Lori E. Lightfoot’s career reflects a deep and sustained commitment to public service, legal excellence, and ethical leadership. As the 56th Mayor of Chicago, she guided the city through some of its most challenging moments—from navigating the COVID-19 pandemic to confronting civil unrest in the wake of George Floyd’s murder—while advancing major reforms in fiscal policy, public safety, and government transparency. Her experience spans both the public and private sectors, including roles as a federal prosecutor, equity partner at Mayer Brown LLP, and leader in police accountability efforts within Chicago’s municipal government.
In this Q&A, Lightfoot reflects on lessons learned from her time in office, the intersection of law and leadership, and how she continues to shape policy and civic discourse beyond her mayoral term.
Q: Can you tell us about your professional background—what led you to mediation, and what areas of law or types of disputes you’ve worked with most frequently?
Lori: I’m a seasoned attorney and former Mayor of Chicago with almost 40 years of experience in law and public service. As a 1989 graduate of the University of Chicago Law School, I practiced at a major international firm as both associate and equity partner, focusing on complex commercial litigation and disputes arising from failed deals. I’ve also helped design and enforce M/W/DBE compliance programs and conducted a variety of sensitive internal investigations at the behest of Boards of Directors and C-suite executives. During my civil practice, I was frequently called upon to advise clients on issues arising from the intersection of civil and criminal matters.
As an Assistant U.S. Attorney, I prosecuted a wide range of federal crimes—from public corruption and financial fraud to narcotics and violent offenses. I tried a number of jury and bench trials and have extensive appellate court experience. Throughout my career, I’ve helped resolve disputes across industries and sectors. As Mayor, I was directly involved in mediating labor, community, and policy conflicts. I now look forward to continuing that work in a formal mediation setting—creating space for productive dialogue and resolution.
Q: What inspired you to become a mediator, and how did you come to join the AAA’s mediation panel?
Lori: My professional life has consistently involved dispute resolution, as described above, so becoming a formally trained mediator and offering my services to parties is a natural evolution in my career. And of course—AAA! The AAA sets the industry standard, and it’s truly an honor to be part of the AAA family.
Q: What do you find most meaningful or rewarding about your work as a mediator with the AAA?
Lori: Well, I am just getting started, but what I have already appreciated is the collegiality and the incredible supports for mediators to be successful in helping parties. Really unparalleled support.
Q: How do your previous experiences in legal practice, public service, or another area inform your approach to facilitating resolution between parties?
Lori: I’ve been a lawyer for nearly 40 years, with experience in both the private and public sectors, representing a wide range of clients in complex, nuanced matters that were deeply important to them. What I’ve learned is that disputes are often about more than the stated issues. Particularly when there’s a prior relationship between the parties, positions can become hardened and deeply entrenched by the time a conflict comes to a head.
As a mediator, one of my strengths is helping parties move beyond surface-level positions to identify the real issues at the heart of the dispute. I focus on creating a space where they can truly hear one another and better understand each other’s interests and needs. Before the formal mediation begins, I invest time in learning the issues from each party’s perspective—and just as importantly, in building rapport to lay the groundwork for a productive and meaningful process.
Q: What advice would you offer to parties or their counsel to help them prepare effectively for mediation?
Lori: Two things. First, make sure it's the right time in the life of the dispute for mediation. The right time is when you have a solid grasp of the facts and the law, can understand and appreciate the interests and needs of both parties, are aware of the risks, and—critically—are participating voluntarily and with a genuine openness to resolution.
Second, focus on what truly matters. Take the time to identify the core issues and understand the worst-case risks that could arise if the dispute isn't resolved through mediation.
Resume
For more information on Lori Lightfoot’s professional background, view her resume.