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Leadership is deeply committed to investing in individual careers through training, mentorship, client relationship sharing, and opportunities for stretch assignments. Employees are motivated and confident because they have a clear understanding of how they contribute to the firm’s success and how they can expand their contributions. They recognize that their personal growth and success drive the firm’s continuing success. Employees also appreciate leadership’s transparency about the business, which they learn about through open forums, firm communications, and all-hands meetings. And, they can provide ideas and feedback through the Quality Work Experience program, which includes quarterly pulse surveys and knowledge sharing across practices.

Our employees value collegiality, frequent performance feedback, philanthropic opportunities, diversity, inclusion, and belonging, continuous learning, ability to share ideas, and work flexibility. This directly aligns with Bates White’s business model, programs, and philosophy. There are countless examples of the firm listening to feedback and then making adjustments. This can be seen in our compensation structure, management training program, work flexibility policy, etc. The firm is also recognized for its academic culture as evidenced by: • Visits by professors to present research • Employee access to online learning programs • Annual academic symposiums hosted by Bates White • Firm Partners who are also full-time professors

Scott Weishaar, the firm’s Managing Partner began as a summer intern, returned after college as a Consultant, and rose through the ranks to become Practice Chair, and then Managing Partner. In litigation consulting, it is rare to have someone at this level without a PhD. He is a living manifestation of how the firm invests in individuals and serves as an inspiration to all employees. He actively participates in all aspects of the firm and embodies the firm’s Guiding Principles. For example, he is an advisor to the firm’s LGBTQ+ network, and hosts employee lunches. He is viewed as caring, respectful, transparent, and approachable.

Our founders established the firm with nine Guiding Principles that empower, respect, and trust our people, value diverse skills and perspectives, and share risks and rewards. They continue to drive the firm’s strategy, approach, and culture: • Quarterly open forums with leadership • Wiley DiSC profiles—a shared database with each employee’s work-style preferences so we understand how best to work together • BW Community Connections—a giving back program that lets employees choose which nonprofits to support—with fundraising, expertise, or volunteering. • Quarterly employee lunches with leadership—two senior leaders per group of eight people or less • DEI&B—monthly educational programs and cultural celebrations

Collaboration is at the core of everything we do. Client teams work in “war rooms” where junior staff work side-by-side with senior leadership. New technologies and programs are implemented by cross-functional teams. For example, our Data Science Committee includes representatives from Tech Services, Legal, and Client Services. Each employee resource group is run by an organizing committee made up of individuals at all levels. When launching new initiatives, we get input from our Employee Engagement Council, a group of individuals across all practices and levels. And, the list goes on!