One suggestion to combat this would be for firms to take a more behavioral view of how they manage people and look at the organization levers – the processes, structures and communication methods – they use to manage people. Behavior really determines performance, and firms need to view their lawyers’ behavior through a sort of “reverse triangle”: First, determine what performance they want, then examine their data to see what behaviors they are getting and finally, nudge that behavior toward their goals. But to accomplish this, you have to begin by looking at an organization holistically.
Legal education and gender equality the path forward
To hire more women, Follow these steps
The American Lawyer, 68-71 (July) Full Article
Does your firm website repel women?
women?,The American Lawyer, 54-57, (December) Full Article
The Power Of ‘Nudges’ — And Why Attorneys Should ‘Nudge’ More
Nudges to Increase Diversity
The Practice, January 2017 Full Article
Nudging Law Firms to Hire and Promote More Women
Legal Executive Institute, white paper series, Thompson Reuters Full Article
What it Costs When Talent Walks Out the Door
The American Lawyer, 34-37 (February) Full Article
What Works: Nudging Your Firm to Attract and Recruit More Female Talent,
Three Nudges That Translate Into Hiring More Women
Women Lawyers Journal, 102:1, 16-21. Full Article
Upping the Pressure
How Gender Bias Corrupts Performance Reviews, and What to Do About It
Harvard Business Review (April) Full Article
When Is the Best Time to Make a Lateral Move?
The American Lawyer, (October) (with H. A. Simons) Full Article
The Impact of General Counsels on Corporate Boards
What the Data on Women Laterals Can Teach About Retention
The American Lawyer, (February) (with H. A. Simons), 46-49. Full Article