Path to Well-Being in Law – Episode 22: Lia Dorsey

CHRIS NEWBOLD:

Hello, well-being friends, and welcome to The Path To Well-Being in Law podcast, an initiative of the Institute for Well-Being in Law. I'm your co-host Chris Newbold, executive vice president of Alps Malpractice Insurance and most of our listeners know that our goal is pretty straightforward. We want to introduce you to thought leaders doing meaningful work in the wellbeing space and within the legal profession. In the process we want to build and nurture a national network of wellbeing advocates intent on creating a culture shift within the profession. I am always pleased to introduce my co-host Bree Buchanan. Bree, how's it going?

BREE BUCHANAN:

It's going great, Chris. How is your spring starting off?

CHRIS:

It's a little colder in Montana than I would like, but the warm weather is on the way. So I'm certainly looking forward to that. So a lot going on, obviously, in the wellbeing world and super excited to continue with kind of thoughtful discussion here on the podcast. We're going to continue. I think our series here on diversity, equity and inclusion and the intersection of DEI with well-being and super excited to be welcoming Lia Dorsey to the podcast. Bree, would you be so kind to introduce Lia to our listeners?

BREE:

I would love to. So we are so delighted to bring to you Lia Dorsey today, and she is a thought leader in the movement to advanced diversity and a driver for inclusive change. As the chief diversity equity and inclusion officer at Ogletree Deakins, she's responsible for the development and execution of the firm's diversity equity and inclusion strategy. Ms. Dorsey collaborates with firm leadership, practice group leaders and business resource groups to expand in advance efforts in the recruitment development promotion and retention of diverse talent.

BREE:

Ms. Dorsey previously served as the head of diversity and inclusion at Denton's, U.S. There she was responsible for the strategic oversight, design and implementation of this very large terms, diversity and inclusion initiatives. Before that she served as the director of diversity and inclusion at Eversheds Sutherland and has also held senior positions at DLA Piper and Buchanan Ingersoll & Rooney. All of those names that many of us know. Lia's also president emeritus, I told her the best place, best position to have, of the Association of Law Firm Diversity Professionals. She's a sought after presenter in panelist on a broad range of topics covering diversity, equity, and inclusion at conferences across the country. Lia, welcome. We are so glad you're here with us today.

LIA DORSEY:

Thank you, Bree. Thank you, Chris, for having me. I am thrilled. Thrilled to be here.

BREE:

Yeah. Thank you so much. So Lia, I'm going to ask you the question that we ask all of our guests, because I think it just is well, so interesting. So what are some of your experiences in your life that are drivers behind your very clear passion for the work around DEI?

LIA DORSEY:

Great, great question. I like to start by saying that I've always been an inclusionist, if you will, although it didn't have a term back in the day as I was growing up and I'll just kind of share just a really funny story. I used to get in trouble a lot as a child, because I would give away my toys to my friends who didn't have them. So I would always just share, I would always just give. I was always that compassionate person and I think my parents appreciated it until I gave away my brand new pink and white huffy bike with the [inaudible 00:03:54] and then I think after that, it's "Okay, I think we need to kind of reign this in and pray." But all jokes aside I've always been a giver. I've always been a giver and I live by the verse, "To whom much is given, much will be required," and I seriously take that to heart.

LIA DORSEY:

I've long supported those from different backgrounds and environments. I've been a volunteer for a long time. I mentor, especially now in my role, I think it's very, very important for me to reach back and pull others forward. But for me, this was just what you did as a good person, right, it was never about shine or the accolades. You helped people who need it. I'm still an inclusionist, but now I like to refer to myself as a disruptor for good.

BREE:

All right.

LIA DORSEY:

Just today I heard someone else describe herself as a professional troublemaker, and I think I'm going to borrow that one as well, because at the end of the day to do this work, you have to be brave and you have to be bold. I'm also clear that it's not for everyone, that this is by far the hardest job that I've ever had, but it's also the most rewarding and I honestly can't see myself doing anything else.

BREE:

Yeah. I hope that I can be a professional disruptor at some point, but it does take a lot of courage. Absolutely. So good for you.

CHRIS:

It does. Lia, tell us a little bit about... One of the things I was impressed about kind of how your professional journey has kind of taken shape, is you've had the ability to move in and out of different cultures within the legal profession, which I just find is really fascinating. Tell us about your journey in the area of diversity, equity and inclusion and in the time that you have been a disruptor for good, how have things changed over that time?

LIA DORSEY:

Yeah, so I have been in law firms for a very, very, very long time. Although, I didn't start out in DE&I. I actually started out on the business side of the law firm for years and at one particular firm, we didn't have anyone at that time leading DE&I in an official capacity. So I raised my hand, again, I would love to volunteer and that's a reoccurring theme with me. But two years later, I found myself with almost two full time jobs. So the job that I was hired to do and the job that I was meant to do, and that was the DE&I role. So that same firm really saw how passionate I was about DE&I work and just how happy I was doing it. They actually created a role for me as the director of DE&I at that firm and as they say the rest was history.

LIA DORSEY:

But when we think about what changed over time, I think we've seen DE&I become more of a strategic focus in priority for firms. Even before the events of 2020, I think, we started to see firms dedicate more resources to DE&I, like creating full time positions, moving away from DE&I being embedded in HR or being seen as a compliance requirement from the GCs office. So we had really started to see kind of an elevation of DE&I and the role. Then 2020 happened and we'll talk about that a little bit more, but what we saw was even more of a cohesion around DE&I. We saw leaders speaking up, stepping up. We saw a heightened level of awareness.

LIA DORSEY:

People became aware of issues that weren't on their radar in the past. I think the murder of George Floyd was a pivotal moment. I'm often asked how that moment was so different because sadly George Floyd, wasn't the first Black man to be murdered at the hands of police and sadly he wasn't the last, but I think the difference that the world was at home, watching it happen and people who thought things like this didn't happen were now outraged, right. But that rage led to empowerment. We have to do something. We have to say something.

LIA DORSEY:

So we're seeing a lot of folks speaking up more because they aren't afraid and they're making demands for change. All of that is great and that is a big change, because I would say before 2020, I don't think that you would've seen people speaking up and standing up the way that we're seeing it now. I think all of that is great, but I also think that we're in an inflection point, right, because there are forces in this world who don't want things to change. The thought is the system has worked in one way for so long, so why change it? But the only way to move forward successfully is to change and I'm one of those change agents that's working to try to make this world a better place.

BREE:

Absolutely. Wow, absolutely. That's so wonderful. So [inaudible 00:08:48], I've seen you... Lia, I'm sorry, seen or heard you talk about your experience over time here. What have you seen now that legal employers are doing right in this area? What are some good examples and we'll get to weaving in the intersectionality of well-being, but right now let's stick with the DEI work. What do you see as going right here?

LIA DORSEY:

Absolutely. I think there's much more focus and intention being put around the advancement and retention of diverse talent, specifically minority talent. Recruiting is still a focus of course, but we realize that diverse talent need meaningful support once they join the firm. So for the listeners, I just challenge them to ask themselves, how are you investing in your diverse talent? Are you having real conversations around the development of your talent because we really need to make serious and meaningful investments. I've always said that the talent is there, but the opportunities aren't always there and the opportunities that I'm talking about are things like introductions to key clients and the ability to develop client relationships. It's getting the high value work. It's being able to tap into the resources for business development and the list goes on, because we all know that these are the types of things that can really impact someone's career.

LIA DORSEY:

So with that as the backdrop here, a few things that I'm kind of seeing that are having a meaningful impact today. We're seeing the creation of formal DE&I sponsorship programs. So we know the difference between mentorship and sponsorship, right. So a mentor talks to you and a sponsor talks about you and the best DE&I sponsorship programs that I've seen have leaders of the firms and that's the board, it's the managing partner, the executive committee and what I like to call the front page of the [inaudible 00:10:36] sheet lawyers. But that group of people are actually the ones serving as the sponsors. That has two great benefits. One is that it shows the stakeholders that the leaders are invested in the diverse attorney's development and they aren't pushing it off on someone else to do. So we know that law firms are top down organizations, right, but having those at the top who are actively engaged in the DE&I work has a profound impact.

LIA DORSEY:

The second thing is that that group of people are in a position to make sure that the lawyers are getting those opportunities that are referenced, right. So they actually have the work and they can make those key introductions. So I think sponsorship programs are definitely on the rise and I think that they can be very, very effective and can lead to retention.

LIA DORSEY:

The second thing that I'm seeing is kind of a focus on culture overall, because we know that culture is a differentiator, right. It's the reason people stay or go. A survey by McKenzie found that the majority of employees have considered the inclusiveness of companies when they're making career decisions. I like to say this, if you ask the people at the top of the organization to describe the culture, I'm sure that what they would say is probably different than what those who aren't at the top would say. I mean, and this is what we like to call that perception gap that often exists between the leaders and the employees and it's how do we get everyone to kind of experience the culture in the same way? So just think about it and ask yourself is your culture by default or by design.

BREE:

Wow.

LIA DORSEY:

Right. So we've been talking a lot about the great resignation and the she session, but now we're... I love that term. I mean, it's sad, but it's still a good term.

BREE:

I love it. I hadn't heard it before.

CHRIS:

I hadn't either. That's a good one.

BREE:

She session. Yeah.

LIA DORSEY:

The she session. Yeah. But now we're talking about the great reboot or the great realization and the reality is that the world is different since the start of the pandemic. People are expecting to work differently and they want companies to kind of meet more in their needs. So this is really an opportunity for firms to reimagine their workplace and their culture. Then the last thing I would say here is the inclusion of staff, right. Inclusion really is inclusion for all and not for some, but we know that law firms typically focus on the benefits of the lawyers and now we're seeing staff being introduced into that conversation, which is long overdue, but it's definitely necessary. If I can just touch just quickly on the things that don't work.

BREE:

Yeah. Please, please.

CHRIS:

Yeah. For sure. Lessons learned.

LIA DORSEY:

When companies don't make DE&I a priority. So when they still think it's just a nice to do, or if the efforts are just performative and they're doing it because their clients are kind of forcing them to do it. So you have to make it a priority. It has to be part of the overall firm strategy. And then if your leaders aren't engaged, and I'll talk a little bit more later about the difference between commitment and engagement, if they aren't engaged, then you're probably not going to have a lot of success.

BREE:

Right, right. So important.

CHRIS:

It seems Lia that you're, I feel like in your tone that you are optimistic that the level of engagement and particularly leadership leaning in, is increasing. Is that fair?

LIA DORSEY:

It is. It is definitely increasing. There were people who just because they could have been checked out of this conversation for such a long time, and now they are checking into the conversation. But I'll also say that just because you're checking in it doesn't always mean that you know what to do and know what to say and that's where folks like me and people who do this kind of work can really help with that. But I am definitely encouraged and I like to look at life as glass, half full with the way that things are progressing and the level of interest by certain stakeholders. It's really encouraging.

CHRIS:

Yeah. Because I know we're going to talk about this a little bit more, but I just think it's so fascinating how, as you know, even in the work that Bree and I do on the well-being front, so much of what maybe I'm going to say, not the easy part, but building awareness and educating others is one element to it. But ultimately action and taking on systemic barriers become probably the harder part of advancing social change and being a catalyst for cultural shifts, right. Sometimes it takes years, sometimes decades, right, to effectively be able to do that. But I find such interesting similarities in the efforts to advance both one DEI on a track, one well-being on a track and then the intersection of the two, which I think is even more interesting because some of the challenges are obviously unique and differentiated that... Really interesting.

CHRIS:

You said earlier in the podcast, Lia, that the hardest job that you've had, and that a lot of this has to do with, is the fact that you are trying to get people to change, right, and evolve their thinking and ultimately act in appropriate and effective ways. What works here and how do you get people to not necessarily... Well, I would call it evolve their attitudes and actions as they think about what the right work culture is and what ultimately is the right thing to do. But also, advances kind of where the firm is as a business entity.

LIA DORSEY:

Yeah. That's such a great question. You can't do this work thinking that you will be able to get people to change, right. There's a great cartoon clip of someone addressing a crowd of people asking who wants to change and everyone raises their hand and then they ask, who wants to change and then all the hands go down, right. That graphic perfectly sums up what it's like doing this work. A lot of people are committed to DE&I and they care and they have good intentions, but not many folks are actively engaged and I said I would talk about the difference between the two.

LIA DORSEY:

I think right now you'd be hard pressed to find a leader who would actively come out and say that they aren't committed to DE&I, but it's more difficult to get them to actually engage in the work. It's hard to get folks to willingly use their influence and internal capital to help someone else, especially if that individual isn't like them. So they don't look like them and you're not part of my in group, but that said, if we won't change, we cannot sit on the sidelines, right. So I believe that in action or neutrality is complicity. Action is courage and courage is a habit. It's a muscle that you build over time. It's consistently committing to something, knowing that at times you may get it wrong or you may be uncomfortable. I mean, look, sometimes I still get it wrong and I do this for a living, but-

BREE:

Thank you for saying that, Lia, thank you for saying that. Oh, my gosh.

LIA DORSEY:

It's just, it's continually showing up and engaging and if you get it wrong, you get up and you continue to try again. So, we spent a lot of times educating our stakeholders and raising awareness around DE&I. What does it mean to really be an ally or an upstander? What do those terms mean, right. What does equity really look like in a law firm? How do you work across difference? How do you have courageous and meaningful conversations with others who are not like you, right. What is bias? How does it show up in your interaction with others?

LIA DORSEY:

So once you understand some of these issues, hopefully that'll lead to greater empathy and then hopefully that will lead to action. Just in closing, I'll say, so instead of focusing solely on changing minds, focus on changing your systems and changing your processes and changing your policies, because that's also where a lot of this bias breeds, which sometimes folks don't want to change their minds because they're set on something. As my friend, Michelle Silverthorne, she is a popular DE&I and culture consultant says, if you change the system, you'll change the world. So I spend a lot more of my time focusing on changing the systems and then the hearts and minds will follow.

BREE:

Absolutely. That's just absolutely brilliant. Yeah. I've always thought that if you get the right form in place, things will follow. You ask the right questions on the right forms-

LIA DORSEY:

Absolutely.

BREE:

... And that starts to shift the culture. Yeah. Yeah. So important. So Lia, I'm wondering if you could tell us a little bit, we're going to take a break here in just a second, but you are just coming off as president of the association of law firm, diversity professionals, and I can really hear the polish of your message, which I'm sure that you honed over the time as president. What has that group been focusing on? What are you guys focusing on now?

LIA DORSEY:

Oh, absolutely. So, for those who may not know, ALFDP is an association of law firm professionals working in the DE&I space in the United States, Canada, and in the U.S. I'm sorry, UK. The association is around what, 16 years old at this point. As you mentioned, I served as president for two years. I served as VP before that. I'm technically still on the board and it is just an absolutely amazing organization just to be able to connect with people who are trying to solve the same problems, right, and achieve the same goals. So let's try to put our heads together and solve it together. But essentially we equip our members with the tools, tips, and talking points that they need to advance DE&I within their own firms and to help get the buy in and the resources that they need and resources is sometimes talent and then sometimes it's money.

LIA DORSEY:

Another great thing that we do is to collaborate with other DE&I focused organizations as well. Last year, we collaborated with Thompson Reuters and the ACC Foundation on a white paper called the Pandemic Nation: Understanding its impact on lawyers from underrepresented communities. It was a great white paper. I encourage your listeners to download it. It essentially was an in depth look at the impact of the pandemic on the careers and lawyers from underrepresented communities. What's great about that research even now is that it really points out the challenges and the opportunities of those historically excluded lawyers, which is really, really important. Particularly the opportunities part as all of us are slowly returning to the office.

LIA DORSEY:

There are things that organizations can keep in mind and I'm cleared about saying returning to the office and not returning to work because trust and believe for the past two years, we have been working hard, harder than we ever have. So I really want to remind people, we're talking about returning to the office, but ALFDP keeps on top of the primary issues that everybody is dealing with and then we try to find resources and give tips and tools to help solve some of those challenges. So great, great association and I'm so glad and honored to have been able to lead it.

BREE:

So, Lia, what is the web address for that in case our listeners are interested in checking it out?

LIA DORSEY:

Absolutely, www.alfdp.com.

CHRIS:

Lia, I have to imagine that, and this would be an encouraging sign that your membership has expanded significantly of late. Is that the case?

LIA DORSEY:

Oh, my gosh. Yes.

CHRIS:

Right. I mean that's a sign that, again, people are leaning in, that they're looking for a community that can provide national resources to be able to aid them. I mean, this is an organization that I wasn't aware of, but again, gives me cause for optimism that there are change agents that are coming together and sharing best practices that are ultimately going to advance our profession.

LIA DORSEY:

Absolutely. The membership grows every day and a lot of that is because a lot of these firms are creating a lot of DE&I roles and positions and sometimes they're elevating existing people. So the interest in DE&I overall, and in ALFDP, specifically, is just amazing.

CHRIS:

Awesome. Well, this is a great place... Let's take a quick break and hear from one of our sponsors and then we'll come back and I'm really excited to kind of start to talk about the intersection of DEI and well-being. So we'll be right back.

 

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CHRIS:

All right, we are back with Lia Dorsey, chief diversity equity and inclusion officer at Ogletree Deakins. This is an area that I've been just very excited to delve into, because I know that our board at the Institute for Well-being in Law, you can't talk about well-being unless you're integrating and considering elements of diversity, equity and inclusion as well. Lia, I'd love just to hear more about in your experience, how do they intersect, right, and how do we think about them, I guess not as two tracks, but two tracks, obviously intertwined.

LIA DORSEY:

Yeah. Mental health and DE&I are definitely closely connected. I would say right now, mental health and wellness and burnout, are very common topics in the workplace today and I think it's great that we're starting to normalize conversations around those topics. Asking for help now is not seen as a weakness and people are having dialogues and they're willing to talk about their personal experiences and their struggles. When we talk about DE&I, diversity, equity and inclusion, there's also another letter that's joining that and that's the B for belonging and that's really the psychological safety that folks feel. Honestly, we weren't talking about these things before, but it is just so important that we're having these conversations now and the fact that all of us spend the majority of our time at work, prioritizing mental health in the workplace is really, really a must.

LIA DORSEY:

Many of us are managing work related stress and experiencing diminished mental health because of the pandemic and the racial injustice crisis. This is, it's taken a toll on people and more so for those from diverse backgrounds in communities. We talked about, since 2020, there's been a much needed spotlight on racial justice, but it's also highlighted the serious lack of dialogue, addressing specific mental health needs and challenges for those from underrepresented communities. I think just kind of navigating and adapting to those challenges is really important because there's a lot of stress that that community is experiencing because of what's going on and that stress can worsen and it can cause health problems, it can lead to increased mental health conditions and so much more.

LIA DORSEY:

On the diversity piece of it, folks from diverse backgrounds often face increased bias and microaggressions and other stressors that impact their mental health and that psychological safety. So I think for the intersection between the two, it's really important to focus on that sense of belonging, because it's critical for overall mental health and well-being, because the more we feel like we belong, the more we feel like we can be ourselves, right.

BREE:

Absolutely.

LIA DORSEY:

[inaudible 00:27:16] like we have that support, then we can cope effectively with the stress and the difficulties in our lives. So firms and companies really need to prioritize creating this type of culture that supports, not only just mental health and wellness, but that inclusion and that belonging piece as well. I think another way that they intersect, and it's a way that a lot of people don't think about often is when you think about benefits. So really, evaluate the benefits that you are offering at your company. Are they inclusive? Are your wellness benefits available to everyone, or just... And now that we're talking about possibly, returning back to the office, look at your flexible working policies. Who gets to continue to work a hybrid schedule, who's asked to come back into the office, and when you examine that, you'll see how that too impacts diversity. So as we're trying to all come up with these solutions around mental health and wellbeing, it's really important to keep some key DE&I concepts in mind, as well.

BREE:

Absolutely. I just love what you're saying there around inclusion and belonging. One of the things that I teach about when I talk is also the idea, and this is where I touch upon the intersectionality here, and I talk about the impact on mental health outcomes of what's called thwarted belongingness. I don't know if you've heard that phrase before, but it's also something that's been studied in a precursor or predictor or suicidality. I mean, it's really serious. I think about, I use the example of, if you can't think of anything else, remember what it's like to be a little kid and everybody's being chosen for the basketball team and you're the last one, that was my experience, [inaudible 00:29:04], and just how awful that feels. Can you try to touch into that and have some empathy or compassion? So, yeah. That's brilliant.

LIA DORSEY:

Absolutely. If I may, there's one thing when you just shared that story and I was the person who got picked last too, I don't have any [inaudible 00:29:19]. But it just made me think about this amazing quote and I'm sure a lot of folks have heard at this point, but it's by Bernie Myers, and it says, "Diversity is being invited to the party and inclusion is being asked to dance." It's that last part that is just so important, right, because it's not good enough just to be seen, right. It's also about being included, being involved, feeling that sense of belonging and so that made me think of that quote, as you just shared [inaudible 00:29:48].

BREE:

Yeah, that's great. I'm afraid I also the person [inaudible 00:29:51] not being asked to dance, but anyway, that's another story. So Lia, I really want to dig to hear a little bit about a theme that has run through our conversations here, is about the role of leaders in the profession. Of course there are the CEOs of the big law firms, some of the ones that you have worked for. There's other leaders of the profession that I think really have a responsibility here are the judges and the state bar presidents, people that really are at the forefront of the profession. So what thoughts do you have about how we influence these leaders, that if you care about wellbeing, you have to care about diversity, equity, inclusion, and vice versa. How do you get them to pay attention and to take action to become, I think you were saying, it's not commitment, it's engagement.

LIA DORSEY:

Absolutely. Absolutely. Deloitte conducted a survey. I believe it was last year, which found that DE&I and employment health and well-being are top priorities for CEOs. I thought that was very, very telling, right. So leaders really need to prioritize their employees total well-being, and that includes their physical, mental, emotional health and it also includes work life balance. But in order to do that leaders must understand and address the unique challenges that their underrepresented employees face. We talked about this a little earlier, so that's the bias, the microaggression, it's the health disparities potentially, it's different mental health treatment and outcomes. Sadly I think that list goes on. So I think you can influence and encourage them, if you will, by just making sure that they understand that this is really important for every single employee, right, and some of the current support programs that they have in place, it's just not enough.

LIA DORSEY:

Firms have to really take a strategic and a holistic approach to mental health and wellness because there isn't one solution to the problem or silver bullet, but it's really a series of actions that they need to take. Then you need to tie this some kind of way to retention and culture, because we talked about this at the top, culture plays a big role in mental health, right it's about those safe spaces. It's about inclusion, because we know that inclusive workspace are more engaged and productive, but if you can really help your employees feel like they truly, truly belong, then you can help them achieve that greater sense of satisfaction in health and wellness and that can impact retention.

LIA DORSEY:

So just to kind of sum this up, leaders really need to prioritize their people and they need to create a workplace that fully supports every single employee, even the one from historically excluded groups and they must address those needs. If they want to create connected and inclusive workplaces, they have to address mental health because it's not an option to continue to ignore it.

BREE:

That's right.

CHRIS:

Yeah. Well, said. Let's look forward a decade and if we were to do a good job around evolving and changing attitudes and encouraging engagement and affecting hearts and minds, Lia, how will the legal profession be different?

LIA DORSEY:

Well, for starters, I hope the profession will be more diverse 10 years from now. It's a shame that after all these efforts and initiatives and research and data that the legal profession is still struggling with diversity. I want to see more of this diversity at the top as well. We all know that representation matters and I'd also like to see more accountability, right. How do we hold our leaders to account? I would love to see firms and I'm sure a lot of people are not going to like this, but I would love to see firms link the compensation to the advancement of DE&I, because our corporate partners are already doing this, right. I always say that diversity isn't black and white, it's green, because when you start talking about money, people listen. [inaudible 00:34:10]. So I would love to see that link because I think that will get us more change faster and sooner.

BREE:

Right.

LIA DORSEY:

So that's what I would say.

CHRIS:

Okay, and I'm just curious as we think about one thing, law schools obviously have a role here to play as a kind of a pathway into the profession. I'm just curious on your impressions on how they're doing relative to some of these challenges. Obviously, a lot of our work on the well-being front kind of starts with how folks come into the profession. I got to think that there's some direct corollaries there.

LIA DORSEY:

It is. One of the things that I've seen, which I think is great, is that our law schools are talking about DE&I earlier in the process or period, because it was a time when they weren't. So the fact that they're introducing and they're talking about these topics in law school, I think is great. Then we're also seeing a connection with some of the law school offerings and partnering with firms and other diversity associations that are out there, NCCA, the DFA and LCLD are three that come to mind. They're really just trying to make sure that particularly the diverse students are well prepared for a full enriched career in a law firm and really looking at how do we make sure that they know what to do and to make sure that they can ask the right questions and to find that mentor early and all of the things that come with that. So I'm really encouraged to see that type of partnering with some of the law schools and some of the other associations that are out there and with some law firms, as well

CHRIS:

As you said earlier, evolution here or progress I think has been slower than almost all of us believe could have been achieved. Are you optimistic about the future, and if so, what are some of the accelerator drivers that have you particularly excited for what's on the horizon?

LIA DORSEY:

Oh, Chris, I have to stay optimistic because if I don't, I'll go in my room, sit in the ball and cry. I just think it's really just my outlook. If I think about when I started in this field, not that long ago really, but when I started, we weren't even talking about some of the stuff that we're talking about even now and we were not as bold then as we are now. So, that definitely gives me hope. Some of the people that I see who are starting to do this work gives me hope. The fact that we're seeing managing partners and CEOs who are standing up and speaking up and actually putting that capital and using it to help advance it, all of that gives me hope.

LIA DORSEY:

I don't think that we will get there in my lifetime, but I am happy to be a person right now and a change agent who's really trying to plant the seeds that hopefully folks will continue to water. I tell people, this is a marathon. It didn't take us overnight to get into this and it's not going to take us overnight to get out of it. It's going to take some time, but I am very, very hopeful.

CHRIS:

Awesome. Well again, thank you so much for joining us. Whenever we can have a disruptor for good or a professional troublemaker on the podcast, we are all in and Lia, we certainly commend you for your longtime commitment, the impact that you're having, the willingness to serve and leadership structures and challenging the status quo, improving cultures, right. I mean, you are doing critical work, not just for your firm in particular, but well beyond in terms of improving this profession and the ability for this profession to ultimately serve the legal needs of the country, all of the legal needs of the country, right, not just certain legal needs of our country. So again, thank you so much for joining us on the podcast.

BREE:

Thank you. Wonderful. Wonderful.

LIA DORSEY:

Thank you, Bree. Thank you, Chris. I have enjoyed my time immensely and I would be happy to come back if ever you would have me. This has been great and I love this so much. I can talk about this all day. I feel like our time just flew by. So thank you. Thank you again for having me.

CHRIS:

It certainly did and we will be back in a couple weeks with one final installment of kind of our series on the intersection of diversity, equity, inclusion, and well-being. Thanks to all of our friends out there for listening in and if you have ideas, continue to reach out to Bree or I for suggestions on future speakers.

BREE:

Absolutely.

CHRIS:

So everyone be well out there. Thank you.

BREE:

Take good care everyone. Bye-bye.