Denis-Smith: Leaders need to actively engage with teams
There remains a gap between policy and practice when it comes to diversity, equality and inclusion (DEI) at both law firms and in-house legal departments, according to new research.
But some senior lawyers say they have observed visible changes as a result of DEI initiatives.
At the same time, Obelisk Support found that 29% of lawyers said their organisations lacked a formal DEI strategy and delivery plan.
Its Diversity, Inclusion and Law Report 2024 was based on responses from 133 mainly senior lawyers, almost half of whom were general counsel.
Despite 71% having a formal DEI strategy and delivery plan at their workplace, only 24% said they felt “very empowered” to deliver on DEI objectives, “suggesting a gap between leadership’s commitment and the empowerment felt by those in the legal departments”.
One GC said: “Leadership commitment is visible, but there’s a disconnect when it comes to empowering all staff to actively participate in DEI initiatives.”
A senior legal counsel commented: “While our CEO champions DEI, many staff members do not feel empowered or included in decision-making processes related to these initiatives.”
Over 40% of lawyers said they expected their organisation’s financial investment in DEI to increase over the next 12 months, while a larger group of 53% said they expected funding levels to remain unchanged.
One GC commented: “We are increasing our DEI budget to support more training and employee resource groups. However, this is still a struggle to justify amidst other financial priorities.”
Another said: “Our DEI investment has remained flat, despite growing awareness of its importance. It feels like we’re stuck in a holding pattern.”
Having staff contribute to DEI work was a problem, with one law firm partner observing: “We face a lack of resources and time; DEI is often treated as an ‘extra’ rather than a priority.”
More positively, 46% said they had observed a “visible change in employee engagement or demographic data due to DEI initiatives in the past 12 months”.
But one GC noted: “There is no clear data to show that our DEI initiatives are making a difference, which can be discouraging for those involved.”
Obelisk said that “sponsorship and leadership at the highest levels in a business are necessary to set the tone and prioritise DEI as a strategic goal”.
They went on: “A recurring theme is the need for a leadership culture that prioritises DEI.
“This involves not just having DEI-specific roles, like a chief diversity officer, but ensuring all leaders are trained, evaluated, and incentivised to foster inclusivity within their teams.”
Dana Denis-Smith, CEO of Obelisk Support, said: “Leaders who actively engage with their teams, promote transparency, and hold themselves accountable for DEI outcomes are better positioned to drive positive change in the wider business.
“These leaders understand that inclusive cultures are built on trust, open dialogue, and the ability to listen to and act upon diverse perspectives.
“They are committed to bridging the gap between policy and practice, ensuring that DEI is not just a box-ticking exercise but a core part of their organisational identity.”
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