In this Q&A with The Texas Lawbook, Workwise GC Kelsey Williams discusses the traits she seeks in outside counsel, what outside counsel need to know when working with her and more.
The Texas Lawbook: What do you look for in hiring outside counsel?
Kelsey Williams: I look for proactive and communicative attorneys that view me as part of the team. I want outside counsel who truly take ownership over their cases, provide regular updates without prompting and consistently push matters forward. Clear, timely communication is key — I should never have to chase down updates. I also value collaboration; I want to be involved in strategy discussions and consulted on decisions that impact my cases.
Lawbook: What does outside counsel need to know about working with you?
Williams: Treat me like a peer and part of your legal team. I got to this position after working hard in private practice, so I often have the skills and expertise to handle the case myself — I just don’t always have the time. In fact, I manage many of our cases entirely in-house. I enjoy and often prefer being involved in substantive legal work on my cases, which can also save costs for my company. Don’t discount my experience or underestimate my willingness to collaborate; I’m here to partner with you for the best results.
Lawbook: Regarding DEI, where do most law firms drop the ball? Why are law firm diversity numbers struggling to improve?
Williams: Law firms often focus too heavily on recruitment and not enough on retention and meaningful development. Attracting and hiring diverse attorneys is only the first step; the real challenge lies in providing those attorneys with genuine support, sponsorship and opportunities for advancement. Too often, partners stick to working with a small group of associates they’re already comfortable with, rather than mentoring and training a broader range of talent. This can unintentionally exclude diverse attorneys from gaining access to certain types of work or building the kinds of relationships with partners that are critical for career growth. Substantive experience is key for young lawyers — it builds both skill and confidence, whether they’re drafting motions, leading deals, arguing in court or pitching to potential clients. A partner who truly believes in and invests in a diverse associate will ensure that they gain these essential experiences, paving the way for their promotion to partner. Without that support, diverse attorneys are more likely to feel overlooked, undervalued and, ultimately, more likely to leave the profession altogether.
Click here to read the Lawbook profile of Kelsey Williams.
Lawbook: What is the role of GCs and in-house counsel in seeking the solution to improve diversity and inclusion?
Williams: As clients, in-house attorneys wield significant influence over law firms and can set the tone for how seriously diversity initiatives are taken. When in-house teams prioritize and advocate for diversity, it sends a powerful message to law firms that this is not optional — it’s a business and ethical imperative. Firms sometimes carry the perception that clients might push back against working with diverse attorneys or have unfounded beliefs that those attorneys won’t deliver the same results. It’s critical to challenge these assumptions — both in ourselves and in others. Personally, I make an effort to be aware of my own biases and to advocate for diverse talent.
I can think of just a few ways in-house counsel can promote diversity. Praise the good work of diverse associates directly to their managing partners; this feedback can have a profound impact on the career trajectory of those associates. Internally, celebrate the wins and achievements of diverse attorneys, both those at firms and on your own team. Highlighting their contributions fosters an environment of inclusion and recognition. Plus, make it clear to law firms that you value diversity and prefer to see cases staffed with attorneys from diverse backgrounds. The hope is that these actions will create a ripple effect that extends far beyond our own companies, encouraging our industry to better reflect the diversity of the communities it serves.
Lawbook: What question am I not asking that I should be asking?
Williams: Mentoring junior attorneys and law students is essential to ensuring the future of the legal profession. I would ask, “What advice would you give to attorneys just starting out?” I’ve worn many hats throughout my career before landing in a role that allows me to strike a healthy balance between personal and professional responsibilities. Like many in the legal profession, I’ve faced challenges with mental health, including anxiety and depression, which were exacerbated by the demanding nature of litigation. There was a point when I considered leaving the law altogether. It took some courage and a few leaps of faith, but I eventually found a supportive work environment in Workrise and a role that is both challenging and rewarding without being overwhelming. My advice to young lawyers is to stay adaptable, prioritize finding a supportive environment and, most importantly, address mental health challenges early. The legal profession can be incredibly rewarding, but only if we prioritize our well-being and build careers that are sustainable for the long term.