Liz Washko

Liz Washko was recently elected firm-wide managing shareholder at Greenville-based firm Ogletree Deakins. After assuming the role in January 2024, Washko will be the firm’s sixth managing shareholder and the first woman to serve in the position.

Washko has practiced in Ogletree Deakins’ Nashville office since 2000 and has held virtually every leadership role within the firm, including being a member of the Compensation Committee, and office managing shareholder in Nashville for eight years.

Washko is currently one of the firm’s two managing directors and has served on the board of Directors since 2021. She co-founded Ogletree Deakins’ Pay Equity Practice Group in 2016, which she continues to co-chair.

Washko has particular expertise representing clients in the restaurant, retail, health care, and manufacturing industries. She also has a substantial experience defending employers in Fair Labor Standards Act collective actions, in pay discrimination cases (individual plaintiff and class/collective actions) and conducting proactive pay audits and pay equity analyses.

Washko is a member of the American Health Lawyers’ Association and previously served as chair of the organization’s Labor and Employment practice group. She is also a member of the

Labor Standards Legislation

Subcommittee of the American Bar Association’s Labor and Employment Section. Washko earned both her J.D. and B.A. from Rutgers University.

Q: What do you consider your most important traits that led to you being named the first female managing shareholder at Ogletree Deakins, and how do you grow as a leader?

A: While the question might be better directed at those who made the decision, my own view is that I am a hard worker, analytical, and decisive, have strong emotional intelligence, and I am a good communicator. In terms of growing as a leader, I study and try to internalize lessons from other strong leaders I have observed or learned about. I also am very open to and invite constructive feedback, and I work to learn from mistakes.

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Q: What obstacles have you overcome as woman in the legal industry, and how can your background help inspire other female attorneys to aspire to leadership and executive roles?

A: I honestly believe I have been very fortunate in the experiences I have had as a woman in the legal profession. However, I can identify two issues that occurred, which are quite common, that might be considered as potential obstacles. I have had people make assumptions about what I would be willing and able to do (especially after having children), and I have often been underestimated (especially as a younger lawyer). In both cases, I simply rejected the assumptions and underestimation and showed them what I could do.

Honestly, being underestimated is an opportunity, especially when it is an opposing counsel who is underestimating you. In terms of inspiring others, while my law firm success looks relatively traditional (associate, shareholder, equity shareholder, leader), I have always had my own way of doing things that work best for me. I think that the way my career has developed, with the ability to maintain what I consider to be a successful personal life, shows that there is not just one way or just one path to success.

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Q: What are the crucial steps that employers must take to ensure pay equity, especially when there are variations in pay?

equal work are paid the same, unless there are legitimate factors justifying a pay difference (such as relevant education, work experience and performance). As you may have noted, one of my focus areas is pay equity. I founded and co-chair Ogletree Deakins’ Pay Equity Practice Group and work with clients every day on pay equity analyses and compliance. I encourage employers to conduct self-critical analyses of their compensation programs and actual pay, under attorney client privilege (which enables the employer to be truly objective) to identify opportunities to improve their programs and/ or adjust compensation.

The goal is that any pay differences can be explained by legitimate factors. This may include steps such as modifying applicable policies and procedures, implementing market/ job based pay ranges, training decision-makers on how to make good decisions in line with policies, and conducting periodic pay equity analyses.

Q: How has pay/equity evolved over the past decade, and where do see it 10 years from now?

A: The Equal Pay Act was passed in 1963 and Title VII was passed in 1964. These laws and the many state laws that are similar to them, have been in place to prohibit pay discrimination (Title VII) and/or unexplained pay disparities between men and women (EPA) for a long time. However, within the past 10 years, pay equity has become a hot button issue. State laws and other developments have caused employers to examine their compensation policies and procedures more closely and assess whether there are pay equity issues that need to be addressed. If legislative trends continue at their current pace, I think we are going to see more drive for pay transparency — whether that relates to posted or published pay ranges (currently required in a handful of jurisdic - tions) or even more openness about individual employee pay.

Q: What are you passionate about outside of the workplace, and how do you unwind from a stressful day?

A: Of course, I am passionate about my family and friends — particularly my two sons. I am also an avid reader, and I love music, theater, and travel. When I have had a particularly stressful workday, I have some playlists that I listen to on the drive home from work to help me let go of much of that stress before I walk in the door to my home life. My favorite ways to unwind during my downtime include time spent with my husband, kids, and friends, or reading one of several books, I always have in progress (paper book, Kindle book, Audible book). I am also a backyard bird feeder and find a lot of peace and enjoyment watching the local birds and other creatures eating at the feeders.