Unequal Pay

I began this blog, in part, to talk about my life as the chief diversity officer of a mid-sized (70-100 lawyer, multi-city) law firm. As of December 31, 2009, I resigned from this post. I will keep writing all the same. With or without the "badge," my passion for the problem will not wane. After all, this is my life.

Why did I resign? Interestingly, though it was an unwelcome shock to my firm's governing body, and though I have since discussed transitional issues with each of its members, not a single leader of my law firm asked me that question.

Perhaps they know, and knowing me, they know that if they ask, I will tell them, and the one thing they do not want to know, is the answer to the question, why did I suddenly quit.

But the answer is not a secret: I resigned because I suddenly realized that the job had become my own personal glass ceiling. My firm had asked me to take on the role because it knew I had the passion, commitment and talent to imagine and direct a cutting edge diversity initiative. Somewhat reluctantly (because I suspected this day might come) I did what I was asked (women so often do - ironically, we are the archetypical "good soldiers"), and I succeeded beyond my own expectations. I even succeeded, I think, beyond the firm's.

But in the end, the firm was unwilling to value my work. Sure, they patted me on the back, and praised me, and said, "wow, this is incredible." But in a law firm, that's not "value," that's spin. Law firms know only one way to value their partners' contributions: money. If it matters, you'll see it in your pay check at the end of the year. It's crass, but it's unambiguous.

As I've learned, a CDO has two options: wear the badge, schedule monthly committee meetings, and continue to bill the same hours as in the past; or leap into the role, like a case assignment -- or like the critically important business development project it is -- and give it the time it needs and deserves. I'm not much into "badges," so I took the second course.

It's the classic problem. Unequal pay for equal work. Women and minorities are typically the people tasked to lead the diversity program. Everyone agrees that program is a core "business development" program, but at the end of the year, when it comes time to divide the profits, golf counts, diversity doesn't.

Question:  When will the position be properly paid?

Answer:  When it's filled by a straight, white male.

P.S. My replacement is female, and she too, will be expected somehow to run one of the firm's most significant and far-reaching programs, innovating all the while, without missing more than a handful of billable hours. She's a marvelous woman and an incredibly hard worker. If anyone can do it, she can.

God speed!