gender-based disadvantages in the workplace. However, managing partners and practice group leaders must realize that programs that help retain and develop white women lawyers may not be as effective for women of color. The complexity of intersecting identities should drive change efforts away from the “one-size-fits-all” approach to diversity and inclusion and toward a more nuanced understanding of what it takes to fully include women of color.

Differences among women of color should be recognized and addressed as programs and policies are fine-tuned prior to implementation. Firms should take certain specific steps:

• Raise awareness within the firm regarding the intersecting identities of women of color. This includes explaining how such “intersectionality” is related to hidden biases, subtle discrimination and perceived exclusion from informal networks and workplace relationships.
   
  
• Create opportunities for dialogue and discussion between women of color and others in the workplace. Authentic relationships should be encouraged among all associates and partners. Most importantly, firm leaders must ensure that all supervising attorneys receive training in managing and supporting those from different backgrounds and identity groups.
   
  
• Equip relevant staff with self-assessment tools and checklists so they can better recognize, understand and question stereotyping involving women of color. Staff members should also be educated about how such stereotyping negatively impacts the retention, professional development and advancement of women of color. Those targeted to receive such tools should include practice group leaders, since they are instrumental in providing access to client opportunities.
   
  
• Connect women of color with influential others in the workplace through mandatory touch points. This might include reverse mentoring, one-on-one meetings and strategic informal sessions with senior partners, practice-area leaders and staffing personnel.
   
  
• Pair each woman of color with an influential partner or sponsor. These sponsors can help women of color navigate the firm environment, network with other partners and enjoy greater visibility.
   
  
• Ensure that mentors in formal programs receive training in mentoring across differences. Firms should monitor the developing relationships between mentors and women of color.
   
  
• Monitor and track the career development of women of color. Ensure visibility, access and staffing on important client engagements and in professional-development opportunities.
   
• Be specific about accountability for diversity initiatives. Hold supervising partners, practice-area leaders and staffing personnel accountable for the retention, development and advancement of women of color.