I always think Pat Gillette's assessment of the problems facing women in the profession hits the nail on the head. Her AmLaw Daily piece on self-promotion skills is no exception. After identifying external factors, like unconscious bias, that hinder women's advancement in law firm hierarchies, Gillette points the finger at women as well, arguing that a failure to effectively take credit when it's due and ask for advancement when it's available also stops women from excelling within firm structures.

One thing that resonates with me, is Gillette's focus on "power" and "books of business." When I talk to students and my peers about why they want to work at a law firm, no one says, "I want to be powerful." People talk about working with talented people, getting training, stepping stones on their resume, or paying off loans. But none of those things will make you a partner - at least not a happy one. When I talk to successful senior-level attorneys (men & women, partners & similarly successful government or public interest folks) they talk about, for lack of a better word, power. AUSA's mention the heady business of recommending sentencings and deciding whether to accept plea deals. Advocacy folks mention systemic change over individual case management. And law firm partners - well they're a little better about coming out and saying it - they say things like influence, prestige, expertise, and power (both their own and their clients') make their jobs worthwhile. And as Gillette points out, in a law firm, power starts with books of business.

After the jump: the next steps Gillette identifies plus one I add just for good measure. 

Gillette writes that,

First, we have to acknowledge that power in law firms is defined by meaningful leadership positions and books of business, and that it is time for us to demand that firms change the traditional ways in which that power is transferred. This starts by mandating training in what constitutes "unconscious bias" for all partners and associates. Men and women must be willing to acknowledge that they are not innocent bystanders or that they are free from hidden prejudices.

These steps should be followed by changes to the formal and informal systems that have traditionally held women (and some men) back, including:

• Instituting a formal process for identifying and promoting candidates of both genders for leadership positions.
• Setting percentage goals for meaningful leadership positions so that there is greater diversity at the true governing levels in law firms
• Identifying the characteristics of successful partners and leaders so that women (and men who are not "connected" to power sources within the firm understand what it takes to be successful in the culture of their firm (i.e. books of business, managing teams, practice group status within the firm, management skills, who you know).
• Creating formal job descriptions for leadership positions that describe the roles and the qualifications for leadership positions.
• Insisting on formal succession planning for long-term client relationships.
• Formally and publicly monitoring (and measuring) who is chosen to go on client pitches and who works on matters that result from those pitches.
• Requiring a systemized and monitored approach to assignments for significant matters.
• Rewarding partners for bringing new attorneys into client relationships and for promoting diverse teams.

Second, women have to take a more active role in managing and advancing their own careers by:

• Coming into law firms with a career plan.
• Expressing interest early in their careers for firm leadership positions
• Actively engaging with leaders in the firm--setting up lunches or meetings with firm leaders, inviting them to events, getting to know them so they know you.
• Using women's initiatives to pressure firms into expanding leadership and opportunities within the firm and with clients for women.
• Taking leadership roles outside the firm in bar associations, industry groups, and on boards.
• Advising superiors of one's leadership capabilities and achievements.
• Asking to be included in client pitches.
• Affirmatively courting clients, particularly women in leadership positions at clients.
• Developing a reputation in practice areas through writing, speaking and appearing at client events.
• Promoting other women to the powers that be in the firm.

To all this I would add an additional action item: that young women seeking a legal career take a moment in their career planning to think about the pursuit of power. Are you consciously engaged in it? If not, why not? Because it is the byproduct (and possibly the cause) of the most successful legal careers.   

Last but not least, this seems an opportune time to point out the day-long workshop Ms. JD will be running in conjunction with the Project on Attorney Retention for students, judicial clerks, and deferred associates on Friday, November 20th, 2009 in Chicago before we kick off our general conference programming. Check out descriptions of that program and others on the conference website!