January 2018


Capital Connection is published monthly for members of the Capital Chapter of the Association of Legal Administrators to provide information for the education and benefit of legal administrators, law office managers, managing partners of law firms, and other law related associations. Capital Connection is not engaged in rendering legal, financial, or tax counseling or advice through this publication.  The contents of all articles, letters, and advertisements published in Capital Connection should not be considered endorsements by the Capital Chapter of ALA nor the opinion expressed therein of any products advertised.   Contributing authors are requested and expected to disclose financial an/or professional interests and affiliations that may influence their writing position. Articles and materials accepted for publication are subject to editing by the editorial team and become property of the Capital Chapter of the Association of Legal Administrators. Links to Capital Connection may not be shared without permission from the Chapter. 
Editor: Jacqueline Moline 
Associate Editors: Paula Serratore; Cindy Conover
​Contributing Editors: Richard Gibson; Kathryn Fettrow; Washington Express; Jesse Sostrin; Cheryl Flynn; Paul H. Barton 
Newsletter Designed By: Jessica Davis


In this issue:

President's Message

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Welcome to 2018!  This year marks a special milestone in the Chapter’s history: it is our 45th anniversary.  Whether we are brand new to the industry or a long-service veteran, I believe we would all agree that it is heartening to think that the need for professional administration and management of law firms has been recognized in Washington for more than 45 years.  Our role as administrators has changed dramatically over those decades and will undoubtedly continue to change just as significantly in the years ahead.  As we think about the Chapter’s long and storied history in this anniversary year, I know that we can be proud of our achievements, individually, as a Chapter and as a profession.

As with every new year, we are surrounded by suggestions that we should identify and adopt resolutions to change our behavior, our habits, even our lives.  However, it is usually the case that, try as we might, resolutions are hard to keep, and that our best intentions to change are crowded out by the demands and stresses of each day.  Instead of change, perhaps a better approach is to know what worked well for us in 2017 and simply keep on doing just that.

For us as ALA Capital Chapter members, what worked well may have been becoming active in our section, attending education sessions particularly relevant to a current challenge, or meeting a new Business Partner at a Quarterly Networking Lunch.  In whatever way we were able to be involved in the Chapter, just continuing that activity and commitment is a great way to start 2018.  While increased attendance and engagement is always welcomed by the Chapter’s leadership, if the starting point for the year is consistent with last year then that situation lets the leadership feel confident in the value the Chapter delivers to its members.

However, if we want to build on the foundation of Chapter activity we established in 2017, right now is an excellent time to consider opportunities.  Perhaps attending the 2018 Annual Conference is an option -- this year it is in our backyard at National Harbor and early-bird registration is open until February 5th.  Registration is available for the full conference or for just one or two days.  The Annual Conference can be of great value, in education and networking, and without significant travel costs this may be the year it fits within our budget.

And, this time of year is when section leadership positions become available.  If the objective is to increase Chapter activity, then the position of section co-chair is an excellent entry point.  Working with the section chair – who was often last year’s co-chair – provides an opportunity to shape the agenda for the section, facilitate discussions, organize presentations, and increase the knowledge of fellow section members.  The monthly meeting schedule usually means that these leadership activities can be accommodated within our day-to-day responsibilities.
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As we consider how to draw value from the Chapter in 2018, I hope everyone will find time and opportunity to be involved to at least the level enjoyed in 2017.  The Chapter’s leadership will continue to deliver the high quality education members have always demanded and expected, a broad range of networking and community service events, and a solid infrastructure of section specialties. 

In closing, let me wish all Chapter members and Business Partners a happy, healthy and rewarding 2018.
Richard Gibson

New and Returning ALA Capital Chapter Members

Jillian Jeanine Holmes
Chaikin Sherman Cammarata & Siegel PC
Office Manager
1232 17th St., NW
Washington, DC 20036
jillian@dc-law.net
 
Gabriella A. McKinney-Marshall
Hyman, Phelps & McNamara, P.C.
HR Generalist
700 13th St., NW
Suite 1200
Washington, DC 20005
GMcKinney-Marshall@hpm.com
Kim Chin Satchell
McGlinchey Stafford
Regional Administrator
1275 Pennsylvania Ave., NW
Suite 420
Washington 20004
ksatchell@mcglinchey.com
 
Laura E. Long
Rubin and Rudman LLP
Executive Director
800 Connecticut Ave., NW
Washington, DC 20006
llong@rubinrudman.com

From the Perspective of a New Member: The Value of Having an Ambassador in ALA

Kathryn Fettrow
Senior Staff Recruiter, Wiley Rein LLP

It is hard to believe that over a year has passed since I joined the ALA Capital Chapter.  As I reflect on my experiences and involvement in the chapter as a new member, this article is two-fold.  First, by sharing what having an Ambassador has meant to me and how to maximize the experience, I am hopeful that it will encourage our new members to take advantage of the program.  Second, I want to recognize our current Ambassadors for their positive energy and commitment to mentoring a new wave of professionals in the legal community in the hopes that they will continue to mentor others. 

By way of background, although I have referred to a law firm as my home for over ten years, I am new to the human resources profession.  Like many in the professional world, the road to my current role was not without its twists and turns.  After graduating from law school, I practiced in the world of insurance coverage litigation for several years before unexpectedly relocating to the Washington, DC metro area.  I was fortunate to land relatively steady contract work, but it was not a long-term career option and I was anxious to return to a position that offered professional growth and fulfillment.  When the opportunity arose to work as a legal headhunter – I came to the proverbial fork in the road.  I took a leap of faith and went down the road that would eventually lead me to my current role in recruiting and human resources inside of a law firm.  Looking back on that time, what I wish I had at the time, but am fortunate to have now is a mentor. 

The concept of a mentor means different things to different people.  Merriam Webster’s online dictionary defines a mentor as a “trusted counselor or guide.”   Generally speaking, a mentor is someone we identify as serving a long-term place in our professional life and who is invested in our overall growth and development.  Mentors can also provide wisdom, teaching, and support.  When faced with a challenging professional situation, mentors are the first people that we call with “Have you ever experienced this?” or “What should I do now?” questions.  Most of us would freely admit that we would love to have a mentor in our corner.  However, the challenge is how do we go about finding one? 

After a few years at my current firm, my current Director approached me and asked if I was a member of the ALA Capital Chapter.  When I told her that I was not familiar with the organization, she led the charge to have me and a colleague registered as members.  I was also incredibly fortunate that she volunteered to serve as my mentor via the Ambassador program.  My mentor, like so many in the Chapter, has had a wealth of experience in our legal community.  She has chaired various committees and served as the driving force behind many initiatives within the Chapter.
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One of the first pieces of advice that my mentor shared that struck a chord is that my experience in ALA will be what I make it.  Ultimately, while she would provide support along the way, it was up to me to invest the time in my own professional development.  Below are my top 3 pieces of advice on how to make the most of the relationship with your Ambassador and overall experience as a new member.
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  1. Leverage your mentor as a resource.  As my mentor encouraged, the experience is what you make it.  Finding the time to connect and ask the questions is often the hardest thing for new mentees.  However, what binds all the Ambassadors together is a genuine enthusiasm for helping a new generation of professionals and by sharing the benefit of their knowledge and experience.  If your mentor hasn’t encountered a particular issue, there’s a good chance that he or she knows someone who can help.

  2. Meet your Ambassador and their network.   As a new member, having a mentor continually remind me of the important of relationship building within the legal community was incredibly valuable.  When the to-do list of professional and personal obligations is already a mile long, there’s an instinct to say no to another meeting.  However, taking my mentor’s advice, I made it a point to attend as many section meetings, chapter events, seminars, and networking luncheons as I could this year.  I can honestly say that I learned something new at every single meeting - whether it be a policy issue, trend, or recommendation for a business partner -  that I could immediately take back to my organization.  Our community of professionals has a tremendous collective wealth of knowledge and willingness to share – don’t be afraid to tap into it. 

    Also, the networking luncheons are an excellent time to check the “Connect with your Mentor” box.  Take that time to also meet your mentor’s connections and business partners.  Part of the mentoring relationship involves expanding your own network of professionals through theirs – including those within the Chapter, law firm community, or trusted business partners.  Any one of those connections has the potential to become a significant professional relationship, whether it be now or down the road.

  3. Get involved in a committee.  One of the best ways to affect change is to get involved in the process yourself.  Whether it be educational programming, diversity and inclusion initiatives, or leadership, leverage your mentor’s knowledge of the committees to determine what the right path is for you.  Getting involved in a committee also has the added benefit of collaborating with others outside of your organization.  Learning how other organizations handle and adapt to key issues can be incredibly helpful when working with your own internal stakeholders.

Ultimately, I feel that my first year in the Chapter was a success due in large part to the Ambassador program and taking an “all-in” approach.  As I move forward, I look forward to expanding my human resources experience and knowledge as well as building on the relationships that I forged during my inaugural year.

January 2018 Diversity Observances

January 2-4: Mahayana New Year, a holiday celebrated by the Mahayana Buddhist branch, on the first full-moon day in January.

January 5: Guru Gobind Singh Ji’s birthday, the Tenth Guru of the Sikhs who initiated the Sikhs as the Khalsa (the pure ones), and is known as the Father of the Khalsa.

January 6: Epiphany, a holiday observed by Eastern and Western Christians, that recognizes the visit of the three wise men to the baby Jesus 12 days after his birth.

January 6: Christmas, recognized on this day by Armenian Orthodox Christians, who celebrate the birth of Jesus on Epiphany.(Armenians living in Israel celebrate Christmas on January 19.)

January 7: Christmas, recognized on this day by Eastern Orthodox Christians, who celebrate Christmas 13 days later than other Christian churches, because they follow the Julian rather than the Gregorian version of the Western calendar.

January 14: Makar Sankranti, a major harvest festival celebrated in various parts of India.

January 15: Martin Luther King Day commemorates the birth of Martin Luther King, Jr., the recipient of the 1964 Nobel Peace Prize and an activist for non-violent social change until his assassination in 1968.

January 18-25: The Week of Prayer for Christian Unity, during which Christians pray for unity between all churches of the Christian faith.

January 21: World Religion Day, observed by those of the Baha’i faith to promote interfaith harmony and understanding. World Religion Day starts sundown of January 17.

January 26: Republic Day of India recognizes the date the Constitution of India came into law in 1950, replacing the Government of India Act of 1935. This day also coincides with India’s 1930 declaration of independence.

January 27: The International Day of Commemoration to remember the victims of the Holocaust. The anniversary of the liberation of the Auschwitz death camp in 1945 and UN Holocaust Memorial Day.

January 28: Lunar New Year, widely celebrated in South East Asian countries, honors ancestors and is geared toward family celebrations. It takes place on the first day of the first month according to the Chinese calendar, whose months coordinate with the phases of the moon.

January 30-31: Tu B’shevat, a Jewish holiday recognizing “The New Year of the Trees.” It is celebrated on the fifteenth day of the Hebrew month of Shevat. In Israel, the flowering of the almond tree usually coincides with this holiday, which is observed by planting trees and eating dried fruits and nuts.
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January 31: The birthday of Guru Har Rai, the seventh Sikh guru.

Washington Express Movers Spotlight: ​ How Technology is Changing the Courier and Logistics Industry

Over the years, advancements in technology have revolutionized many industries, including the courier and logistics industry. It has affected the way we manage and facilitate the delivery of documents, boxes, office equipment and furnishings, and it has opened the gates to free-flowing communication between dispatch operations and the consumer. At Washington Express, we are constantly adapting to new forms of technology that improve operating efficiencies and benefit our customers. Below are 5 technological advancements that have changed the courier and logistics industry.

1. Tracking and Monitoring 
Today, tracking and monitoring your urgent deliveries has never been easier. With the advancement of email notification options and online tracking, real-time updates on delivery orders are a click away.  Just like the larger parcel shippers, Washington Express has also evolved to provide real-time delivery updates. With the use of smartphones, our couriers can provide live tracking of your orders which can be seen online. If there are delivery complications, automated emails are sent directly to your inbox so they can be quickly resolved.

2. GPS Tracking 
For many, GPS has become an integrated part of daily life. In the era of smartphones, GPS can be easily accessed and is available right at our fingertips. This is no exception for the logistics industry. It is a handy tool not only for our couriers, but for our dispatchers as well. GPS tracking allows our dispatchers to stay informed as to where our bikers and drivers are at any given time, and improves our ability to provide our clients with accurate arrival times.

3. Live Traffic Information 
An additional bonus to GPS tracking is the availability of live traffic information. In the courier industry especially, we are often carrying time-sensitive filings and documents for our customers. While we cannot control the traffic, this advancement has greatly improved our already above-average delivery speeds and our ability to meet tight deadlines. Our dispatchers are now able to optimize the delivery route and re-route drivers based on live traffic information.

4. Smartphone Apps 
Before apps came along, printed materials were the norm for daily business operations. In our operations specifically, tickets would be printed for the corresponding order, and two-way radios were used to communicate with our couriers. Soon pagers and Nextel came along, and then eventually the development of a courier branded app. This development was huge for our industry with a more efficient and reliable way to organize, track and archive delivery orders.

5. Domestic & International Shipping 
Technology has made impressive developments in the domestic and international shipping industry. Due to faster transportation options and automated processes, shipments can now reach their destination in as little as a few days. This has offered many courier services an opportunity for expansion. At Washington Express our air courier division, Axis Washington, can ship deliveries by the most cost-effective methods and in record time. We specialize in Trial Site and IT shipping which has become a favorable option for many of our law firm customers.
 
Stay informed of our latest tech advancements by signing up for our quarterly E-Newsletter!

Who You Are is How You Lead

Jesse Sostrin
Director, PwC U.S. Leadership Coaching Center of Excellence

One of the most common questions I get, as a leadership coach, from my clients is, “What’s your leadership philosophy?” I tread lightly when answering because the simple-sounding query is actually quite loaded.

​Some people ask because they want to explore the most popular concepts about leadership in the business world. Others want to simplify leadership complexities into consumable phrases and equivalent frameworks that allow them to feel as if they can hook into something tangible. A deeper intention is to measure how they stack up against credible definitions of good leadership. Those who take their own development seriously naturally want to know if they’re doing it right.

But there’s a real problem with this question, because there is no unified philosophy of leadership, no one-size-fits-all mantra.

Although textbooks can explain the differences between autocratic, participatory, and laissez-faire modes of leadership, once you identify with a core concept — I tell people what to do, I involve people in what’s important, I trust others to do what matters — personalization and nuance is lost. These, and the many other approaches to leadership, require emphasis on an exclusive set of ideas and related behaviors, which makes choosing just one, and living by it, difficult.

To work around the limitation, emerging leaders are often advised to adapt a blend of styles, using a rotation of condition-specific leadership approaches to match the changing circumstances around them. Think of this approach to finding your philosophy as “situational leadership.” Although this may sound better than “just pick one,” it can feel like too big an ask — especially for top performers in high-demand organizations who don’t have the time (or margin for error) to engage in long cycles of trial and error and reflection in order to get the mix just right.


After years of coaching and careful contemplation on the matter, I answer the question like this: An effective leadership style isn’t a blend of academic theories or a sequence of buzzwords that resonate with you, or even that resonate with me. It’s the simple act of you being who you are in the company of others. It’s what you’ve experienced, who you are right now, and who you aim to be. Simply put: Who you are is how you lead.


To grow into your best version of a leader, start with a commitment to authenticity. Sustaining an enduring alignment between your values and your actions is vital. It’s what lets you be you and it serves as a bond of integrity that enables your followers to trust you. Increase the alignment between your values and behaviors by understanding what makes you tick — defining the specific values that animate you — then making them apparent to your clients and teams. This integrity will produce a more consistent, authentic expression of who you are in the moments that matter.


If you’ve never clarified your values, or if you haven’t refreshed them lately, take yourself through this simple exercise: Write down the five to 10 words or phrases that best reflect the internal cares, concerns, and priorities that drive you. I recommend creating a first draft, taking some time to reflect, and then writing a second draft to ensure that the list is really your truth, and not what others expect or value.


You may find a few of your top values are pretty universal, for example: honesty, transparency, and integrity. Alternatively, you may find that this process leads to novel concepts and simple but powerful principles such as: making a meaningful contribution to others; doing my best work, every time; or making somebody’s day a little better. There is no right answer — the measure of success is the clarity you have on what matters to you, as well as the capacity to express those things across all of your tasks and relationships.


But how well are you conveying what matters to you? Once you have the words and phrases on paper, test their integrity with these prompts:
  • Which three values on my list are nonnegotiable?
  • Which values do I consistently model to my team?
  • Which do I struggle to demonstrate?
  • If there are gaps between my values and actions, what’s causing them? What actions can I take to close the gaps?

Answering these questions is important because there are many nuances to contend with. And values can compete — they can have differing levels of influence in different situations. For instance, people often say transparency is nonnegotiable, but once they look at their behavior, they find that isn’t always the case. As an example, you may notice that there is a breakdown in communication among team members, yet you make the intentional choice not to be vocal about the issue. But does not talking to your team about the problem mean you’re betraying your value of transparency? It could, or it could be a wise and compassionate choice to dial back transparency because another one of your values, “developing others,” is more important here. Not being transparent allows you to make room for others to name and resolve issues and grow.


When it comes down to it, people may ask about leadership philosophies, but they don’t really care all that much about what leadership theory is, or isn’t — they want to be distinctive. And there is nothing more distinctive than you, exercising the full measure of your character in both the small and crucial moments. By strengthening the alignment between your values and your actions, you give yourself the chance to fully make who you are how you lead.


​"Who You Are Is How You Lead" by Jesse Sostrin © 2017 PwC. All rights reserved. PwC refers to the PwC network and/or one or more of its member firms, each of which is a separate legal entity. Please see www.pwc.com/structure for further details. No reproduction is permitted in whole or part without written permission of PwC. “strategy+business” is a trademark of PwC.  https://www.strategy-business.com/blog/Who-You-Are-Is-How-You-Lead
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The Member Experience Committee and Ambassador Program

Cheryl Flynn
Director of Human Resources, Wiley Rein LLP

The Member Experience Committee and Ambassador Program was created because the Executive Committee wanted to enhance the new member engagement.  In response to surveys from new members who have identified that it was difficult to integrate into the Chapter, the Member Experience Committee and Ambassador Program came into fruition to make sure new members feel welcomed.  Below are responses to frequently asked questions regarding the Ambassador program as well as the benefits of serving as an Ambassador within the Chapter.

How does the Ambassador program work?
As soon as a new member joins the ALA Capital Chapter, a member of the Executive Committee reaches out to that member and offers him/her the opportunity to have an assigned Ambassador (a.k.a. Mentor).  New members often have varying backgrounds and experience – for example, many are experienced professionals but new to the legal industry while others are not new to the legal industry but returning from other industries and need help with reacclimating and finding resources.  If a new member agrees to participate in the Ambassador program, he/she is assigned a Mentor.  If you agree to serve as an Ambassador, the Chapter Headquarters can also consider other factors when making assignments, such as office location (i.e. DC v. Virginia) and general availability. 

Who is qualified to become an Ambassador?
Ambassadors are legal administrators who have been with the Chapter for at least a year and are fully-versed with the benefits members are eligible to receive.  Also, an Ambassador may have more than one mentee and may choose to mentor someone who works in the same firm or people in the same field (i.e. HR, Operations, etc.). 

What are the responsibilities of an Ambassador?
Ambassadors are Capital Chapter member volunteers, who want to enlighten members to the benefits, some of which are listed below, of being a Chapter Member.  Also, the Ambassador/Mentor’s responsibilities include inviting mentees and introducing them to other members at ALA events or functions and to be available as a resource for any questions that mentee might have regarding the benefits provided by the ALA Capital Chapter. 

Chapter Member Benefits
  • Access to different forums or “Listservs”
    • This includes email distribution lists of group members and discussions on different topics relating to legal management.
  • Access to Member Directory
  • Access to participate in/purchase the annual ALA Capital Chapter Salary Survey
    • With over 350 ALA members from different DC law firms, the Salary Survey represents positions from multiple-sized law firms.
  • Ability to join any section/committee
    • There are 11 different committees in which to join:
      • Diversity & Inclusion
      • Member Experience
      • Salary Survey
      • Communication & Media Relations
      • Branch Office Administrators
      • IP Administrators
      • Human Resources
      • Small Firm Administrators
      • Office Operations Management
      • Technology
      • Finance
  • Ability to participate in networking events
  • Ability to attend numerous educational seminars and retreats
  • Access to a list of vetted vendors familiar with the DC legal community
    • This list consists of business partners who “offer products and services to the legal community and have committed to support the Chapter’s mission.”

Why Should I Become an Ambassador?
In addition to helping a new member integrate into the Chapter and serving as a source of information and guidance, there are additional reasons to consider serving as an Ambassador. 
  • Expand your professional network
By connecting with a mentee, an Ambassador is expanding his/her own professional network within the Chapter and legal community.  Specifically, Ambassadors are introducing mentees to business partners, committee leaders, and peers.  As the mentee builds upon those introductions and develops additional relationships beyond that initial introduction, your own network will grow as a result.   Regardless of whether an Ambassador is early on in their career or winding down, everyone can always benefit from building new professional connections. 
  • Obtain credit hours towards HRCI recertification
Ambassadors may gain credit hours towards HRCI recertification for participation in the Member Experience Committee and Ambassador Program according to the HRCI Recertification Handbook.  For example, Ambassadors may do the following to receive credit hours:
  • Apply for 2.5 credits per year towards HRCI recertification* for being a member of the Ambassador Program.  
  • Apply for hour-for-hour credit, up to a maximum of 40 credit hours per recertification period, towards an HRCI recertification* for mentoring new members. 
    • Under the Professional Achievement – Leadership category, mentors may apply for credit for HR-related mentoring activities (as long as the mentee does not work in the same organization as the mentor).  To qualify for credit under this category, Mentors must identify how certain activities with the mentee have expanded the mentee’s HR knowledge.  To illustrate how this would apply in the Ambassador program, below are a few examples:
      • Mentor provides specific HR-related information to the mentee, such as best practices for on-boarding new hires, and helps the mentee develop an orientation schedule
      • Mentor helps the mentee draft an HR-related policy or procedure for a handbook
*Please refer to the HRCI Recertification Handbook at https://www.hrci.org/docs/default-source/web-files/recertification-handbook.pdf?sfvrsn=16 for further information.
If you want to learn more about how to become a member of the ALA Capital Chapter Member Experience Committee and Ambassador Program, you may contact the Chapter Headquarters at info@alacapchap.org.  You may also contact any of the following individuals:

​The Benefits of Mentoring Programs

Sarahi Estrella, SPHR
Senior Human Resources Manager, Arent Fox LLP

Mentoring is a relationship between two people with the goal of professional and personal development.  The “mentor” is usually an experienced individual who shares knowledge, experience, and advice with a less experienced person, or “mentee.”  In the context of our Member Experience and Ambassador Program, mentors help new members integrate into the Chapter and serve as a source of information and guidance to new members.  Our Ambassadors are the mentors as the new member joins the Chapter.
 
It is easy to see how the new Chapter members benefit from this relationship as they get integrated in the many committees and activities the Chapter has to offer.  The Ambassadors are there as a point of contact, a friendly face at those first events and someone to reach out to with questions on the various resources available.  New members gain valuable advice and insight on how to integrate into the Chapter.  New members often have good ideas as they become involved with the Chapter but may be reluctant to share, and the Ambassador is a good sounding board for new members.  New members are able to develop their knowledge and skills by identifying people in the Chapter that may have a particular expertise they wish to develop.  Ambassadors are usually a good source of information about other members or vendors that may be in a position to assist on particular projects or questions.  The key for new members is to open the lines of communication with their Ambassador in order to reap the benefits of the relationship. Perhaps the most important benefit to the new Chapter members is the expansion of their network within the Chapter community.  As new members get integrated in the committees and begin participating in Chapter events, their level of comfort and commitment to the Chapter grows organically.  Typically this happens as a result of relationships forged with other members.  The relationships and experiences within the Chapter lead to professional development and career growth.
 
Chapter Ambassadors also benefit from the relationships with new members.  Being an Ambassador is an easy way to build on current leadership skills.  Ambassadors develop their ability to motivate and encourage new members in order to help them get the most out of their new membership in the Chapter.  Ambassadors also have an opportunity to improve their communication and personal skills as they become the “face” of the Chapter for new members.  Ambassadors often have their own skills and knowledge expanded as they reach out to their contacts in order to assist a new member.  The relationship with a new member often increases the Ambassador’s confidence and motivation as they experience the Chapter through the eyes of the new member.  Being an Ambassador is a motivating experience. It encourages participation and increases their own involvement in the Chapter.  It is also a good way to give back to the Chapter.  Ambassadors are recognized for their skill and experience and become well known leaders. Ambassadors can gain a new sense of fulfillment and personal growth as a result of their experience. 
 
Mentoring relationships can be mutually beneficial and rewarding on both a professional and personal levels. New Chapter members and Ambassadors alike should embrace these relationships, communicate with each other on a regular basis and encourage each other to become involved in the Chapter in order to reap the full benefits of membership.  

Managing Change in 2018

Paul H. Barton
QuietSpacing

Doing something better – like managing time – necessarily requires changes in behavior. The difficulty of successfully making those changes in behavior is routinely underestimated.

For example, we all know that managing our time better will lower our stress level and increase our productivity. These are terrific reasons to make the necessary changes. We may even make a conscious decision to better manage our time by adopting a new system. Yet, we always experience internal resistance when the new behaviors required to make the change are introduced. In fact, the resistance is often so great that it significantly diminishes the result, if not undermine the effort altogether.

In short, change is hard. End of story, right? Maybe not.

Step One: Types of Reactions
I am often confronted with this need for behavioral change while working with professionals both during seminars and in one-on-one coaching engagements. After all, it’s my job to help my clients get more done – an environment rooted in effecting positive change.
The first step in successful change management is to understand that there are three fundamentally different types of reactions we exhibit to the inputs we experience during the day. Once we have a firm grasp on these reaction types, we can effect meaningful change.
  • Instinctive Reaction. This is a reaction over which we have little conscious control. Our behavior is almost wholly involuntary. For example, we flinch if someone unexpectedly blows an air horn near us. Even if we watch the person press the horn, we still react a little in spite of the fact that we were prepared for the noise!
  • Emotional Reaction. These are reactions rooted in our emotions. Our ability to control them depends largely on how strong the emotional tug is. For example, wanting something – a new suit – is an emotional reaction that has some pull on us, but we can generally overcome the urge to purchase the suit. On the other hand, craving a hamburger can gnaw on us until we succumb to the desire and head to our favorite burger joint. Both of these are emotionally rooted “wants” but each has a different amount of power over us.
  • Intellectual Reaction. These are considered reactions. Thought is given to how we will respond to a particular stimulus. Consequently, we have a large degree of control over how well the change goes. When someone asks you where you’d like to go to dinner, you might consider the type of food you’d like to have, the day of the week, and the distance to the various choices. In the end, the reaction – your answer – is entirely in your control.

These are the basic reactions I’ve found are important when improving the time management skills of professionals. Now, let’s map the way the desired result is achieved given these possible reactions.

Step Two: Mapping Results to Reaction Type
Mapping the desired result to the possible reaction types is a fairly simple process. Achieving the targeted result becomes relatively straightforward once the type of reaction we’re dealing with has been identified in a particular change management situation.
  • Instinctive Reaction. Since we can’t change the reaction – it’s involuntary – we need to find ways to change the stimuli. If the desired change is better e-mail management, one easy stimulus change is to turn off the new e-mail alerts in our Inbox. Our reaction to these visual and/or audible signals is instinctive and largely involuntary. We look up or turn our heads toward the movement/sound, which distracts us from what we are doing. The solution is to turn off the alerts altogether (and check e-mall periodically). Here we change the stimulus because the reaction type is beyond our control.
  • Emotional Reaction. Because emotions are so strong they regularly overpower our intellectual discipline. The trick is to reduce the emotional tug enough so we can manage it consciously. For example, diets often fail because they deprive us of the foods we desire. One of my greatest weaknesses is M&Ms. To effect my goal of successfully losing weight and keeping it off, I now purchase the regular size packet of M&Ms instead of the larger Tear ‘N Share size. My desire and my intellect are both happy with this middle-ground result and I’ve kept the weight managed.
  • Intellectual Reaction. The best method to effect change in an intellectual reaction situation is knowledge and confidence. Gathering together the information we need to make an informed decision makes us confident as we move forward with the change effort. For example, QuietSpacing posits that there are only three kinds of stuff that come at us each day: trash, filing, and work. Trash gets thrown away, filing gets put away, and work gets queued up for our attention. Once a client learns this simple triaging method, they can confidently face their littered desk or bulging e-mail Inbox.

Change is Easy if It’s Kept Easy
This approach won’t solve all the change management problems we face, but it will solve a vast majority of them. By determining what type of reaction we will have to a particular situation, we can develop a strategy to address the change we wish to affect.

​This article has been reprinted with permission from the author and originally appeared on ​http://www.quietspacing.com/blog/ ​​

Administrative Committees

Communications and Media Relations
As members of the Newsletter and Media Relations Committee, Chapter members participate in producing the award-winning Capital Connection. Members gather to brainstorm new ideas for editorial themes for upcoming editions. The newsletter reports Chapter business activities such as Section and Committee news and provides information about upcoming educational and other events. It also includes articles of interest to members and other legal management personnel, collected, authored and/or edited by members of the committee. This committee also works with other legal associations and the media to ensure that ALA and the Capital Chapter are represented in the legal industry. The Newsletter Committee welcomes new members.

Contact: Jacqueline Moline, jam@carmaloney.com; Paula Serratore,pserratore@alacapchap.org

Diversity & Inclusion
The Capital Chapter of the Association of Legal Administrators is a professional organization comprised of administrative managers from private, corporate and government legal organizations in the Washington DC, Northern Virginia and suburban Maryland areas.  ALACC embraces and encourages diversity within the legal profession. We value diversity and those initiatives that promote it and look to partner with affiliated professional legal organizations to advance diversity. We not only strive to raise awareness, but to increase our sensitivity in the area of diversity and more closely reflect the diversity of our community at large. Having a more inclusive and diverse legal community will improve the quality of our organizations workforce and respond to our client’s requirements for diversity. As a committee we are very interested in your thoughts, comments, and suggestions about achieving greater diversity in our Chapter, our profession, and in our firms. 

Contact: Cindy Schuler (Chair), cschuler@skgf.com; Monique Terrell (Co-Chair),mterrell@stradley.com 
Salary Survey
The Salary Survey Committee is responsible for maintaining, updating and running the local survey each year. They review the positions listed, the job descriptions, and the benefits questions to ensure that the survey remains relevant to the end users. The members of the committee also promote the survey within the Chapter to stimulate participation. 

Contact: Emily Christianson (Chair), echristianson@relmanlaw.com; Julie Tomey (Co-Chair), tomey@thewbkfirm.com
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Member Experience
The Member Experience Committee will establish a welcoming environment for new members to be integrated into the Chapter through a formal Ambassador Program. Ambassadors will provide support and guidance to new members through their first 12 months of membership, ensuring new members realize benefits of membership and become ambassadors of the Chapter. 

Contact: Cheryl Flynn (Chair), cflynn@wileyrein.com; Sarahi Estrella
(Co-Chair), sarahi.estrella@arentfox.commailto:sarahi.estrella@arentfox.com ​


Educational Sections

Branch Office Administrators
The Branch Office Adminsitrators Section focuses on a broad range of topics of interest to local adminisraotrs who must coordinate with other officees of their firms. The Section's monthly luncheon meetings, held on the second Tuesday of the month, provide a venue for members to discuss issues of common interest, share ideas, and network. Members are encouraged to raise topics and to recommend speakers.

Contact: Danita Ellis (Chair),danita.ellis@nelsonmullins.com; Jackie Thomas (Co-Chair), jackie.thomas@agg.com
Listserv: branch@lists.alacapchap.org
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Office Operations Management
The members of the Office Operations Management Section represent a cross section of legal expertise from functional administrators to branch office managers. The Office Operations Management Section (OOMS) meets on the fourth Wednesday of every month to discuss operations related hot topics. We welcome all members to join the section, especially if you are an administrator in a small law office and you have to wear multiple hats. We can provide you with many best practices to run your operation smoothly.

Contact:  Kevin O'Hare (Chair), kevin.ohare@cox.net; Greg Fudge (Co-Chair), glfudge@gmail.com
Listserv: ooms@lists.alacapchap.org
Intellectual Property (IP)
The Intellectual Property (IP) Section focuses on all aspects of legal management as it pertains to the IP Administrator. The group discusses the complexity of the ever-changing IP environment and how to effectively create and apply IP specific, non-legal procedures in both boutique and general practice firms. 

Contact: Kimberly J. Potter (Chair),  kpotter@sgrlaw.com; Astrid Emond (Co-Chair), aemond@bakerlaw.com
Listserv: ipadmin@lists.alacapchap.org



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Small Firm Management
The purpose of the Small Firm Management Section is to provide Administrators of law firms with 35 or fewer attorneys educational opportunities through vendor presentations, idea sharing and open forums specifically designed for those who work in smaller firms. The Small Firm Management Section meets the fourth Tuesday of the month at host law firms.

Contact: Wilmara Guido-Chizhik (Chair), wguido-chizhik@bomcip.com; Dot Mooney (Co-Chair), dmooney@powerslaw.com 
Listserv: smallfirm@lists.alacapchap.org


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Finance
Based on member feedback the Capital Chapter has formed a new Finance Section. We are seeking active members to helps us get this group up and running in 2016! As we get started, we will be focusing on what issues members are facing within their firms that we may be able to help address together. Topics may range from reviewing new time and billing systems to tax filings and matter budgeting solutions and anything in between. Your input is needed! Please consider adding Finance section meetings to your monthly educational schedule.

Contact: Andy George (Chair),  andrew.george@finnegan.com; Evan Kettig (Co-Chair),  kettige@gotofirm.com
Listserv: finance@lists.alacapchap.org
Human Resources
The Human Resources Section operates as a venue for educational information on global human resources issues.  While the Section is mostly comprised of HR professionals, any member is invited to participate in the meetings which typically take place on the second or third Wednesday of each month.  The meetings feature industry speakers or roundtable discussions on topics such as recruiting, benefits, strategic planning, performance management, career pathing, retention and other matters of interest.

Contact: Aryn Blanton (Chair),  aryn.blanton@bracewelllaw.com; Jasmine Stribling (Co-Chair), jstribling@bsfllp.com
Listserv: hr@lists.alacapchap.org
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Technology
The Technology Section is looking for members to join the group for lively discussions about practical situations we all face daily in the information technology world. With ever-changing IT needs and issues, we will look at our firms' policies and procedures and help develop best practices and speak of the many concerns we all have. Even if you are not in the IT field,  your experiences and opinions will help us in bringing all departments of a law firm together and working on the same page.

Contact: Frank Schipani (Chair),  schipanif@gotofirm.com
Listserv: tech@lists.alacapchap.org