Jackson Partner LaToya Merritt blazed a trail forward for diversity and inclusion at Phelps this year by heading up the firm's DEI committee. She led the creation of our diversity mission statement and the formal organization of Phelps' decades-long DEI efforts. While diversity and inclusion has long been a priority spoken about and acted on, this year it was memorialized by the DEI committee, along with practical goals and ways to achieve them.
Several programs and partnerships helped the firm take this next step, but our participation in the Mansfield Rule Certification has had a significant impact. Mansfield offers action steps to help firms widen the pool of candidates considered for leadership positions and improve diverse representation in all facets of their practice, from client pitch opportunities to governance roles.
Evolving client expectations also played a big role in our more organized approach. Corporations are not only setting DEI expectations for the companies they work with now, but they also want written reports on a company's goals and successes. This has encouraged the firm to collect and formalize our efforts to meet clients' reporting expectations.
All of this has helped us redouble our efforts and align them with our goals.
After a busy year, LaToya sat down with Phelps Managing Partner Marshall Redmon to discuss the milestones we marked in 2021 and how we can execute even more progress in 2022. Read on for a transcript of the conversation.
Note: The comments in this article were made on Dec. 8, 2021. This transcript has been condensed for brevity and clarity.
LaToya: This year was the first year we had a structured diversity, equity and inclusion committee. Did this help us to be more consistent in organizing our diversity and inclusion efforts firmwide?
Marshall: Yes. Phelps' story of diversity, equity and inclusion is a good one, but it's a story that hadn't reached as many folks internally and externally as it needed to. Putting the structure in place and adding some impetus behind our goals codified what we've been trying to do for generations, and it's certainly propelled us and set the stage for us to continue that journey.
LaToya: We've significantly expanded our footprint and grown geographically over the past several years. Does this underscore the importance of having a firmwide DEI effort?
Marshall: No question about it. One of our biggest challenges is keeping the firm culture together and making sure people know that we're not simply a collection of people. We are people working together under the same banner to accomplish the same things for our clients. To do that most effectively, we have to know each other. We have to learn about each other's wants and needs, both personally and professionally. And having structures like the DEI committee and others that remind us that we're all in this together is important.
LaToya: What has been the most surprising feedback you've received regarding our more organized approach to diversity?
Marshall: My answer is perhaps part of the reason it's so important that you and others leading this effort are doing it, and that's awareness. It surprised me that some folks who have given positive feedback didn't know that we were making strides on this already, even without that structure. The thing that surprised me the most was that anyone thought that this was a starting point, as opposed to an important waypoint that will accelerate our efforts.
LaToya: I would agree with you on that. I was surprised that some people thought this was something new and that we had not already prioritized diversity and inclusion as an objective of the firm, which we had.
Reflecting on when I started practicing 19 years ago, I've seen a big difference in what clients expect of us in terms of DEI. What are some of the expectations clients have about these efforts now as opposed to even 10 or 15 years ago?
Marshall: It's dramatically different. Whereas 10, 15, 20 years ago, these certainly were important in the corporate mindset, they weren't out in front in the same way that they are now. Back in those days, I don't recall getting RFPs that were so purposeful about asking questions that hit on DEI. Now, every large company that we see a request from includes that. It's at the forefront of the corporate mind now, as it ought to be. And that helps us as well. It gives us some parameters and expectations, because, like anything else, as long as we have clear expectations from the client, we'll do everything we can to meet them.
LaToya: As you look at where we are now, what progress would you like to continue to see for our firm on diversity, equity and inclusion?
Marshall: Two things sum it up - awareness and talent. We're nothing but a collection of talent. We're a professional services enterprise and we're made up of people. And if we don't have the best people, the smartest people, the people that can best respond to situations and to clients' needs, then we're at a competitive disadvantage.
We need to continue to mine and look creatively for that talent through the pipeline that comes into this law firm, so that we can then execute for our clients. That requires that we have people with different perspectives, different mindsets, and the ability to engage in different situations and speak to different client needs as they arise. So number one is talent. I'm really proud of what we're doing in our Fast Track Program and in our other recruiting efforts, but we have to get more creative in building that pipeline of talent.
We also have to focus on awareness, making sure our lawyers internally understand the talent that we already have and how best to use and deploy that talent to both their clients' advantage and the advantage of the attorneys we have across the firm. Talent and awareness are where this path needs to go.
LaToya: Our firm explored several initiatives this year to help us not only attract, but also maintain diverse talent. One you mentioned is our Fast Track program, which seeks out diverse candidates for our summer associate program. Were you surprised at how open people were to that program or surprised by the success of that program in its inaugural year?
Marshall: I wasn't surprised, but this is interconnected with awareness. We have good people here who have their heads and hearts in the right place. We've wanted to do certain things to improve diversity in recruiting, but we hadn't created the tools to enable those things yet. But as lawyers, our job is to find solutions, and we developed a great solution with the Fast Track program. Fast Track was simply a vehicle for us to be able to provide some opportunities and open some doors, so I'm not at all surprised that once we put a system in place that allowed that to happen, that it turned out as successfully as it did, both in terms of the support internally and for the young people that went through the program.
LaToya: Another stride the firm made that's caused a lot of buzz is our 2021 partnership class, which was the first majority women partner class at Phelps. Did you realize during the candidate consideration process that this was going to be a momentous occasion for the firm?
Marshall Redmon: For new partners, we follow a very intense process of mentoring who we think are the best and the brightest folks. We try to mentor and sponsor them to get to that point where a partnership opportunity is offered. It certainly was not lost on me that that partner class was more diverse and broader than one had ever been before. I don't know if I looked at through the prism of whether or not it was historical for us, but I was gratified and encouraged by that outcome.
LaToya Merritt: I can tell you that there are many within this firm who told me how excited they were to see this class of women-led partners. It was a great moment for not just our women lawyers, but for the firm.
Given the multitude of conversations you've had lately with groups and individuals within our organization regarding our initiatives, what would you like every member of our firm to be mindful of as we seek to improve diversity, equity and inclusiveness? What can each of us do individually to make sure that we're part of creating an inclusive environment and supporting the firm's DEI efforts?
Marshall Redmon: This brings me back to awareness. It's easy to put your head down and focus on today and only on the problem you have in front of you. But I would ask all of us to take some time, take a step back and think and reflect. When a new matter comes in, consider how you might look at it differently. Is there a different perspective here? Is there someone else on the team that I haven't worked with before that I can involve in this project? How can I reach out and collaborate with someone in a different office or help someone by offering training or mentorship?
This plays into talent recruitment, too. When we're going through resumes and interviewing young people that come through our doors, let's make sure we have different perspectives asking the questions and making some of the judgments.
LaToya Merritt: Phelps is in its inaugural year of seeking Mansfield certification. Why was it important that we make Mansfield a priority at this time?
Marshall Redmon: Our firm is about the people that are in it. Diversity, equity and inclusion has been part of our story for a long time, and Mansfield is aligned with that. It made sense from both a core value standpoint and from a business standpoint that we join the Mansfield effort now.
It helps us, too, on the awareness point that I mentioned. By putting Mansfield out there, our lawyers can see that we're serious about working to address these issues. Our efforts are more visible now that they were a year or two years ago, even if, in large measure, we're doing many of the same things.
LaToya Merritt: I'd like to talk about another DEI initiative that we started this year, which is our Access to Trailblazers series. I was educated and encouraged by the stories that were shared. One big appeal of that series is that it showcased the diversity of our lawyers and their experiences at different levels of their careers, from joining Phelps as a first-year associate to joining the fold as a lateral partner, as well as Phelps' diversity efforts throughout the years. Like the story of Judge Reuben Anderson and why he decided to join our firm in 1991, which included him sharing his conversation with your father, who was managing partner at the time, about the firm's DEI goals then. Were any of these stories new to you?
Marshall Redmon: Absolutely. And we're back to awareness. With the amazing collection of talent that we have here, there's so much we can still learn about our lawyers who have made meaningful contributions to our country and our communities. Whether it was Judge Anderson all the way to Reed Russell, I learned a lot about them, and I hope that others did, too.
LaToya Merritt: I agree, but I also think the series did a great job of showcasing the diversity of our attorneys outside of what we do professionally. Even within our practice group, many of us didn't know about Nan Alessandra's background as a professional ballerina. People didn't know about Ivan Rodriguez's incredible background being raised in two different countries and exposed to two unique cultures.
What's been amazing to me as I've talked with our lawyers is how much they connected with the personal side of our Trailblazers' stories. I was most touched by one of our associates who was so moved by Ivan sharing about his upbringing and the challenges his family overcame, that he felt comfortable sharing about similar challenges he faced growing up. Has showcasing this side of our lawyers allowed us to develop deeper relationships and find more personal commonalities with each other?
Marshall Redmon: Absolutely. At times, we all have this armor on us. We have a job to do for our clients and we're going to do it professionally and collegially. But it's rare that you get a glimpse into the true soul and the background of some of our lawyers, and I really loved that aspect of the series.
LaToya: In each Access to Trailblazers spotlight, we've given advice to young professionals. I would encourage young leaders in our firm to find what compels them to action. We're a big organization, but we're only as strong as the attorneys that make up our firm, and we each play a role in being the face of Phelps in the communities where we're located. I tell new associates that as you continue to grow and develop, you have to figure out how to capitalize on those causes that you are personally drawn to and use those personal interests as a stepping stone to your professional success. For example, I've always been community service-driven, well before I started my legal career. Over the years, I've identified community organizations whose mission work aligns with my personal interests. I've endeavored to become connected with each and ultimately, hold board leadership roles. And that has translated into client relationships and genuine friendships with people I've met through interests I had outside of the firm.
I also tell young lawyers, "never lose who you are." You're a professional, but you're still a person outside of the practice. You should have interests and goals beyond being a lawyer. Those interests will help to ground you individually, which is important in the practice of law. To withstand the mental and emotional challenges of your career, you need a strong individual core. This will drive your success, personally and professionally, and help you to sustain it in a healthy manner.
Marshall, what advice would you give to young lawyers?
Marshall Redmon: Young lawyers can get caught up in the rat race. They're trying so hard, and they're in a new and challenging environment, that sometimes they don't look beyond what they're being asked to do on a particular day or particular case. Our charge as a law firm is to develop young people into a combination of super practitioners and well-rounded human beings. We also need to help them understand the commitment they have to the firm and the duty that they have, through the law firm, to our communities. We can help them and expose them to mentors, but they also need to look for mentors, too, to learn what these exceptional attorneys do and how they handle themselves. And then, whether they stay with us or choose an alternate path, they leave a better person and are more prepared to contribute in whatever they decide to do next.
One more thing I'll say is that we have a collection of super professionals at this firm, most of whom are very busy. But they will give you the time if you are purposeful about asking for it. Even if you just pick up on the hints, the hints are there. Keep your eyes open, learn from it, and your chances of turning out to be a better lawyer, a better spouse, parent or significant other are enhanced. Enjoy and take it all in.
LaToya Merritt: Have our more organized DEI efforts changed the way you approach your role as the leader of our firm?
Marshall Redmon: It humbles me in the sense that I've learned a lot that I didn't know. This DEI focus and how your committee has approached it has brought awareness to me, like it has to the rest of the law firm. It's a growing experience, and that's a perspective that any leader has to have in order to be fully well-rounded and not make incorrect assumptions.
These efforts have hopefully been beneficial top to bottom, but especially for me, because they've focused me, and that awareness we've been talking about starts with me.
LaToya Merritt: As we move into 2022, where would you like to see us focus our strategic priorities in terms of DEI?
Marshall Redmon: We made a large step this year by formalizing the committee and by populating it with great people who understand the firm's expectations, believe in them and have a common understanding of achievable goals that balance the firm's interests and business interests. Now that we have that in place and have buy-in from the firm, we've laid the foundation. Next year is the year we can really start to run. As that awareness becomes more ingrained, we can move into a higher level of execution. What I'm looking for next year is to build on what we started and begin to see more tangible results of the efforts we've put in place.
As we prepare to execute our DEI initiatives next year, we'd like to highlight organizations in our communities that have already made incredible strides in moving the needle forward. Each month in 2022, we'll spotlight a nonprofit in our 13-city footprint whose impact we can only hope to emulate as we move toward a higher level of execution in our DEI efforts.
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