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Differentiating Diversity, Professionalism, and Inclusion

Each of these terms represent a level of commitment to the same core principal.

Is your law firm practice diverse, professional, and inclusive? Each of these terms represent a level of commitment to the same core principal, in ascending order of ethical strength and subtlety. While each value has its place in the contemporary work world, inclusion is the most important. Diversity and professionalism can be steps on the upward climb toward inclusion, but only if leadership is self-motivated to engage in constant questioning of the status quo. The danger in a “step-by-step” approach is that each step can become a plateau, wherein the organization becomes comfortable at one level, but doesn’t strive to go farther.

An organizational commitment to diversity often focuses on hiring and retention statistics and avoiding legal liability. Policies such as mandatory sexual harassment training for managers, hiring targets for minorities, participation in surveys, and official diversity committees are great. But taking action out of fear reduces diverse people (including women) to statistical targets at best; and potential fires to be handled with caution, at worst.

Certainly, you can’t improve what you don’t measure. Quantifiable results, such as the number of African-Americans on your Board of Directors, or the presence or absence of discrimination lawsuits, are the fruits of a particular work culture, leadership attitude, and environment. The root of the problem is deeply held, even subconscious, beliefs of not only the people “in charge,” but the people who come to work for your organization with prior experiences of victimization or discrimination based on their identities. If the main reason you or your leadership engage in a particular course of action is to not get sued, or to decrease future financial losses after a successful suit, your action is reactive rather than proactive. Consider moving up the ethics ladder to review and address matters of professionalism from a more holistic perspective.

Sure, there are cases wherein a formal investment in diversity programs— including establishing and meeting quotas—signifies progress. If your firm refuses to review its own diversity metrics (at least internally); has been the subject of an EEOC disciplinary action or investigation; or has problems retaining women and diverse people at upper levels or with retention in general, then looking at the metrics is a good place to start. If you have no women or nonwhite partners, certainly you might want to bring in a consultant to ask why that is, and keep an open mind. Don’t assume, like one nearly all-male IP firm did, that there is a lack of qualified attorneys in your area of specialty.

A company culture that thrives on professionalism (or civility, if you prefer) effectively discourages bad behavior. True professionals don’t take credit for others’ accomplishments, use racial or sexual slurs, or make someone so uncomfortable that she drops out. They don’t belittle or abuse staff. Because it’s not professional to be a jerk. Period.

But there’s still a higher plane of organizational virtue: inclusion. I often hear the words “diversity-and-inclusion” brandied about like a compound word. We risk losing much of the value of inclusion when it’s merely tossed in after diversity.

Delmar Thomas, partner at the Los Angeles defense boutique Yukevich | Cavanaugh summarizes, “As a young attorney and now as an equity partner in management, I have personally witnessed time and time again, that diversity fosters ingenuity, professionalism fosters trust and motivation, and inclusion fosters stability and commitment.”

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Moira Cue is director of business development at Yukevich | Cavanaugh. She previously developed two national diversity branding campaigns for Ogletree Deakins.

 

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