Why should you attend this program?
Power and organizational dynamics have a determining impact on the advance-ment of women in law. According to Power in Law (a white paper by the Center for Women in Law), “career derailments and setbacks are infrequently the result of a lack of intelligence or hard work. Rather, they are due to an inability to master power dynamics.” The attainment of power and influence is often dependent upon being considered a "rainmaker" at the firm. However, in order to get there, it is critical that origination credit (as well as broader compensation systems) fairly reflect the contributions made by women partners in attracting and growing the firms' business. Because men are more likely than women to be in influential roles, they are also more likely to benefit from long-standing origination practices and policies that propel careers forward. How can women defuse second-generation gender issues within the firm and counteract implicit bias? To put it another way, is there a proper way to push back when suitable credit is not being given, or is it a case of “damned if she does, and doomed if she doesn’t?” Perhaps a team approach to origination/compensation is the answer -- incentivizing others to contribute to growing a client’s business while fostering relationships with a larger base of the firm’s partners