Yesterday, NALP released its latest diversity report, and while there are some gains worth noting, the broader picture is more complex.
Yes, women now make-up more than 50% of those graduating law school. Yet according to NALP only 30% of partners at the firms that provided them with information are women.
The proportion of Asian and Black associates has also declined.
But what may be as disturbing is that there has been a big drop off by firm’s reporting diversity data.
This raises several important pipeline questions, including those I focus on regarding women: If women have made up a significant portion of law school graduates for years, why does partnership representation continue to lag? That point should not be overlooked. Transparency matters. Without it, progress becomes harder to measure and impossible to achieve.
There is no single answer.
Part of it is what happens inside firms. Access to meaningful work, sponsorship, and the opportunity to build a practice all matter. Helping women and those of color develop their own client relationships is critical.
Without that foundation, advancement becomes much more difficult and talent is untapped.
But that is only part of the story.
There are broader forces at play:
• How work is allocated and who gets visible opportunities
• How success is defined and rewarded
• The increasing pressure on the talent pipeline itself
The takeaway for me is this:
We cannot look at these numbers and assume the solution is one program, one initiative, or one training session. This is about systems, consistency, and long term commitment.
It is also about the right business mindset. Grow the talent of everyone within your organization.
The most successful lawyers I have worked with, including many of the women featured in my book “Breaking Ground,” built practices intentionally. They developed relationships over time, created their own opportunities, and focused on becoming indispensable to their clients. Many of them were trained or mentored as young associates.
Firms can and should support that journey. But we also need to equip lawyers with the tools, confidence, and opportunities to build something that is truly their own.
Because ultimately, business development is not just a skill.
It is a path to greater control, influence, and longevity in a career.
Business development skill is not the only answer, but in times like these, it is an important tool in every lawyer’s arsenal.
