About the Book
Despite decades of effort, the legal profession remains one of the least diverse industries, with systemic barriers affecting who enters, advances, and succeeds. Bias – whether conscious or unconscious – perpetuates inequality, impacting hiring, promotions, pay, and leadership opportunities. The traditional pipeline to legal success favors those with economic privilege, established networks, and cultural capital, leaving others at a disadvantage. There are more women than ever before in the legal profession, but the seniority gap remains and barriers to success persist.
Written by women lawyers who have achieved success, despite the odds, and leading experts who have helped law firms and corporations implement meaningful change, Beyond Bias is more than just an exploration of the problem – it is a roadmap for transforming the legal profession into one that truly reflects the diversity of the world it serves.
At a time when diversity, equity, and inclusion (DEI) initiatives are under fire, this book makes the business case for gender equity, showing how inclusive teams drive better decision-making, innovation, and profitability.
Table of Contents:
Executive summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vii
About the authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xv
Chapter 1: Authenticity and identity in law: building inclusive legal workplaces through intersectionality . . . . . . . . . . . . . . . . . 1
By Brie Stevens-Hoare KC, barrister, Gatehouse Chambers
Intersectionality: shared struggles or diverse realities? . . . . . . . . . . . . . . 2
Understanding inclusion and intersectionality through diverse lived experiences . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Understanding barriers for women in law: an intersectional perspective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
The risks of intersectionality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Applying intersectionality: tools and requirements for inclusive practice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Chapter 2: Who made the rules? Dismantling gendered leadership in law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
By Rachel Spink, founder, Female Lawyers’ Club
Where are the women? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
The gendered lens of leadership: what the research shows . . . . . . . . . . 17
The consequences: how gendered leadership norms play out in law firms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
The shift: a new model of leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
Redefining leadership on our own terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
What needs to change: shifting cultures, systems, and self-perception . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
Discovering your unique leadership strengths . . . . . . . . . . . . . . . . . . . . . . 36
The opportunity: redefining leadership; reclaiming ourselves . . . . . . 36
Chapter 3: Technology, gender, and justice: AI’s role in women’s advancement in the legal profession . . . . . . . . . . . . . . . . . . . . . 41
By Priya Lele, chair and cofounder of She Breaks the Law, and Shilpa Bhandarkar, legal innovation and artificial intelligence consultant
The significance of the AI gender gap . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
Explaining the gap . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44
The path forward . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
Chapter 4: Beyond work–life balance: structural constraints and women lawyers’ progression . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
By Claire Rason, executive director, Client Talk
What is stalling women’s success? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
Corporate practice: a case study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56
Unconscious bias at play . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
Changing workplace culture: a new approach to achieve gender equality in leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62
Looking to the future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
Chapter 5: Rethinking pathways to partnership: advancing equity in a changing profession . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69
By Rachel Khiara, partner, HCR Law
The traditional partner track: a system in need of overhaul . . . . . . . . . 70
Respectability politics: the invisible barriers . . . . . . . . . . . . . . . . . . . . . . . . . 72
Post-pandemic working practices and gender equity . . . . . . . . . . . . . . . . 74
The role of clients and firm size: harnessing external and internal pressures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
Making value visible . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75
Lessons learned and the call to action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76
Conclusions: building the new partnership model . . . . . . . . . . . . . . . . . . . 77
Chapter 6: Beyond the buzzwords: practical pathways to racial equity and representation in the legal profession . . . . . . . . . . . . . . . . . . . . 81
By Hilda Kwoffie, founder and mentor, The BAME Woman in Law
Mentorship and sponsorship: a crucial distinction . . . . . . . . . . . . . . . . . . 81
Networking and representation: the gatekeepers of opportunity . . . . 82
Tokenism . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83
Deconstructing structural barriers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84
Intersectionality: when identities intersect . . . . . . . . . . . . . . . . . . . . . . . . . . 84
The power of collective voice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85
Looking ahead . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86
Chapter 7: Beyond barriers: promoting gender and class inclusion in legal education and practice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89
By Yanthé Richardson, president (2024–2025) and non-executive director, Chartered Institute of Legal Executives, and partner at Foot Anstey LLP
The current state of socioeconomic diversity in law . . . . . . . . . . . . . . . . . 90
Understanding intersectionality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93
Systemic barriers to inclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94
What the system can (and must) do: actionable solutions . . . . . . . . . . . 96
What success looks like . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99
Chapter 8: Breaking the mold: how neurodiverse women redefine legal excellence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103
By Pam Loch, chief executive officer and founder, Loch Associates Group
An overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104
Conceptualizing neurodiversity: clinical and policy frameworks . . . . 105
The prevalence of neurodivergent conditions among women in the UK . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106
The legal framework: employer duties and carers’rights . . . . . . . . . . . . . 108
Intersectionality: neurodiversity, gender, and legal culture . . . . . . . . . . 109
Fostering neuroinclusivity throughout the employment lifecycle . . 109
Empowering neurodivergent employees . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112
Coping strategies for core legal work contexts . . . . . . . . . . . . . . . . . . . . . . . 113
Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115
Chapter 9: The leap to law: embracing experience and non-linear careers in the legal profession . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119
By Melanie Arens, founder, Later on Lawyers
Stage 1: The academic qualification process . . . . . . . . . . . . . . . . . . . . . . . . . . 121
Stage 2: The elusive breakthrough role . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128
Summary and recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 132
Chapter 10: Structuring inclusion: how women general counsel are shaping DEI through governance and procurement . . . . . 135
By Sarah Clark, chief revenue officer, The Legal Director
From performance to practice: why DEI must shape how power works . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137
Designing for dissent: how governance enables DEI under stress . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 139
General counsel as strategic buyers: shaping the legal supply chain . . 141
Box 1: Internal behaviors to operationalize DEI . . . . . . . . . . . . . . . . . . . . . . 144
Box 2: External behaviors to operationalize DEI . . . . . . . . . . . . . . . . . . . . . 145
Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 145
Chapter 11: Your own potential, your own terms: crafting your career through consultancy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 149
By Rachel Brushfield, founder, EnergiseLegal
The consultant lawyer market: market size and trends . . . . . . . . . . . . . . 149
Private practice, women, and seniority: the data . . . . . . . . . . . . . . . . . . . . . 151
Consultancy: the way forward for women lawyers? . . . . . . . . . . . . . . . . . . 151
Insights from women consultant lawyers . . . . . . . . . . . . . . . . . . . . . . . . . . . . 154
The drawbacks of being a consultant lawyer . . . . . . . . . . . . . . . . . . . . . . . . . 156
The importance of building your career capital, personal branding, and client following . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 158
Building a portfolio career . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159
Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 161
Chapter 12: Your voice, your power: strategic amplification for women in law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 163
By Joanne Brook, consultant lawyer, and Belinda Lester, managing director at Lionshead Law
All about you . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 164
Practice (verb): To carry out or perform a particular activity, method, or custom habitually or regularly . . . . . . . . . . . . . . . . . . . . . . . . 164
Amplify (noun): To increase size or effect of something or add detail or information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 167
What do we mean by AMPing up? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 167
AI and you: artificial intelligence’s role in amplification . . . . . . . . . . . . . 173
Amp (verb): To increase the level or amount of (something) sharply; to make (someone) feel excited and full of energy . . . . . . . . 175
Final words . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 176
About Globe Law and Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 179
