Diversity in the legal profession – time to act

The legal profession is changing. Clients are more diverse than ever before, and the battle for the best talent is tougher than ever. Nevertheless, we see that structural biases still affect the industry, particularly at senior and partner level. It is therefore so important that we as leaders take this seriously as a strategic necessity that we all must address.

Why diversity is crucial

Diversity is about recognising and valuing that people have different experiences, perspectives, and life situations. We can gain multiple benefits from greater diversity.

• Better decisions – Different perspectives provide better analyses and advice to clients.
• Broader client understanding – We serve clients better when we mirror the diversity in society.
• Reduced dropout – Sustainable frameworks prevent burnout and the loss of skilled employees.
• Employer attractiveness More and more candidates are choosing employers who take diversity seriously.

What are the challenges?

Research and industry experience point to some recurring challenges:

• The path to partnership can feel unclear and marked by informal codes that are not accessible to everyone.
• An unpredictable workload and an uneven distribution of cases are among the main reasons why lawyers (particularly women in the early stages of their careers) leave the profession.
• The combination of family life and a demanding career as a lawyer is the main reason for lawyers aged 30–40 leaving the profession.

The Diversity Manual – a Concrete Management Tool

The Bar Association has prepared a Diversity Handbook for the Legal Profession (2026) which gives businesses of all sizes a practical framework for working strategically with diversity. The manual is built around a three-step model:

1. Defining purpose, values, and ambition level
2. Draw up a plan setting out specific objectives, measures and responsibilities
3. Ensuring completion, measurement and improvement

It covers recruitment, work allocation, career development, support for different life stages, an inclusive culture, and systematic measurement. One of the strengths is that many of the most important measures are not resource-intensive – it is largely about awareness, leadership commitment, and inclusive language.

Can a focus on women's health reduce dropout rates?

One area that has long been underestimated in the legal profession and other sectors is the link between women’s health and dropout rates. Pregnancy, childbirth, the end of breastfeeding and the menopause affect working life in specific ways, and a lack of support measures means that more people drop out. The handbook highlights measures such as support during pregnancy (working from home, reduced travel), breastfeeding support upon return from maternity leave, flexibility to help children settle into nursery, and a gradual increase in workload. This is not special treatment, but rather the removal of barriers that disproportionately affect women and cost the industry valuable expertise.

The leader's responsibility

Diversity initiatives cannot succeed unless management takes ownership of them. It is not a question of lowering standards, but of removing the barriers that prevent the best talent from succeeding.

The calls to action are simple:

4. Read the manual and assess where your business stands today.
5. Anchor the diversity work in management - put it on the agenda for board and management meetings.
6. Set targets and track progress – that which is not measured is seldom improved.
7. Be a visible role model Culture is created from above.

Our industry is best served by reflecting the society we serve, and the Diversity Manual provides us with some excellent tools.

The article is based on the Bar Association's Diversity Manual for the Legal Profession (2026), prepared by the Diversity Committee.

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Lotte Lundby Kristiansen

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