Xavier or Magneto? Mentoring Lessons from the X-Men - ABA Section of Litigation 2012 Section Annual Conference April 18-20, 2012 Washington D.C.
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Xavier or Magneto? Mentoring Lessons from the X-Men ABA Section of Litigation 2012 Section Annual Conference April 18-20, 2012 Washington D.C.
Panel Participants
• Moderator: Paula Hinton,
Vinson & Elkins LLP
• Randy Hayman, General Counsel,
DC Water and Sewer Authority,
Washington D.C.
• Tiffani Lee, Holland & Knight, Miami
• Dorian Denberg, AT&T, Atlanta
2Panel Discussion
• The panel will discuss various topics,
including:
– the advantages of mentoring, particularly for
women and minorities,
– how to choose the right mentor,
– the need for multiple mentors, and
– how to establish a strong working relationship
with your mentor.
3Who are the X-Men?
• The X-Men are a superhero team in
the Marvel Comics Universe.
• Professor Xavier, the X-Men’s teacher
and mentor, created a school to train
young mutants to use their powers for
the benefit of humanity, to battle against
their archenemy, Magneto, and to prove
mutants can be heroes.
4X-Men and Diversity
• The conflict between mutants and normal
humans is often compared to conflicts
experienced by minority groups in
America.
• Characters within the X-Men mythos hail
from a wide variety of nationalities and
reflect various religious, ethnic, and
sexual minorities.
5Mentoring Statistics from the Minority
Corporate Counsel Association (MCCA)
• When asked whether they had a mentor
who was an influential sponsor and can
advance their career,
– 58% of minorities responded positively
o versus 74% of whites
– 61% of females responded positively
o versus 68% of male associates
– 76% of female partners
o versus 82% of male partners.1
1. The Next Steps in Understanding and Increasing Diversity & Inclusion in Large Law Firms, The Minority Corporate
Counsel Association (MCAA) Report (2009) (The survey that serves as the basis for this research report was distributed
to 217 law firms).
6Attrition of Women in Large Law Firms
• In the typical firm, women constitute 48%
of first- and second-year associates.
• By the seventh year, the ranks of women
have dropped slightly to 45%.
• On average, women constitute only 15%
of equity partners.
• This trend has not changed dramatically
in a number of years despite the very
substantial number of women law
2. graduates who entered firms in the last
Barbara M. Flom & Stephanie A. Scharf, Report of the Sixth Annual National Survey on Retention and Promotion of
Women Lawyers in Law Firms, The National Associate of Women Lawyers (NAWL) and the NAWL Foundation
(2011).
20 years.2
7A Strong Need for Good Mentoring Exists
• A recent study conducted by the National Association of
Women Lawyers found that the number of women
entering the largest 200 law firms in the United States has
dropped.3 Once in the firm, “not only do women represent
a decreasing percentage of lawyers in big firms, they
have a far greater chance of occupying positions—like
staff attorneys, counsel, and fixed-income equity
partners—with diminished opportunity for advancement or
participation in firm leadership.”4
• Encouragingly, some research has found a positive
correlation between strong mentoring and women’s
advancement within the law firm setting. Researchers
found that “female lawyers with senior-male mentors had
higher compensation and career progress satisfaction
than those without mentors, and were more likely to be
partners or hold senior executive positions than women
without mentors or women with female or junior male
mentors.”5
3. Barbara M. Flom & Stephanie A. Scharf, Report of the Sixth Annual National Survey on Retention and Promotion of
Women Lawyers in Law Firms, NAWL Foundation and the National Associate of Women Lawyers (2011).
4. Id. at 2.
5. A. Ramamswami, G.F., Dreher, R. Bretz, & C. Weithoff, The Interactive Effects of Gender and Mentoring on Career
Attainment: Making the Case for Female Lawyers, 37 JOURNAL OF CAREER DEVELOPMENT, 692 (2010).
8Statistics from the MCCA Report on
Diversity & Inclusion in Large Law Firms
• Only 58% of minorities reported being satisfied with the
opportunities they had to participate in business development
efforts with important firm clients, versus 73% of whites.
• Overall, minorities and women responded more negatively than
white men about work/life balance in their law firms.
• Women and minorities reported that they had to perform at a
higher level to gain the same credibility and career opportunities
as their white male peers.
• Although minority lawyers and white lawyers alike aspired to
advance into leadership positions within their firms, only 59% of
minority lawyers reported understanding what the criteria were
for advancement, as compared to 75% of white lawyers.
• Further, 23% of female associates and 18% of female partners
felt that their gender would hinder their advancement in the firm,
as compared to only 3% of male associates and 2% of male
partners.6
6. The Next Steps in Understanding and Increasing Diversity & Inclusion in Large Law Firms, The Minority Corporate Counsel
Association (MCAA) Report (2009) (The survey that serves as the basis for this research report was distributed to 217 law firms).
9The Advantages of Having a Mentor
• Mentors push their mentees to do more
than they thought they could early in their
careers.
• Mentors foster connections in the legal
community.
• Mentors boost confidence in mentees.
• Mentors provide wisdom in all things law
and business development through
example and knowledge sharing.
10Attributes of the Right Mentor
• Strong lawyers do not automatically make strong
mentors.
• “It may be possible to climb the corporate ladder on
your own, but having the support and the ear of
someone who is already where you wish to be can
make all the difference. Choosing the right mentor
(and convincing them to choose you) is vital to your
career.”7
• The right mentor tells the truth.
• The right fit lends itself to collaboration.
• You may have several mentors over the course of
your career, based on your needs to stretch at
different phases of your life.
• Choose someone that you are comfortable with and
someone that you feel you can develop a strong
relationship with.
7. Holly J. Clemente, Who Makes the Best Mentors for Female Associates? (2011) (unpublished manuscript ).
11Attributes of the Right Mentor
• Consider gender when choosing the right mentor.
• “[Y]oung women lawyers should consider all of their
options, and seek multiple mentors in furtherance of a
long and successful legal career. Specifically, women
should seek to establish mentoring relationships with men
(in addition to any mentoring relationship with women) to
ensure they are maximizing their understanding of, and
success in, the legal profession.”8
• “The sexes do not experience the business world in the
same ways. Women . . . may do well by enlisting several
mentors, men and women, who can offer varying skills
and tutoring. Or, consider a series of mentors, each for
specific challenges, say, ramping up technology or honing
financial skills.”9
8. Desiree Moore, Women Seeking Men? Finding the Right Mentor for your Legal Practice (2011) (unpublished
manuscript).
9. Krotz, Joanna L., How Woman Entrepreneurs Benefit from Using a Mentor, available at
http://www.microsoft.com/business.
12How to Establish a Sound Working
Relationship Between Mentor & Mentee
• Think about how you might add value to
the relationship.
– Ex: Sharing your network with your mentor.
• Pace the time you take from your
mentor.
– Mentors are often busy (that is why you likely
picked them), so determine whether your
mentor prefers to meet at predictable
intervals of prefers a more casual approach.
• Always be mindful of confidentiality.10
10. Clemente, supra note 4.
132011 McKinsey Study: Unlocking the Full
Potential of Women in the U.S. Economy
• The study focused on the need for
inclusion of women and minorities in all
types of substantive and leadership
training and other development
opportunities in order to drive productivity
improvement.11
11. Joanna Barsh & Lareina Yee, Unlocking the Full Potential of Women in the U.S. Economy (2011).
14Factors that Prevent Women from
Advancing
• Structural Obstacles
– Lack of access to informal networks where they
can make important connections
– A lack of female role models higher up in the
organization, and
– A lack of sponsors to provide opportunities
• Lifestyle Issues
– 24/7 executive lifestyle
– Travel
• Imbedded institutional mindsets
– Ex: “That job could never be done part time”
• Imbedded individual mindsets (discrimination).12
12. Barsh & Yee, supra note 8.
15Statistics on Women in Corporate
America
• Women represent 53% of new hires
• When individual contributors are
promoted to manager, the number drops
to 37%
• 26% of vice presidents and senior
executives are female
• 14% of the executive committee, on
average, are women.13
13. Barsh & Yee, supra note 8.
16The (Unwritten) Rules for Career
Advancement for Women
• Determine the informal leadership network
• Build relationships, and contemplate a male mentor
• Prepare for evaluation
• Billable hours remain a measurement
– People presume the busiest are the most competent
• Gain skill-building experience
– Delegating to and supervising others
• Gain positive visibility
– Always present an authoritative, professional image
• Self-promote
– Tell the right connections about what you’re doing or what you’re
capable of doing.14
14. Susan A. Berson, ABA Journal, The Rules (for Women), 28 (Jan 2012).
17Words of Wisdom from Mentors &
Mentees
• “Take control of your career. It is your responsibility to make
sure you are doing work you want to and at which you excel,
and that you are receiving assignments that advance you. Seek
stretch assignments and work with partners who can introduce
you to key clients.” Laurel Bellows, ABA President-Elect
• “Take leadership courses. Find women in the corporate
environment who are being groomed for leadership. It is not
complicated, but it is a mindset that is not taught in law school.”
Laurel Bellows, ABA President-Elect
• “Concentrate in a particular area of the law, hone your legal
skills and become involved in activities that will give you visibility
within your firm and your community.” Roberta D. Liebenberg,
Co-Chair of the ABA Litigation Section’s Strategic Planning and
Implementation Task Force
• “Take advantage of business development training or coaching
opportunities. Seek out assignments that will let you work with
different partners and develop relationships with clients.”
Roberta D. Liebenberg, Co-Chair of the ABA Litigation Section’s
Strategic Planning and Implementation Task Force15
15. MC Sungaila, ABA Women Leaders: On the Importance and Impact of Mentoring, American Bar Association
Section of Litigation: The Woman Advocate (2012).
18More Words of Wisdom from
Mentors & Mentees
• “[T]ry to visualize where you want to be and what you want to do in the
next 10 years and take steps that will help you implement your plan.
Taking a long-term view of your professional development helps you to
set realistic goals. You may not be able to do everything at once, but it
is important that you start.” Roberta D. Liebenberg, Co-Chair of the ABA
Litigation Section’s Strategic Planning and Implementation Task Force
• “If the opportunity you want doesn’t present itself, then create it.”
Countess W. Price, Co-Chair of the ABA Corporate Counsel Committee.
• “Joan Hall, a senior partner at Jenner & Block…genuinely cared about
the women who came up behind her. [She advised me to k]eep in touch
with everyone – you never know who may one day send you a
case…The most important business development work you can do is to
do an outstanding job on whatever task you are working on right now for
an existing client.” Patricia Refo, ABA State Delegate from Arizona
• “[Y]oung women lawyers … must view themselves as the ‘CEO’ of their
own careers. Get clear about what you want and why. It is, of course,
essential to do excellent work at every stage of one’s career, but it is
also important for young lawyers not to wait for others in their firms,
departments, etc. to bring to them the advancement opportunities they
want or need to move to the next level.” Karen Stevenson, Associate
Editor, ABA Section of Litigation’s Litigation News16
16. MC Sungaila, ABA Women Leaders: On the Importance and Impact of Mentoring, American Bar Association
Section of Litigation: The Woman Advocate (2012).
19Conclusion
• “In the end, young women lawyers have
to decide on an individual basis what
type of mentor is best for their careers. In
all instances, when it comes to choosing
a mentor or not, young women lawyers
should absolutely and unequivocally
choose a mentor. And choose many,
men included. This will ensure exposure
to various perspectives, ideas, and
insight—and ultimately, ensure a long
and rewarding legal career.”17
17. Desiree Moore, Women Seeking Men? Finding the Right Mentor for your Legal Practice (2011)
(unpublished manuscript).
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