We sat down with Sidley’s Chief Inclusion Officer, Leslie Richards-Yellen, who shared her objectives for Sidley’s inclusion initiatives and her thoughts on what law firms should be doing to help lawyers and business professionals thrive.
What led you to Sidley?
Sidley has always been a premier brand particularly in developing opportunities for lawyers from a wide variety of backgrounds, experiences, and perspectives. From a staffing perspective, Sidley was way ahead of the curve in terms of the number of people who supported mentoring programs and involved in creating opportunities for personal and professional growth. It’s been an honor to follow that history and continue this legacy.
Did you know anyone at Sidley prior to joining the firm?
It’s really funny, because a headhunter called me when Sidley was first creating this role back in 2011. I was working for another firm in Chicago at the time, and I loved my position. So, when the headhunter asked if I had anyone else to recommend, I recommended Sally Olson, because Sally was an icon in Chicago circles.
You practiced law for many years before transitioning to this role. How did you decide to make the shift?
It was pretty organic. I had a lot of corporate experience. I spent 12 years as the first counsel for the fixed income group of a large financial services company. In the early 2000s, the company’s CEO created their first inclusion-focused leadership and training committee and asked me to serve as a member.
When my family moved to Chicago in 2005, I took a new position which combined my legal work along with significant work in the inclusion space. When we left Chicago in 2016, I was asked to be the full-time director in the U.S. and Latin America for a global firm. Although I really enjoyed being a lawyer, I felt called to spend the remainder of my career as a full-time change agent. It’s been deeply satisfying to turn my skillset from creating and analyzing investment securities into investing in people and building an inclusive culture.
What progress have law firms achieved over the years in creating welcoming cultures?
The efforts have evolved well beyond announcing good intentions into investing in opportunities that provide tangible support through networking, mentoring and skill-based training. These opportunities are open to everyone, so it takes enormous support from the top to make these efforts successful. But, providing resources that support and empower your people always pay dividends. Our people truly are our most important asset. Firms that are better at investing in inclusive cultures that provide opportunities for everyone to thrive differentiate themselves in the market and provide more value to clients.
Looking ahead, what initiatives are you focused on for Sidley?
I started in this role with having important conversations on the impact of past efforts. From there, I’ve worked with my team to refine the best practices that foster a welcoming culture emphasizing respect, open dialog, trust and a true sense of belonging.
For the future, I am charting where we make investments that cultivate skills necessary for everyone to thrive.
Who have been your mentors throughout your career, and how has their guidance shaped your career path?
I’ve been very blessed with many mentors. My mentors oriented me so that I could see the bigger picture, provided good work and opportunities, protected me when they could, and provided good actionable feedback.
For example, when I was a new associate, I worked as part of a team tasked with creating the process that enabled the District of Columbia to access the bond market after it emerged from home rule. There was no precedent, and we created everything from scratch. A senior associate took me under her wing and did everything she could to teach me, guide me, and lead by example. I wouldn’t have had a career without her.
I am forever grateful to the portfolio managers and analysts who graciously showed me the ropes when I worked in financial services. When I transitioned from practicing law, the firm’s chairman played an important role in my career. He invested in me because he really wanted the firm to be more inclusive. And, of course, Sally Olson has been a mentor. She would set up lunches with leaders working in this space in Chicago. During these lunches, we built warm and supportive relationships.
What are your hobbies outside of work?
In some ways, it’s being a very involved grandmother. The location of Sidley’s offices and my life are very mingled together. I think it’s great that I can help the firm and be more present with my family. Being a grandmother is my encore performance. I also like reading, travel, eating pasta, and sampling wine. And I collect salt and pepper shakers.
What words of advice would you share with lawyers who are entering the legal profession?
I think it’s important to be gentle on yourself. You will succeed. As much as possible, plan and take ownership of your career trajectory. Find mentorship (even if it’s temporary) everywhere you can and invest in your mentor as much as they invest in you. Lastly, when you receive feedback, utilize it to the extent you feel capable.
