The power of good and corporate social responsibility

In the 1987 sci-fi spoof Spaceballs, Rick Moranis' Darth Vader parody announces, "Evil will always triumph, because good is dumb." Fast-forward to the 21st century, and not only is good not "dumb," nor triumphed over, it serves as an intrinsic element of the business strategies of virtually every Fortune 500 company in the world. Being "good" is not just heroic in the modern corporate law climate—it's sound business: Corporate social responsibility (CSR) endeavors to strengthen client relationships, improve employee morale and satisfaction and deepen the firm's ties to the communities in which it operates.

What is CSR in 2015? Generally, most law firm programs have three components: pro bono and community service, diversity and inclusion, and sustainability. When treated as mere window-dressing or boxes to be checked, these concepts don't survive very long; however, when considered an intrinsic part of a firm's global business strategy, each of these components, both individually and collectively, improves a firm's effectiveness and strengthens its brand.

Supporting, investing and making a real difference in local communities is a two-way street that, when done correctly, benefits everyone in every direction. Pro bono legal work, hands-on volunteering and financial contributions are an obvious advantage to the organizations and individuals that depend on them. Firm attorneys and staff get a lot out of these initiatives as well, though, beyond the gratification (which in itself is not to be overlooked from a morale standpoint) of a deed well done. Pro bono work often allows attorneys to stretch themselves, collecting experiences outside of their comfort zone or the "lane" they've been assigned on a day-to-day basis. These legal "reps" can positively infuse their Monday through Friday practice in ways overt and subtle, big and small. Likewise, community service efforts are often opportunities for lawyers and staff to take leadership positions that offer perspectives and managerial best practice insight they may not have previously been afforded.

The benefits of diversity and inclusion within a law firm are multifold and far-reaching. Beyond simply being the "right" thing to do and the "right" culture to promote, there is a clear business case for building a team with diverse backgrounds, skill sets, and perspectives: that width and depth of human experience—from extended empathy and compassion to understanding of cultural norms to language fluency—strengthens the quality of the firm's service to clients, as well as the bonds that connect firm to client on an interpersonal level.

As for sustainability... I can't imagine many firms in this day and age not taking heed of the overwhelming evidence that we all need to be better stewards of the planet. A good law firm provides steady counsel; how can an entity that professes to be an ethical and responsible standard-bearer be wasteful and short-sighted?

This question ultimately touches on the issue of branding. What do you want to be known for? What sort of leader do you want to be recognized as? Of, course there is a marketing component to this—there are not many businesses in the world that don't want to be on the right side of history. Brands want to be associated with good deeds and high standards and recognized as guiding lights in their respective industries. Law firms are no different in that regard. Without a doubt, there are inherent marketing benefits to "goodness"; that fact, however, doesn't mitigate thegood of goodness, or its power—when authentic. If your CSR efforts are solely for the recognition, paying empty lip service to social issues, the market itself will see sooner rather than later that the emperor has no clothes.

As noted in the Law360 article "Best Practices for Corporate Social Responsibility," by Howard Dakoff of Levenfeld Pearlstein, "[a]n effective CSR program will manifest itself in all strategic planning, from best firm and employee practices and environmental sustainability to providing legal services, recruiting and retention of employees, business development, marketing, and philanthropy." It's not something a firm says. It's not even a single thing a firm does. An effective CSR program is what a firm is—it rests at the core of the firm's culture and identity. It is not the act, but that which drives the act, and this touch point is what resonates with likeminded clients. Clients want to work with firms that are involved in their communities, and CSR programs offer unique opportunities to partner with clients beyond the work.

This is a business of relationships, and those relationships are that much more potent when we can connect and lead not only with our heads, but with our hearts as well. Good is far from "dumb," to circle back to my initial thought; it is a very, very smart strategy, and from Main Street to the boardrooms of America, it is shouting its case loud and clear.

-AVE M. BIE