I am a legally blind lawyer. I never thought I would say that! When I was growing up, I wanted to be a marine biologist but, sadly, chemistry was not my strong suit. After high school, I was unsure of my next move and fell into a legal secretary position at MinterEllison while I was figuring out what tertiary degree to study. To be honest, studying law never crossed my mind.

My early days at MinterEllison were a lot of fun and the study plans soon fell by the wayside. It was also during those days that I met, and worked for, my now-husband, Craig! And, back then, I could see.

I spent three years at the firm before moving to a secretarial role at Corrs Chambers Westgarth. After a year there, Craig and I got engaged while holidaying in France, and we returned home to begin a new chapter of our lives, relocating to Potts Lawyers on the Gold Coast. Little did we know, our lives were about to take an incredible turn.

I was driving home from a friend’s wedding when I asked Craig to clean the smudge off the glasses that I occasionally wore when driving. Oddly, the smudge kept reappearing and once we had returned home, I realised the smudge was in fact a problem with my right eye. I did not think much of it, believing I was simply tired from a long day.

The next morning, however, a complete fog had descended in my right eye, and I could not see. It was dark, and painful on movement. At that time, retail trading on a Sunday was unheard of, so I painstakingly waited another day before I visited my local optometrist. In hindsight, I should have gone straight to the hospital.

The optometrist performed many tests – all of which I failed miserably – and arranged an ophthalmologist to consult with me that same day. I realised then the seriousness of my blurry eye and the worry increased. Unfortunately the ophthalmologist did nothing to quell my nerves and on review of my right optic nerve, he told me I likely had one of two conditions – Multiple Sclerosis (MS) or a brain tumour. Naturally, I was distraught.

My mother had been diagnosed with a brain tumour when I was just 12 years old. And so, while I ignorantly believed that all people suffering from MS were wheelchair-bound, I was almost hoping for an MS diagnosis. I did not want to go through the battles my mother had.

I underwent an MRI and consulted with a neurologist the following week. That week-long wait for answers was terrifying, and recalling the turmoil of that period in my life is heartbreaking to this day. While I have done my utmost to press forward with my life, unknowingly I have suppressed these emotions. It truly was traumatic.

I was cleared of a brain tumour, and placed on steroids to try to reduce the inflammation of my optic nerve and regain my eyesight. I was told that 50% of patients experience just one episode of optic neuritis. The other 50%, who suffer recurrent episodes, are generally later diagnosed with MS. I felt hope that there was a decent chance of recovering from this.

Fast forward six weeks – just before Christmas in 2008 – I had another episode of optic neuritis, but this time in my left eye. By January 2009 I was diagnosed with MS. I was given higher-dose steroids to reduce the inflammation in my left optic nerve, and injections every other day to try to temper the autoimmune condition.

Over the next two years I see-sawed with recurrent episodes of optic neuritis, had numerous week-long hospital stays for intravenous steroids, and trialled many MS medications. My neurologist referred me to a specialist MS neurologist who then took me off all MS medications and trialled plasma exchange therapy. This was a particularly tough period in my life, as a catheter was inserted via my jugular into my heart, and I was hooked up to a dialysis machine that would strip the plasma from my blood and replace it with synthetic plasma.

The treatment did not work. A few weeks later, I had another episode of optic neuritis which pushed me over the edge into legal blindness.

At this point, my new neurologist expected I was misdiagnosed and likely had a rare autoimmune condition known as Devic’s Disease. He placed me on an experimental immunotherapy treatment, of which I believe I was just the second reported case study in Australia. The experimental treatment was not without serious risks of brain infection and death, as it was a form of chemotherapy usually used to treat Non-Hodgkins Lymphoma.

Today, almost nine years on, my vision has stabilised without any further episodes of optic neuritis since being on the ‘experimental’ treatment. I am very lucky. While I am legally classified as blind, I am not totally blind. I liken my vision to a sighted person jumping in the pool without goggles. I can still see silhouettes and objects, albeit blurred, but I am also colour deficient, and have limited peripheral vision.

With my vision not further deteriorating, I have been able to slowly recuperate from all the rigorous medical treatments and, ever so slowly, the emotional trauma too. It’s been important for me to maintain normalcy in my life, and in the beginning I continued to work part time throughout my treatment – mainly for my own sanity, and to have something to draw my attention away from being sick. Over the years, I returned to full-time work, advanced to a paralegal level, and was relatively content with my life. Looking back now though, I realise I lacked confidence and was reluctant to plan a long-term future for myself, especially when it came to contemplating my career.

Living life to the fullest
When I first became blind, my husband and I consulted a psychologist and developed mechanisms to help us adjust and adapt to our new life living with disability. Perhaps his greatest advice was to live my life with as little regret as possible and to focus on all the things I wanted to see, do, and accomplish while I still had the capabilities to do so.

The first thing I did was to start fundraising for people living with MS and Devic’s Disease. My husband encouraged me at every opportunity, realising the therapeutic importance for me to actively participate in events to advance awareness of these autoimmune conditions, and to fundraise for much needed research and resources for patients. Over several years, through various half-marathons and swimathons, we raised (along with family and friends) over $100,000 for MS charities. Along the way, we picked up several awards for Highest Fundraising Individual, Highest Fundraising Team, and Most Laps Swum.

As a result of our fundraising efforts, I received a Go for Gold Scholarship from MS Australia in 2012, which I utilised to fulfil a cake decorating dream. I was then recognised by His Excellency The Honourable Paul de Jersey, Governor of Queensland (and former Chief Justice of the Supreme Court of Queensland) as MS Queensland’s 2015 Young Person of the Year, and again in 2018 as one of the 60 Most Influential People in MS Queensland’s 60 Year History.

The second thing I turned my attention to was travel, for fear that I would continue to rapidly lose my eyesight and be unable to see the beauty of the world. My husband and I prioritised annual overseas adventures, gradually ticking off the bucket-list destinations: London, Paris, Italy and the Mediterranean, and New York. We did star gazing at Uluru; safari in the Serengeti; and swimming with whale sharks in the Maldives, seals in the Galapagos, stingrays in the Caymans, and dolphins, turtles, and rays in Hawaii.

In 2015, I caved in to one of my husband’s desired destinations despite having reservations – trekking the Inca Trail to Machu Picchu. In hindsight, I had no idea what I was in for. I vividly remember it raining, and having to trek down the slippery rock-formed ‘stairs’ of Dead Woman’s Pass, all the while frantically sucking in the air for any slither of thick oxygen. Gasping for breath and with incredibly foggy vision, I navigated this portion of the trail on my backside… but I did it, I got there!

Despite being the youngest travellers in our small group – which included adventurers in their 50s and 60s – we were always the last ones to arrive at camp. On the final night, I eventually confessed my condition to our fellow travellers and they did not believe me at first. I had relied heavily on walking sticks but people just assumed it was because I could not handle the altitude, having only trained at sea level on the Gold Coast. (This was partially true!)

I returned home from this adventure with an incredible sense of achievement – I had surprised myself with my determination to reach our destination. The very next week I accepted MS Queensland’s Young Person of the Year award at a Government House reception. Feeling on top of the world, I allowed myself to contemplate a future.

Planning for a future
As a paralegal at Potts Lawyers, I had developed a friendship with a personal injuries barrister who we briefed regularly (now His Honour Judge Nathan Jarro of the District Court of Queensland). We met when I was first diagnosed and Judge Jarro held a genuine interest in my wellbeing, always listening and offering kind words of encouragement. Judge Jarro saw beyond my illness and disability, and realised a potential in me that I could never fathom. The same can be said for my husband. For years, Craig and Judge Jarro had relentlessly enquired as to why I was not studying law, and I did not have the courage to tell them that I felt I could not pursue a future for myself because I did not know whether a sustainable future existed. At that time, not much was known about Devic’s Disease and the common prognosis was that within five years I would become totally blind, paralysed, or both. After all the years of encouragement and support from my husband, family, and colleagues, I finally believed that perhaps I could have a ‘normal’ life, study law, and eventually become a lawyer.

It was not without its difficulties however. I continued to work full-time as a paralegal, and required annual immunotherapy treatment (becoming incredibly fatigued for months when I am due for the next dose), all the while studying at night and on weekends. While my autoimmune condition was relatively stable, I contracted Mumps as a consequence of being immunosuppressed and unable to have live vaccines. Most concerning, however, was that my Mum’s brain tumour – which had remained dormant for 13 years following her initial course of radiation – started to grow again.

Over the next five years, my Mum had a craniotomy to debulk the tumour, four more rounds of week-long (sometimes weeks-long) radiation, two courses of oral chemotherapy, and tried every natural therapy she could. In 2016, she was given a 4–6 week terminal prognosis.

Mum outlasted her terminal prognosis by three and a half years. That is the measure of her incredible strength and willpower. She had personal goals. She was determined to see me graduate from law school. Mum was admitted to palliative care while I was undertaking my final exams. She received in-home care for a short period and while extremely sleepy and heartbreakingly losing her physical abilities, including becoming totally blind herself, she was alive when I finished my very last exam and she was able to tell me how proud she was of my achievement.

I have never met anyone with the same courage, tenacity, and strength of conviction to withstand such a horrible slow deterioration, just so she could be with her family and support us as we so needed. My Mum is my hero, and if I can be just half the person she was, then I will be incredibly lucky.

Less than a fortnight after Mum’s funeral, I started Practical Legal Training at the College of Law and five months later was admitted as a solicitor. It was a bittersweet moment.

I have always held an interest in personal injury law as my life has given me the experience of learning how to adapt to unfavourable and unforeseen circumstances, and has ultimately instilled a drive to help people navigate through their newfound lifestyle.

It was not until recently, however, that I gained the confidence to stand up for my disability. These past couple of years, I have applied for career development opportunities and despite being well qualified and experienced, I did not receive a single interview. A friend who works in public relations and marketing cautioned me from the outset and advised me not to disclose my disability in my resume. Naively, I ignored her advice.

The legal profession parrots the importance of candour, and prides itself on promoting equity and diversity, but not everyone in the industry subscribes to these beliefs. To this day, there remains a misconception that people living with a disability are not capable of performing to the same standard as abled people. This stigma is unwarranted, and because of it, there is a reluctance amongst colleagues to own their disability for fear of reprisal, bullying, or exclusion.

For the most part I am fortunate to have received a lot of support and encouragement within the legal industry. Disappointingly, though, I have come across people who have actively excluded me. I cannot be sure why, but I assume they might perceive it too difficult to deal with my disability and make modifications to include me in their plans.

The constant battle and hurt has consumed me in the past, and is still somewhat difficult to silence even now. I cope by turning my attention to those colleagues who are willing to see my potential and look beyond my disability, instead choosing to embrace and concentrate on my abilities.

Realistically, with modifications to suit our varying needs, people with a disability can achieve and succeed. In fact, we are often more grateful for the opportunities rarely granted to us that we strive harder to earn the respect of our colleagues. My disability has given me the great advantage of being able to adapt quickly, and has also gifted me a fierce determination to succeed in whatever I do.

My remaining senses have certainly fine-tuned over the years since becoming blind. I have most particularly developed keen hearing and a wonderfully retentive memory, and my taste and touch have improved too. I have also developed a sixth sense: having a greater level of emotional intelligence and empathy, which is something every lawyer needs!

Sidelining disabilities
Despite now being blind for almost nine years, I have been extremely reluctant to outwardly expose my disability in a professional setting (aside from my immediate environment) and had never publically used my cane until just last month. Late last year, I was fortunate to catch up with Judge Jarro, and as were walking to our destination we were confronted with council works on the sidewalk. He helped me navigate the temporary footpath and ever so kindly suggested I should consider getting myself a cane. We have been friends for over a decade yet even he didn’t know that I secretly had a cane collapsed and hidden in my handbag.

Following my admission as a lawyer and over the festive season just passed, I trawled through legal industry websites spanning a range of jurisdictions and realised there was very limited support for lawyers living with a disability. There is a strong focus on gender equality, cultural diversity, and sexual identity, and I am pleased to see advocates from these minority groups are gaining traction within the legal profession. Sadly, however, disability is seemingly sidelined and left behind. It is unacceptable.

The Law Society in the UK has forged a path with their Lawyers with Disabilities Division, promoting inclusion for anyone with an impairment, advocating for secure work placements and equal opportunities, and lobbying for legislation protecting basic human rights. A couple of States in Australia are on their way to recognising the importance of addressing equality, diversity, and inclusion for disabled legal professionals also.

I am delighted to be a member of a new initiative advanced by the Queensland Law Society this year: the Diverse Abilities Network (currently pending approval as a Committee).

In my discussions with fellow members of the QLS Diverse Abilities Network, I realised closeted behaviour was a common theme amongst other professionals living with a disability. As I listened to similar stories, I recognised there was no need to be ashamed of my vision impairment. The problem is not my disability: it is society’s view of my abilities. Within the profession, people with impairments need to lead by example to destigmatise disability, by displaying the courage to share our stories and experiences, and creating awareness of our diverse abilities.

Ultimately, there is no diversity without disability. It is through education that we can aspire to inclusivity within the profession. There needs to be visibility for disability.

Following the Network’s inaugural meeting, I was inspired to ‘come out’ of the disability closet, and be photographed with my blind cane. It was empowering. I am excited for a profession that truly accepts disability, embraces our diverse abilities, and seeks inclusivity for all.

Benjamin Franklin once said, ‘When you’re finished changing, you’re finished’. This year Thomson Snell & Passmore is celebrating 450 years, the world’s oldest law firm as certified by The Guinness Book of World Records. We wouldn’t be here today unless we were able to embrace change. From leading the way as early adopters of technology in the 1970s and setting up a publishing arm producing the first set of legal precedents (which we later sold to Sweet & Maxwell), to being one of the few firms that actively encourages staff to engage directly with SoMe as an important platform for communicating with clients, potential recruits, and alumni, anticipating and responding to change is part of our DNA.

As we move into the next decade, this ability to predict and embrace change will perhaps be more important than ever. Revolutionary technology, evolving client demands, changing client demographics, increased competition, and an ongoing fight for the very best and brightest talent, have all combined into a perfect storm of challenges for law firms.

Against a backdrop where clients want near instantaneous responses, but still need lawyers who can be measured, trusted advisers and where there seem to be new market entrants weekly, it is perhaps more important than ever for law firms to really know their strengths and have a clear, actionable proposition.

For us, this means providing quality services without the London prices, developing long-standing client relationships, and offering challenging and rewarding careers where we empower people and treat them as adults. It also means a continued commitment to the community we have been a central part of for more than 400 years and preserving the culture we have developed and that we are extremely proud of.

This is not something any firm can afford to pay lip service to. In a world of ‘fake news’ and ‘influencers’, clients and employees alike want authenticity. The most effective way to do this is to listen to your clients and people. Keeping them at the heart of everything we do is vital to our success. The culture that underpins the firm ensures any change is done in the right way. Our culture is all about putting people first, both our clients and our people. And we are huge on integrity, on doing the right thing.

Knowing what to change and what to keep, when to diversify and when to specialise, is also key. Having weathered several recessions in recent history, this is a lesson the firm has learnt well. Our extensive expertise in both dispute resolution and clinical negligence and personal injury was born out of a recognition that the firm needed to diversify to survive; we were one of the first clinical negligence teams in the country.

Know your priorities
Of course, none of us has a crystal ball, but change is inevitable and it is the firms that understand this and are constantly looking ahead that will stand the test of time. I spend a lot of my time talking to our clients and people about what we do well, what we need to improve on, and what is coming down the pipe. I always learn something from these conversations and they are a vitally important way for me to stay focused on our priorities.

Two examples of this with clients are, firstly, our Brexit barometer (in place since the UK voted to leave the EU), which allows us to directly connect with our clients about their concerns and understand how we can help. The second example is becoming recognised as Dementia Friendly, as we respond to the needs of an aging population.

Regarding our people, we recently moved our Tunbridge Wells teams into new specifically kitted-out offices where we are all open plan. This involved substantial changes to the way in which we work, encouraging more collaborative working. But work isn’t just a place you go, it’s what you do, so we are actively looking at smarter ways of working. Remote working isn’t suitable for all roles and it’s different for each department, but most of our clients don’t mind where we work as long as we are accessible.

Recruitment is a critical challenge for a high proportion of law firms including us. Being able to offer compelling and attractive opportunities is essential, as is the ability to appeal to an increasingly diverse audience. People’s demands of their employers are changing, be it recognising work-life balance or enabling smart ways of working.

Self-sufficient lawyers?
People are also progressing their careers in different ways; we have apprentices, people studying for CILEX, and others who have changed career paths from pharmaceutical sales to become partners and those formerly employed by the police force have become probate specialists. Roles within the firm are changing, too, particularly around the balance and type of work of lawyers and business services. One question we are currently addressing is whether the pendulum has swung too far by making lawyers too self-sufficient and are we really making the most of the skills sets of our secretaries?

People nowadays rarely want the same job for life so the workforce is much more fluid and what appeals to a school leaver may be different to a returning to work mum to someone with 30 years of experience under their belt. People’s motivations and the rewards and recognition they want are different and we have to respond to that.

We have an award-winning trainee solicitor programme that ensures our trainees get real coalface experience, they enjoy the responsibility and we enjoy having some of the best trainees in the industry.

Succession planning
We have family clients that have been with us for four generations which is testament to the importance we place on understanding and responding to our clients’ changing needs. It is not taken for granted, though, that the next generation will use the same advisers as last, so being attuned to the changing needs of clients is key. Families and succession planning also point us towards serving an aging population; the 65-90 year old age group is growing fastest and there are many questions to be answered and challenges to be overcome in terms of providing the care services, infrastructure, and health services they will need. But every challenge is also an opportunity and we will be working to help clients navigate this new landscape.

But what of our future? In June we welcome a new senior partner and we launch our next five-year business plan which has ambitious goals for growth, the majority of which are organic. Fundamental to this will be our ability to attract and retain the right people and to deliver excellent service and advice to our clients. While we will continue to embrace change, some things will stay the same. We will always place our clients and our people first and will remain committed to the communities we serve.

Four out of nine members of Norton Rose Fulbright’s US Management Committee are women. And three of these women come from minority backgrounds. In recognition of this strong example of female leadership within one of the largest global law firms, Helen Donegan (US editor for content) spoke with these partners to hear about their practices and management responsibilities, and to ask about their experiences as women in the legal profession

To start, please can you provide a brief overview of your areas of responsibility within the firm, and as part of the US Management Committee?

Shauna Clark: As members of the US Management Committee, Gina, Stacey, Judi, and I support our US managing partner, Jeff Cody, in the management of the firm’s US operations and strategy. We work tirelessly to ensure that our firm provides first-rate legal services to our clients so that we remain a consistent leader in the US legal field. In addition to my role on the US Management Committee, I am also the head of our US Employment and Labour practice. I am responsible for making sure that our exceptional employment and labour lawyers provide employers with excellent consulting advice and strongly defend them in contested proceedings. Our aim is to assist corporate America in fostering a strong work environment and corporate growth.

Gina Shishima: We have three primary groups within the firm: Intellectual Property, Litigation, and Business. I recently led our US Intellectual Property group and worked closely with the heads of Litigation and Business to manage the three primary groups. Now, as our new Chief Operations Partner, I work closely with Jeff Cody to manage the business services side of the law firm, as well as implementing strategic initiatives that touch on a variety of aspects of the firm’s business. I am also on our partner compensation and promotion committee, and I previously led our Diversity and Inclusion Committee, which is something that is still a very important area of focus for me and others on the Management Committee.

Stacey Martinez: I have held several titles over the past few years with a variety of responsibilities related to each. I am currently the Global Co-Head of our Life Sciences and Healthcare group and serve on the committee that sets compensation and recommends new partners into the partnership. Previously, I served as the Partner-in-Charge and Administrative Partner of the Austin office. As part of the US Management Committee, we are responsible for the business and strategic side of our law firm and we set policies that, among other things, show our commitment to diversity and inclusion (as already alluded to).

Judi Archer: In addition to serving in my first year on our US Management Committee, I am the Chair of US Hiring, which means I have oversight for law school and experienced lateral hiring across the US. I have held various other leadership roles since joining the firm 15 years ago, including most recently as a member of the firm’s Partnership Committee for three terms, a particular honour since that committee is elected by all of our partners. I also served for the past six years as Chair of the US Women in the Firm Committee and Women’s Network. We have held all of these leadership positions while maintaining active legal practices.

How do each of you balance client needs with these management responsibilities?

Clark: I am passionate about both client needs and my firm’s management. When I undertake my professional obligations, I do so with the deepest commitment to doing every task to the best of my ability. Sometimes, it is difficult, but I am blessed to be surrounded and supported by a great professional and personal support system. My support system, coupled with my faith, enables me to give my best to both the clients and the firm members I proudly serve.

Shishima: I work with a talented team that works hard to make sure that clients are getting their legal needs addressed in a way that is timely and meets, if not exceeds, their expectations, and they get me involved as needed.

Martinez: Serving client needs is the basis of our foundation and it is our number one priority. Our Management Committee is very flexible, and we are able to balance the service side of our practices with our management/administrative responsibilities in light of this premise. In other words, client needs are paramount and we find the time to manage around providing excellent legal advice and counsel.

Archer: I balance these needs in the same way that I prioritise work obligations, or work and family obligations. It is less about balance and more about managing and prioritising competing obligations. I am fortunate to work with a tremendous group of partners and associates, and know that when I am occupied with management responsibilities, my clients and matters are in good hands. And when I am in court or with clients, other firm leaders will ably handle management issues with as much input as I can give.

Within your individual sectors, what do you think will be the biggest challenges for clients over the next 12 months?

Clark: The workplace is rapidly changing. The gig economy, artificial intelligence, employee activism, and the proliferation of state legislative changes impact the work space and present new challenges for today’s employer. Pay equity, legal compliance, workforce management, and diversity and inclusion are at the forefront of our clients’ focus. Our firm’s Employment and Labor team know this, and we are particularly poised to assist our clients in addressing these challenges in an efficient, effective, and productive manner.

Shishima: In the IP sector, the biggest challenge facing clients is bringing new products to market in the face of increased regulatory scrutiny and high R&D costs. High R&D costs are often due to the unpredictability in identifying products that ultimately have clinical value.

Martinez: I think big data and technology are going to continue to impact the life sciences and healthcare industry for at least the next 12 months and probably well into the future. The collection of data from a variety of sources is necessary to thrive in this space. HIPAA concerns, privacy issues, and regulatory requirements, however, will need to be addressed, overcome, and/or revised to allow the industry to use the data in a manner that is helpful, insightful, and meaningful. This is the only way our life sciences and healthcare clients will be able to meet the needs of their patients and constituents. And the race for technology is on, which is creating a frenzy of activity to find the next best disruption. All of this is leading up to the establishment and growth of personalised medicine, including gene therapies, artificial intelligence that assists with medical treatment, and, more importantly, preventative care.

Archer: My practice – commercial litigation and employment – requires keeping up with substantive litigation issues that span different industries. But clients are also focused on industry-specific issues and look to us to advise on what issues we and other clients are experiencing and seeing on the horizon. In addition, they want us to continue to find innovative and efficient ways of delivering legal services. We are fortunate to be able to draw on our firm’s global reach and perspective, deep industry knowledge, and innovative technology and processes to help our clients address all of their challenges.

What have been the biggest challenges for you as a woman in the legal profession?

Clark: I subscribe to the premise espoused by US Supreme Court Justice Ruth Bader Ginsburg, quoting Minnesota Supreme Court Justice Jeanne Coyne, that a ‘wise woman and a wise man reach the same conclusion’. The biggest challenges are simply doing the many jobs well and repeatedly opening doors for and supporting all women and minorities so that they may not only succeed but thrive. Women lawyers need to have the freedom, equal opportunities, and sponsorship to develop and showcase their talents without man-made hindrances.

Shishima: For me, it is all of the competing demands on my time as a partner in an ever-growing competitive law firm market that seem to increase rather than abate as my career progresses. While having young children presented its own challenges, the need (and desire) to be present and involved when they get older grows along with the demands of the job. While men and women both face these issues, having a spouse with his own career means continually navigating how to divide and conquer.

Periodically, I do what I call an Ann-MarieSlaughter check, and I evaluate whether I need to make any significant changes in my job for the sake of my family. (Professor Slaughter had a much more high-powered job on Secretary of State Clinton’s team and she wrote about resigning that position in order to re-prioritise and focus on challenges her family was facing). Knock on wood, I have not reached that point, but I acknowledge I have been very fortunate in many ways.

Archer: We are part of a profession largely structured by earlier generations and dominated by men. The law firm model doesn’t necessarily reflect women’s realities, strengths, or personalities. Women may be judged by traditional male standards, based on stereotypes or biases, which can impact how we are perceived and what opportunities we get. Although the legal profession has made real progress on diversity, there is less emphasis on rethinking the profession and more pressure on women to conform our behaviours to succeed. Ultimately, we have to continue to push for our profession to better reflect our changing society and workforce. We must bring our own personalities and strengths to our work and make sure we get opportunities because of, not in spite of, who we are.

What do you think is the most effective thing Norton Rose Fulbright does to support its female lawyers?

Clark: Norton Rose Fulbright truly ‘walks the walk’. It genuinely values its women lawyers. The firm has a serious and realised commitment to the hiring, inclusion, retention, promotion, and advancement of women lawyers in all meaningful positions in the firm, as is evidenced by the number of women who hold major leadership positions in our firm on the Management Committee, the Partnership Committee, the Partner Review Committee, and as practice leader heads.

Martinez: I believe that one of the most effective things we have done is implement our ‘Career Strategies Program’. It is a training programme designed to equip our senior female associates with strategies and techniques for achieving their full potential. We have been able to measure the success of this programme by the number of new female partners we make each year; in its inaugural year, 100% of our new female partners participated in the programme.

Archer: For women to succeed at the firm – and in the legal profession generally – it is important for them to see women among firm leaders and decision makers. Our firm has a strong history and current commitment to ensure that its women lawyers have leadership opportunities – on management committees as already mentioned, running practice groups, and offices. When I joined the firm 15 years ago, half of our then-Executive Committee were women partners. Now, the four of us – and a number of our women partners – hold important leadership roles, provide valuable input into our business, and, I hope, inspire the next generation of women to know they can succeed.

What involvement (if any) do you have in any wider diversity initiatives or those specifically designed to support and advance women in the legal profession?

Clark: I am intimately involved in diversity and inclusion efforts, particularly for women and minorities. As an African-American woman lawyer who has achieved many ‘firsts’ in our firm as both a woman and a minority, I know the importance of passionately advocating for diversity and inclusion both within our firm and in the work environments of our firm’s clients. I helped develop and enforce our firm’s diversity and inclusion policies and efforts, and I counsel the boards and C-suite executives of many of the largest domestic and international employers on the importance of diversity and inclusion of women, not only in the workforce at large but also in executive leadership positions. There is a genuine understanding today that corporations achieve greater results with the significant involvement of women, including women lawyers.

Shishima: I have been active in the National Asian Pacific American Bar Association (NAPABA), and for several years I co-chaired the Women’s Leadership Network and worked hard to increase the programming for women attorneys at the NAPABA convention. More recently, I worked with others to spearhead an effort through NAPABA to provide a network for Asian-American law firm partners in senior management of large law firms, and we are working to increase the number of law firm partners at those higher levels in management.

Archer: I am the Chair of the Women in the Legal Profession Committee of the New York City Bar Association, which offers programs to support women lawyers and promote equality in the profession. I routinely participate in panels and conferences on gender-related issues. I’m also involved in an informal group comprised of women leaders at top firms who share best practices on gender and diversity initiatives.

What is the best piece of advice you have been given?

Clark: Always strive to do your best, never give up, and accept no limitations on your own potential.

Shishima: Knowledge is power. Whether it’s knowledge about the facts of a case, the law, a particular industry sector, the client, the partner’s work style, or internal law firm politics, any of it can help progress your career in a meaningful way if you pursue that knowledge and then use it strategically.

What advice would you give to junior female attorneys hoping to advance within the profession?

Shishima: Find your ‘Belonging Group’ – a group of people who accept and support you. Peers and/or a sponsor can make all the difference (and they may not bear any resemblance to how you see yourself or to the people you usually associate with). If you can identify them, that is an investment of your time and effort that will lead to benefits throughout your career.

Archer: Be intentional and consistent about developing and maintaining meaningful relationships – inside and outside your firm or organisation. I see the importance of this advice every day, and would encourage all junior female attorneys to keep it top of mind. Relationships are crucial to every aspect of our professional lives. Creating close client relationships will assure clients that they can trust you to understand their business and help them overcome problems and challenges to achieve business goals.

Having been a client, I understand the positive impact of strong in-house/outside counsel relationships. Within a firm, establishing and investing in relationships will lead to better training and feedback, more responsibility, and, ultimately, advocacy on your behalf – for work, promotions, business, and leadership opportunities. Finally, having real friendships with your colleagues (like Shauna, Stacey, and Gina) enriches your professional and personal life immeasurably.

What are you most proud of in your career to date?

Clark: I am most proud that my legal accomplishments have not come at the expense of my faith or family. God comes first, then family, and then our law firm.

Shishima: I am most proud to have served on the Management Committee as an Asian-American woman with Shauna and Stacey, two other women of colour – one African-American and the other Hispanic/Latinx (who also is a member of the LGBTQ community). They have my utmost trust and respect, and I am looking forward to continue serving with them along with Judi, our newly added female colleague.

Martinez: I am incredibly proud of the work I did in the vaccine litigation as it is such a public health issue. I am also proud to have spent my entire career practicing law at Norton Rose Fulbright. The values we have embraced – quality, unity, integrity – are the ones by which we live and breathe. My career at Norton Rose Fulbright started out as a phenomenal learning experience, turned into a gratifying and successful legal practice, and is now one in which I help develop the strategies for our next generation to run with and push us to even greater heights.

Archer: I am also most proud of the successes I’ve achieved for my clients, but a close second is the impact I’ve had in training and mentoring more junior colleagues. I believe we all have a responsibility to the next generation of lawyers, and I’ve been told by more than one woman lawyer that they’ve seen me as an example of how to succeed without sacrificing my home life. My husband and I have built a really close-knit, joyful family, with two incredible kids who are proud of me.