Diane Okoko
Designation
Principal Partner
Company
Marcus-Okoko & Co
With over 30 years of experience in Intellectual Property, could you share a milestone or case that stands out in your career journey and demonstrates the depth of your expertise?
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As you are well aware, one of the tenets of arbitration is confidentiality and to a large extent, I am not able to give details of the arbitrations I have sat over.
One, that stands out for me though was an arbitration which was not only challenging but interesting too. It bordered on the proprietary or otherwise of joining a particular party to the Arbitration. It was tricky and I had to deep dive into, not only the nuances of the several contracts but the provisions of the laws of some other jurisdictions which had connections to the contract. At the end of the day, it was an Arbitration I enjoyed sitting over and I am so glad for the challenge because it gave me a lot to work on and in so doing, it also afforded me an opportunity to acquire knowledge and experience in those areas of the laws in those jurisdictions. This is how far I can speak without revealing certain facts about the arbitration.
As the Principal Partner in a reputable law firm, how do you approach mentorship, and what advice do you provide to junior lawyers, especially women, looking to excel in the legal profession, particularly in arbitration? Can you share a mentorship success story where your guidance played a pivotal role in someone's career development?
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When it comes to Mentorship, as a Firm, we are very big on this. We have a program called the Associate Development Program (ADP). The Program is a hands-on 6-month training where new wigs are embedded with the Firm and during this period they undergo hands-on training by seasoned practitioners on various topics inclusive of emotional intelligence. branding, etiquette, marketing, strategy, and other areas of the law such as arbitration, drafting of processes, corporate/commercial law, intellectual property, technology law, entertainment, artificial intelligence, etc. We invite facilitators, and they come every week all through the 6 months. Each Associate is attached to 2 mentors; a lawyer and a non-lawyer. I also mentor under the platform of Women in Management, Business, and Public Service (WIMBIZ) as well as the Chartered Institute of Arbitrators (CIArb).
Balancing the responsibilities of being a Principal Partner and an active member of various professional associations can be challenging. How do you manage these roles effectively, and what advice do you have for others navigating multiple leadership positions?
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Emotionally to juggle these roles. What keeps me going, however, is my “why”. I always ask the question, “why am I doing this”? For any role I take on, there is a “why” before my “yes”. My “why” gives me the strength and the drive to navigate through them all.
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Being a Principal Partner is a job and a half in the sense that you are not just the leader of people, you are probably their parent too every once in a while. So you give them emotional support, you give them intellectual guidance, you provide strategic direction, you help to mould your people into the very best versions of themselves. In all the roles I take on, I prioritize being the Principal Partner of MO before any other because I know that for anyone who is a part of this team, I have a role to play in shaping their destinies and that is a role I do not take lightly. I do not know if balance is possible but I'd say, I try to juggle as best I can.
In your view, what are the most pressing gender disparities within the legal profession, and how have you personally navigated or addressed these challenges in your career?
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One of the most pressing gender disparities in the legal profession that I have noticed is underrepresentation at senior levels for females. Females enter the legal profession in increasing numbers at the base, but you find that in ascending the ladder, fewer and fewer females get to partnership level This is not peculiar to the legal profession alone. You find this even at board level. This is not completely unconnected with societal expectations on the woman or even the physiological build-up of the female.
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Some other disparity I find is bias and discrimination, especially unconscious bias. This shows up in performance evaluations and even in the kind of assignments that are given to women. The danger of unconscious bias is that it may be completely innocent and so most carriers of this are ignorant of it. As a result of unconscious bias, the careers of women do not experience the growth that their male counterparts may experience at the speed that they do. Opportunities lead to promotion so where you do not have the opportunity to prove yourself, you invariably do not have the opportunity to be promoted.
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Another is work-life balance; The legal profession is very demanding, making it difficult for women who often shoulder more child care and domestic responsibilities to advance due to the strain that juggling both ends of their lives puts on them. Being a good wife, mother, daughter, daughter-in-law, and professional all at the same can put an enormous amount of pressure on you. These, however, are societal expectations and most women try to live up to these expectations. Navigating through all of this over the years wasn't easy. I had to do a few things;
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I identified females I wanted to emulate, females I wanted to be like. I watched them and built a relationship with them and learnt from them. Having a mentor is very important.
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I focused on building competence and being the best at what I do. I had to do a lot of proving myself, I had to prove that I was worth giving a particular assignment to because I could get it done excellently and that I was the best “man” for the job. Before long it was very obvious to see how good I was.
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I also ensured that I had a program for the home. It meant that I was working so much all the time because I had to make sure everything was sorted out at home. It takes a lot of planning, it takes a lot of hard work but it can be done
Surrounding myself with mentors, sponsors, and allies who provided guidance, support, and opportunities for advancement has been invaluable in navigating the challenges of gender equity in the workplace. These people provided advice, share experiences, and helped open doors to new opportunities, ultimately helping me to succeed in my career.
Thirdly, striving for a work-life balance is crucial. I’ve come to realise that what happens on the home front, can affect the work front and I am intentional about putting measures in place at home and at work and setting boundaries that enabled me thrive a work and in my personal life, Setting boundaries, prioritizing self-care, asking for help when I needed it and advocating for flexible work arrangements when the need arose, all helped with my overall career goals. This balance is essential for your well-being and long-term success in your career.
What advice will you give to younger women in the legal profession? What do you wish you had known when you began your professional journey?
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As a female partner in a law firm, I approach mentorship with a focus on providing guidance, support, and opportunities for professional growth to junior lawyers, especially women, looking to excel in the legal profession, particularly in Intellectual Property (IP).
First and foremost, I encourage junior lawyers to develop a strong foundation in IP law by seeking out relevant coursework, training programs, and practical experience. This includes participating in moot court competitions, writing articles, and attending conferences and seminars to stay updated on the latest developments in IP law.
I also emphasise the importance of building relationships and networking within the legal community. This includes cultivating relationships with colleagues, clients, and industry professionals, as well as seeking out mentorship and sponsorship opportunities to help navigate their career paths.
I encourage junior lawyers to take on leadership roles and visibility within their organizations and professional associations. This includes participating in committees, speaking up at meetings and events events, and writing thought leadership articles to establish themselves as experts in their field.
One mentorship success story that comes to mind is a junior female lawyer who I mentored early in her career. She was passionate about Intellectual Property law but lacked confidence in her own abilities. Through regular mentoring sessions, and work shadowing, I provided guidance, encouragement, and constructive feedback to help her develop her skills and grow professionally.
I also connected her with opportunities to work on high-profile IP cases and collaborate with senior attorneys in the firm. Over time, she gained confidence in her abilities and began taking on more responsibility, eventually becoming a recognized expert in her field.
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Today, she is a successful partner in the firm, leading her own team of lawyers and making significant contributions to the field of Intellectual Property law. Our mentorship relationship played a pivotal role in her career development, and I am proud to have been a part of her journey.
Balancing the responsibilities of being a senior partner and the Chairperson of the NBA Women Forum can be challenging. How do you manage these roles effectively, and what advice do you have for others navigating multiple leadership positions?
Managing multiple leadership positions can be very challenging and requires careful planning, effective time management, and delegation of responsibilities to those around you who you can trust to deliver. Although it continues to be a work in progress, here are some specific pointers on how I strive to manage these roles effectively:
1. Prioritisation & Delegation - I constantly prioritise tasks based on their urgency and importance, focusing on those that align with my overall goals and responsibilities in each role. I am also very adept at delegating tasks to trusted colleagues and team members, empowering them to take ownership and contribute to the success of our initiatives. I am yet to see a successful female professional who has done it on her own.
2. Set Boundaries - I try to establish clear boundaries between my professional and leadership roles to ensure that I allocate sufficient time and energy to each. This may involve scheduling dedicated time for meetings, events, and activities related to each role and being mindful of not overcommitting myself. With this, I am able to allocate specific time slots for tasks and activities related to each leadership role, without one overshadowing the other.
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In addition, setting boundaries helps me prevent overcommitting myself by being mindful of my capacity and limitations. I evaluate each new opportunity, request, or obligation, within the context of my existing commitments and responsibilities, learning to say no when necessary, so that I can avoid spreading yourself too thin or getting burnt out.
I also cope by setting boundaries between my professional and personal life as this is also crucial for my overall well being. With this I am able to carve out time for rest, relaxation, and other activities outside of work and leadership responsibilities. As the saying goes, you can’t draw from an empty well.
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3. Effective Communication - I maintain open and transparent communication with my colleagues, team members, and stakeholders in both roles. This includes regular check-ins, updates on progress, and soliciting feedback to ensure alignment and collaboration across initiatives. I am also empathetic to the diverse needs of my team members, acknowledging that each person goes through different times and seasons and making allowances for those who need an extra push or a time out.
For those juggling multiple leadership roles, it's crucial to define each role clearly to avoid confusion and align with organizational goals. Surround yourself with a supportive network of colleagues and mentors to guide you. Manage your time effectively, communicate openly, and remain flexible to adapt to changing priorities. By following these strategies and seeking support, you can navigate multiple leadership positions effectively and make meaningful contributions to your organization and community.
One last word for younger women.
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Younger women need to find their voices! Build confidence! Confidence comes from competence. You cannot stand and speak if you do not know what you are talking about. You need to dare to ask because if you do not ask, you do not get.
You will only ask if you are confident enough to ask and after the first ask, the rest naturally gravitates towards you because at that point you have proven your worth. Younger female colleagues need to believe in themselves more. When you are given the opportunity, please prove yourself and thereafter, the doors will open of their own accord, trust me!