Shaping the future of the legal profession through mentorship
By Keisha L. Stokes-Hough, Esq.
Reprint Permission by American Bar Association
Mentorship has always been a feature of the legal profession. Indeed, before the advent of most law schools, lawyers were trained under an apprenticeship model. Abraham Lincoln, perhaps the most famous and pivotal lawyer in American history, may never have entered practice but for the encouragement of his friend, Attorney John T. Stuart, who had served with Lincoln in the Illinois militia. Recognizing his potential, Stuart advised Lincoln to study law, lending his own law books (expensive then as now) to aid in Lincoln’s development. Stuart later became Lincoln’s first law partner; their firm remains active in Springfield, Illinois, to this day.
The legal profession today faces numerous challenges and uncertainties, including threats to the rule of law itself, as well as attempts to ban diversity, equity, and inclusion in the United States – an effort that runs counter to the ABA’s Goal III to eliminate bias and enhance diversity in the legal profession. In the face of such upheaval, many of us have pondered what we can do to preserve American law and its institutions for future generations.
As attorneys, we undoubtedly influence the law through our cases and representations, and the decisions, agreements, and resolutions that follow. But I submit to you that one of the most meaningful contributions you can make to the future of the legal profession is to devote yourself to mentorship, identifying and nurturing the promise of those around you, as John T. Stuart did in a similarly tumultuous time. In this article, I’ll explore what I call the Mentorship Mindset and share practical tips for advancing the legal profession by championing its up-and-comers.
Expanding Opportunities for Mentorship
While mentorship has always been integral to the legal profession, mentorship opportunities have not been accessible to everyone. Mentorship relationships often develop informally, even when connections are made in the context of the workplace. And these relationships tend to be grounded in personal commonalities, such as attending the same law school, being from the same area, or sharing a similar background.
The emphasis on similarities when initiating mentorship relationships has made it difficult for those who are different – demographically, physically, or biographically – to pursue and receive the many benefits of mentorship. As the ABA has noted, while women have made tremendous advancements in the legal profession, including being the majority of current law students, “women remain a minority in the higher echelons of the profession.” Walking Out the Door, a 2019 ABA report, concludes that women lawyers are less satisfied than male colleagues, and ultimately leave the profession, because they “experience demeaning comments, lack access to business development opportunities, have been overlooked for advancement, lack access to sponsors, and suffer other behaviors in firms that diminish their chances for reaching the same level of success as their male colleagues.”
To advance diversity and inclusion in the legal profession, we should ensure that mentorship opportunities are plentiful and accessible to those who have been underserved. The first step in the Mentorship Mindset is being willing to support and guide colleagues as a mentor and remaining open-minded about whom you may consider for a mentorship relationship. Rather than pursuing mentorship relationships based only on apparent similarities, make an effort to connect with colleagues who may seem different from you on the surface. Joining an office book club, serving on firm and bar association committees, and attending commemorative events are great ways to connect with legal professionals of different backgrounds. In the process, you may discover that you actually share similar interests, hobbies, or goals, which can form the building blocks of a lasting connection.
Just as lawyers benefit from mentorship relationships, law students and young people interested in becoming lawyers will benefit from mentorship relationships as well. You can connect with law students and other students by attending career fairs and other scholastic events, inviting students to observe court proceedings, and supervising interns and externs. Legal support professionals, such as paralegals, investigators, administrative assistants, legal secretaries, social workers, and researchers, can also benefit from mentorship. Build connections with the support professionals at your firm by inquiring about their goals, encouraging their training and professional development, and supporting their growth and leadership potential.
Opening Doors and Leveraging Your Networks
One of the greatest benefits of mentorship is the exposure to opportunities that mentees may not have otherwise been aware of. Young professionals often seek guidance from more senior colleagues on navigating the next steps in their careers. A key component of the Mentorship Mindset is making yourself available as a resource for career guidance and networking opportunities.
When making connections with new mentees, I recommend asking about their interests and where they see themselves going in their careers. Are they interested in particular types of litigation or practice, or would they like to broaden their experience across multiple practice areas? Do they envision a future in law through teaching, public service, or firm leadership? It may also be helpful to ask mentees how they think you can be helpful to them in reaching their goals. This invites mentees to identify aspects of your career or skillset that they would like to learn from or emulate.
Once you have insight into your mentees’ interests and plans, you can recommend opportunities that they may not have considered yet and connect them with colleagues in your network who also can support them in achieving their career goals. For instance, if a mentee expresses an interest in law teaching, you can connect them with professors in your network and work with them to identify opportunities in their current role to develop legal scholarship. You may also look for opportunities for your firm to partner with a law school clinic in your area, which may help mentees build their connections in academia.
I have been fortunate to have many great mentors, who have made all the difference in the trajectory of my career. For instance, my supervisor, Natalie Kelly, has been active in the ABA Law Practice Division for many years and encouraged me to get involved as well. With her encouragement, I have made numerous connections in the legal profession through the ABA. I also gained opportunities to learn more about law practice by attending seminars and conferences, writing about law practice in this and other publications, and sharing my knowledge and skills with other lawyers through ABA webinars. I would not have known about or pursued these opportunities without my mentor’s care and recommendations, and I strive to pay forward the great advice and opportunities that I have been afforded.
As a mentor, you can support your colleagues in making professional connections and taking steps toward completing their goals. It all begins with an open door and an earnest conversation about the future.
Making Connections That Last a Lifetime
Mentorship relationships often, though not exclusively, develop between coworkers. A common challenge for these relationships is the potential for career transitions, in which a mentee’s working relationship with a mentor may change or end.
An important component of the Mentorship Mindset is understanding that the support and trust a mentorship provides should last beyond a mentee’s existing role – ideally, lasting a lifetime. Given the nature of modern law practice, mentors should expect mentees to eventually expand their horizons by seeking new roles and positions, even at a different workplace. Think about it: Abraham Lincoln may not have reached his full potential and assumed the important and necessary role he played in American history if John T. Stuart had insisted that Lincoln remain his junior partner for the duration of his career.
With this in mind, I encourage mentors to have regular and open conversations with mentees about career planning and any evolving goals, reassuring mentees that you are there to support them in whatever avenues they may choose to pursue. A mentor who is impressed with a mentee’s abilities and performance should take the initiative to offer a reference if the mentee expresses an interest in seeking a new role. Having ongoing conversations about professional development, including potential career transitions, will help avoid the awkwardness of a mentee feeling that it is unsafe to disclose new opportunities, which may lead to a breakdown in the mentorship relationship.
In the course of my career, I have mentored many attorneys, interns, externs, and legal support professionals. It is amazing to see all they have accomplished in the ensuing years: defending civil and human rights for all, protecting our environment, leading prominent legal institutions, and teaching aspiring lawyers themselves. As I witness their growth and successes, I reflect on the lessons we learned together and the values I hoped to instill: commitment to the rule of law, respect for all participants in the legal process, and a hunger for justice.
Conclusion
Stuart and Lincoln, our predecessors in the legal profession, remain influential in the practice of law today. As stewards of the legal profession for this time, we all can play a part in guiding the next generation of lawyers and leaders. This is how we will keep this honorable profession alive – and look to the future of it with hope and possibility.
Keisha Stokes-Hough is the Southern Poverty Law Center’s Deputy Director of Legal Management, where she assists with overseeing the operations of the SPLC’s legal department. Her experience includes a range of legal and advocacy work seeking economic justice and defending constitutional rights.
