By Dawn R. Rosemond
I attended elementary school back in the late 1970s. I remember this practice during recess where the self-appointed “cool kids” would take it upon themselves to pick teams for the game of the day. I was faster than most then, so I was always pretty much chosen in the first round. I can still see the faces of those kids who were chosen last or not at all. I wish I could say that I stood up for them, championed them, advocated for them to be on my team, but such would be untrue. Instead, I was silent.
When I think about our illustrious profession and this seemingly elusive concept of sustainable diversity and inclusion in the practice of law (as demonstrated by reports like the recent NALP survey), I think my school girl memory informs. Plainly, perhaps the practice of law still remains the least diverse profession because teams are built more often than not, in keeping with these playground protocols.
At Barnes & Thornburg, such is not an option. Diversity and inclusion is a long-standing value of the firm. Indeed, the first African-Americans in the state of Indiana to advance through the ranks from associate to equity partner proudly call Barnes & Thornburg home. But we understand that achieving a sustainable diverse and empowering environment will not just happen. Deliberate action is required.
In a recent interview, Firm Managing Partner Bob Grand stated, “We are very action oriented as a firm, and our approach to diversity and inclusion is no different. We aim to align the business of diversity with the business of the firm and send a clear message, both internally and externally, that diversity and inclusion contribute directly to our business goals and top-line revenue and, most importantly, are qualities that are valued by firm leadership, attorneys at all levels and our clients. We are continuing to evolve with the modern workforce where the assembly of diverse, engaged teams yields higher levels of employee satisfaction. Having a diverse set of attorneys makes us better as a firm
