via
Getty)
Ed.
note:
This
article
is
part
of
Parental
Leave
&
The
Legal
Profession,
a
special
series
for
Above
the
Law
that
explores
the
realities
of
parental
leave
and
return-to-work
in
law
firms.
From
planning
leave
to
reintegration,
from
the
role
of
managers
to
the
mental
load
of
Biglaw
parents,
these
articles
bring
research,
clinical
insight,
and
practical
strategies
to
help
lawyers
and
the
firms
that
employ
them
navigate
one
of
the
most
critical
transitions
of
their
careers.
For
Alison,
while
her
pregnancy
filled
her
with
excitement,
the
idea
of
sharing
it
at
her
firm
filled
her
with
dread.
She
worried
about
how
she
would
be
perceived
and
the
assumptions
that
others
would
make
about
her
dedication
to
the
firm.
She
wanted
to
wait
as
long
as
possible
to
share
her
news.
Would
waiting
until
she
delivered
be
too
late?
For
many
lawyers,
the
months
before
parental
leave
are
marked
not
just
by
excitement
about
a
growing
family,
but
by
a
gnawing
anxiety:
How
will
I
navigate
this
alongside
my
career?
Even
at
firms
with
generous
leave
policies,
many
lawyers
fear
being
seen
as
less
invested
as
soon
as
they
share
the
news
that
they
are
expecting.
They
worry
about
client
continuity,
missing
out
on
key
matters,
or
being
sidelined
when
they
return.The
pressure
to
demonstrate
commitment
can
make
planning
for
leave
feel
like
a
high-stakes
negotiation.
In
other
articles
for
this
series,
we
focus
on
firm-wide
changes
to
policy
and
culture,
but
this
month
we’ll
discuss
what
individuals
can
do
when
THEY
are
the
one’s
going
on
leave.
Individuals
cannot
eliminate
the
motherhood
penalty
on
their
own,
but
with
foresight,
strategy,
and
boundaries,
it
is
possible
to
take
meaningful
time
away
without
hurting
your
professional
reputation
or
relationships.
1.
Start
Early
and
Be
Proactive
One
mistake
we
see
expecting
parents
make
is
waiting
until
the
last
minute
to
plan.
This
is
an
understandable
impulse,
but
earlier
notice
gives
you
more
control.
It
lets
you
create
a
robust
coverage
plan,
adjust
workloads,
and
anticipate
your
reentry.
You
don’t
need
a
full
plan
in
place
right
away.
But
more
time
gives
your
practice
group
or
team
time
to
adapt,
and
it
positions
you
as
thoughtful,
strategic,
and
reliable.
Planning
creates
a
smoother
handoff
(and
a
smoother
re-entry
when
you
return).
Clients
will
appreciate
continuity,
and
colleagues
appreciate
not
being
blindsided.
Being
proactive
also
sets
the
tone:
you’re
not
asking
for
permission,
you’re
inviting
collaboration.
2.
Clarify
Your
Priorities
Not
all
matters
are
created
equal.
Identify
which
cases,
clients,
or
projects
you
most
want
to
stay
connected
to
and
which
you
can
fully
hand
off.
Ask
yourself:
-
Where
am
I
indispensable? -
Where
are
opportunities
for
colleagues
to
step
in
and
grow? -
Which
projects
can
I
wrap
up
before
I
go?
This
reflection
allows
you
to
shape
a
realistic
plan
instead
of
defaulting
to,
“I’ll
just
keep
doing
it
all
until
I
can’t.”
Again,
you
maintain
more
control:
you
can
pick
and
choose
how
to
hand
things
off
and
which
matters
are
most
important
to
you.
3.
Build
a
Coverage
Plan
That
Protects
Relationships
A
strong
coverage
plan
isn’t
just
about
dividing
work,
it’s
also
about
protecting
client
trust
and
safeguarding
your
professional
reputation.
Key
elements
include:
-
Clear
ownership:
Assign
a
primary
point
of
contact
for
each
client
or
matter.
Ambiguity
breeds
frustration.
Even
as
a
junior
associate,
you
can
clearly
communicate
with
staffing
attorneys
or
partners
on
your
team
who
will
be
taking
over
each
element
of
your
cases. -
Warm
handoffs
for
client-facing
work,
particularly
relevant
for
partners:
Introduce
the
covering
lawyer(s)
directly
to
clients
before
you
leave,
framing
it
as
a
strength
of
the
firm’s
team
model
rather
than
a
gap. -
Documentation:
Provide
status
updates
and
timelines
so
colleagues
can
step
in
seamlessly.
Think
of
this
as
a
professional
insurance
policy:
you
want
colleagues
and
clients
to
feel
supported
and
empowered
by
how
you
exit.
4.
Manage
Expectations
With
Partners
(and
Yourself)
Many
lawyers
assume
partners
will
penalize
them
for
taking
leave.
While
cultures
vary,
the
bigger
problem
is
often
mismanaged
expectations.
Be
explicit
about
your
leave
length,
your
communication
preferences
(completely
offline?
receive
periodic
updates?),
and
your
reintegration
timeline.
Clarity
with
boundaries
is
a
solid
management
strategy.
Vague
statements
like,
“I’m
on
leave
unless
you
really
need
me,”
blur
lines
and
lead
to
resentment.
Being
clear
with
partners
and
yourself
makes
boundaries
easier
to
hold.
5.
Protect
Your
Mental
Health
Welcoming
a
child
is
joyful
but
also
exhausting,
with
identity
shifts
and
possible
postpartum
struggles
that
deserve
care
and
support.
Even
viewed
through
the
lens
of
your
career,
it’s
important
to
acknowledge
that
you
do
need
extra
care
during
this
time.
Getting
your
(and
the
baby’s)
needs
met
will
help
you
heal,
bond,
and
grow.
One
useful
approach
is
to
think
of
this
period
as
a
developmental
phase
rather
than
a
disruption.
Parenting
leads
to
brain
changes
and
new
skills
that
can
improve
your
performance
at
work
(more
on
this
in
a
future
article).
So
give
yourself
permission
to
take
time
and
treat
leave
as
a
pause
and
a
reset
rather
than
a
liability.
6.
Anticipate
Your
Return
Before
You
Leave
The
more
you
plan
how
you
want
to
return
before
you
leave,
the
smoother
your
return
will
be.
While
the
plan
may
change
along
the
way,
having
an
idea
of
what
your
schedule
and
re-onboarding
will
look
like
helps
everyone
know
what
to
expect.
It
can
also
be
a
guide
for
steps
to
take
as
you
end
your
leave.
Key
things
to
think
about
include:
-
Return
schedule/Ramp-up
phase:
Would
you
like
reduced
hours?
Are
there
WFH
options?
Do
you
hope
to
start
mid-week? -
Clients
and
cases:
Which
matters
might
need
more
attention
upon
your
return?
Which
projects
will
carry
the
most
meaning
for
you? -
Reentry
meetings:
Schedule
time
with
key
clients
and
partners
for
your
first
weeks
back. -
Support
systems:
Line
up
childcare,
backup
care,
and
household
logistics
well
before
your
return
date.
If
possible,
start
childcare
a
few
days
prior
to
work
out
any
kinks.
This
way,
your
reentry
will
feel
intentional
rather
than
chaotic.
The
Bigger
Picture
This
article
walks
you
through
parental
leave
as
an
employee,
but
planning
parental
leave
well
isn’t
just
about
individual
lawyers
—
it’s
about
firm
culture.
In
the
next
article,
we’ll
turn
the
lens
to
the
other
side
of
this
equation:
the
role
of
managers
and
partners
in
supporting
leave.
Because
no
matter
how
well
an
individual
plans,
managers
are
instrumental
in
successful
leave
experiences.
Marny
Requa,
JD is
an
academic,
coach,
and
consultant
with
global
experience
and
gender
equity
expertise. Dr.
Anne
Welsh is
a
clinical
psychologist,
executive
coach,
and
consultant
with
a
specialization
in
supporting
working
parents
in
law.
Both
are
certified
RETAIN
Parental
Leave
Coaches,
engaging
a
research-backed
methodology
to
support
and
retain
employees
as
they
grow
their
families.