DTCI: 3 insights for retaining and supporting women lawyers

The week I returned from maternity leave, I traveled out of state for a case evaluation. It was an opportunity not only to participate in a case that I would be heavily involved in for the next year, but also to invest in an important client relationship — in my mind, a “can’t miss” event. So I packed up, left my 12-week-old twins at home and dove back into work head-first. I was anxious about the transition but eager to contribute to the team and return to a career I love. This approach worked for me and has led to a fulfilling practice.

My thanks go to my colleagues, who did not hesitate to offer challenging opportunities, even when they did not necessarily align with the “work-life balance” that many seek. While it would have been easy for my colleagues to assume that easing back into work would be my preference, they instead presented the opportunity, choosing to leave the decision to me. Perhaps most important, it was a vote of confidence and trust during a time when returning to a normal work life can seem daunting.

I genuinely believe that law firms and organizations are committed to retaining and supporting women. To that end, I offer the following insight to individuals seeking to support the success of their women colleagues. Although I write from my experience as a woman attorney, I believe gender roles and the workplace dynamic are evolving and this information has general application.

1. Provide opportunities

Recognizing women are often pulled in many directions, it can be tempting for colleagues to try to ease the burden by reducing their workload. The intentions are good, but steering women toward seemingly more manageable work can have certain unintended consequences of distancing them from important client relationships or certain complex matters. Instead, present the opportunity and have an open dialogue about their capacity to take on something new. This eliminates any assumption that they were uninterested or unable to take on a demanding project, and it demonstrates a commitment to their continued success.

2. Promote women

I do not mean actual promotions — although you should do that, too — but support them in creating a platform to promote themselves. Nominate your women colleagues for awards and leadership positions to recognize their efforts and look for opportunities to involve them in organizations that have benefited you professionally. And, to the extent that you control their workflow, give them time to commit to organizations and serve in these roles. For young lawyers, particularly in multi-office firms, introduce them to firm leadership and recommend them for internal committees and high-profile client teams to increase their name recognition and smooth the path for advancement.

3. Communicate about options

It has been my experience that women are more calculated and conservative in voicing their abilities and more inclined to step back if they believe they cannot approach 100% of the expectations or qualifications. For example, it often seems that women prematurely opt for a less-demanding career path (e.g., reduced-hours) because they believe it is the only available option. While I am pleased that these alternative tracks are available and can offer flexibility in terms of hours and business development that work for many people, this should not be presented as the only path forward.

In many cases, perceived hurdles to staying on a traditional track can be addressed through more transparency, support or flexibility — accommodations that employers are often happy to provide. At the very least, having these conversations with our colleagues only reaffirms that they deserve to be there and we are committed to their continued success.•

• Elizabeth Trachtman Villa is an associate in the Indianapolis office of Quarles & Brady and serves on the board of directors of the DTCI. Opinions expressed are those of the author.