Imposter syndrome is an all too familiar feeling for many, but imagine the added layer of self-doubt when you rarely see yourself represented in the room. This is not an uncommon occurrence for Black colleagues in the legal industry. I myself have experienced these feelings on numerous occasions throughout my career journey.

The SRA (Solicitors Regulation Authority) reported that Black lawyers form 2 per cent of lawyers in England, Scotland and Wales, with the largest firms (50 plus partners) having the lowest proportion of Black, Asian and minority ethnic partners. We are seeing a gradual rise in Black trainee solicitors and associates, yet this is still not reflected at management level. Rare Recruitment’s data, collected from 35 of the UK’s largest law firms, revealed that 32 per cent of junior intakes identified as Black, Asian or minority ethnic. At the same time, mid-ranking Black lawyers were four times more likely to leave than white peers. With resoundingly poor retention and progression statistics, firms are frantically searching for the solution to the dearth of Black colleagues in senior leadership positions.

It’s not surprising that a lack of representation, non-inclusive workplace cultures and unconscious bias help to exacerbate universal feelings of doubt, and in some cases even prevent individuals from progressing. Regardless of expertise, experience or praise, feelings of self-doubt can linger, knock confidence and even spur a self-fulfilling prophecy. The onus is too often placed on the individual to overcome this inner turmoil, but this should not always be the case.

To flourish in a professional working environment, an eclectic skillset is crucial. Legal expertise is imperative, but the softer skills are often just as important when building relationships, navigating internal politics, and to succeed at client management and development. If an individual lacks self-confidence, doubts their abilities or struggles to recognise their own accomplishments, it might set them back in this regard.

Initiatives that foster an inclusive and diverse environment therefore remain essential. However, I believe firms must also explore alternative strategies to empower Black, Asian and ethnic minority colleagues in their day-to-day work. For example, by introducing broader learning and development (L&D) programmes that focus on building critical, yet often overlooked skills – building your personal brand, instilling political savvy or finding confidence in your authentic self.

Recently I began to proactively champion some of our development initiatives. As a trainee supervisor, a mentor and a committee member in the firm’s ethnicity network, I’ve had an invaluable insight into the impact of providing a diverse range of support.

Like many firms, our lawyer development programme provides a comprehensive framework to support fee-earners at key legal career milestones . It covers things like one-to-one coaching focused on developing potential, transitioning to new roles and returning to work following  a long absence from the business (e.g. after parental or sabbatical leave), and a mentoring programme that pairs colleagues together to help develop ability, skill and confidence.

This past year, we took a new approach and launched the ‘OC Careers Speaker Series’. A personal development and career growth programme designed in collaboration with Talking Talent. It immediately struck a chord with me as being a unique and ambitious programme. From ‘Building empowering beliefs’ to ‘Prescence and impact’ to ‘Career conversations’, each topic was designed to develop key transferable skills (the ones which are too often overlooked!) and to put practical advice into action.

Alongside the firm-wide broadcasts, a pilot programme providing additional coaching and support was targeted at specific groups, including business support services, women and Black, Asian and ethnic minorities. I acted as a mentor for the latter. The accompanying reflection pods created a safe space to have an open dialogue around each broadcast topic, guided by supporting resources. I opened up about my own professional experiences and challenges with my mentees and what you quickly discover is that people share the same thoughts, fears and feelings.

The term ‘safe space’ is sometimes dismissed, mocked or stigmatised as the oversensitivity of liberal ideology. I think that’s an unfair notion. Gathering people together with similar experiences and creating an environment where they are comfortable to express themselves can only be a positive thing. After witnessing the impact of the pod sessions for mentees – the light-bulb moments, the reflective discussions and the solidarity of shared experiences – I saw first-hand how transformative the programme was in boosting confidence and empowering individuals.

I wish that I had been presented opportunities like this from an earlier stage in my career. Networking has never come naturally to me and I think this initiative would have offered a flavour of the different actions I could take to navigate, what sometimes still are, daunting situations.

The long-term positive effect of investing in these initiatives is severely undervalued. In fact, I believe it could play a vital role in improving both the retention and advancement of Black colleagues. Of course, this isn’t an overnight solution, nor is there one simple answer – but it’s important that we address the internal challenges some Black colleagues are facing.

By empowering our people and delivering the tools to realise their full potential, I am certain we can change the narrative going forwards, and see more Black talent thrive and progress into more senior leadership positions.

Robert Adjetey is an associate director at Osborne Clarke

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