July 2020

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 and/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. 
Editors: Cindy Conover;  Beth Fowler
​Contributing Editors: Jackie Thomas; Rianne Rome; Robert Half Legal; Brenda Simoes; Sharon Armstrong
Newsletter Designed By: Jessica Davis


In this issue:

President's Message: ​A Conversation Over Coffee –  Embracing our Impending Destiny

“The act of being unintentionally creative.  The step forward that perpetually propels us into our impending destiny.”  - Definition of Next Gen, Urban Dictionary
Let’s go back a couple of months to my May President’s message.  Zoom in on the idea that we need to branch outward with new ideas for how to lead our current members, our traditional legal administrators, and potential new Chapter members who have joined the legal field in newly adapted roles that we have never seen before.  In that message, I foreshadowed the coming of this month’s collaboration, as the idea came out of a conversation I had just prior to that with Amy Walkowiak.  Amy is the Chair of the Next Generation “NextGen” Leaders Community as well as your Capital Chapter Secretary-Elect.  In our conversation, we discussed the potential misinterpretation of what the NextGen Community, and NextGen in general, stands for and how it can contribute to the success of not only the Chapter, but to the careers of many of our members.  We asked Ana Milena Sobalvarro, Co-Chair of the community, and Taylor Betancourt, a new Chapter member and a colleague of Amy’s, to join us for our conversation over coffee.  What I should tell you is that these three women are unintentionally creative and the true definition of NextGen.   

In preparing this article, I did a little research and what I found was that NextGen, Gen Xers, and Boomers share many of the same values, but simply differ in how those values are prioritized, expressed, and ultimately acted upon.  When we talk about NextGen in the Capital Chapter, what you may not realize is that we aren’t just referring to millennials, or to those new to the legal industry, but also those in positions that some of us administrators have never seen before.  Positions such as secretarial supervisors, practice assistants, knowledge management, market data analysts, pricing directors and experience management.  As Amy points out, we have more folks outside strictly HR and administrative roles than ever before, including many whose job functions are less daily operations and more strategic planning.  The future of legal administration is ever evolving and is likely at some point in the nearer future to include some of the qualities of these new legal roles that some of our NextGen members possess, such as managing client relationships, business development initiatives, and driving profitability.  It is only beneficial for the Chapter and for the members to harness this change and adapt or become irrelevant. 

The four of us had a great conversation mostly geared around the education the Chapter can provide and ways to better engage in this virtual environment.  What I intended to be a different approach in conversation turned into a collaboration of how to make this Chapter better for everyone, including the NextGen.  This is absolutely a testament to what NextGen stands for.  As the Urban Dictionary definition states, it’s unintentionally creative, but also perpetually propels us into our impending destiny, and if we aren’t careful, we will miss our destiny.  

These are the lessons I want to share with you from my conversation with our NextGen leaders including ways we can connect with, motivate and retain, while learning from them and advancing the Chapter:
  • Embrace work-life blend.  NextGen leaders strive to achieve personal, professional and charitable goals within the limits of their work, whereas other generations of leaders focus on work-life balance.  Professional fulfillment can be part of your work-life blend.  Make time and space to manage both your professional and personal lives, but consider that this can blend together, especially in this new normal where sometimes there is a blurred line between when one stops and the other one starts.  Embrace this.  Ana mentioned that we as a Chapter have to present opportunities for creative ways that encourage NextGen members to attend events as there are an ever-growing number of opportunities one has to participate in the virtual realm, especially now, and we can get lost in the shuffle of the work-life blend if we don’t embrace this; provide clear structure, keep people engaged and stand out.  

  • Embrace opportunities to contribute.  And when you have the opportunity to contribute, do so immediately.  NextGen leaders, such as Amy and Ana, both of whom have been with the Chapter less than 5 years and less than 2 years, respectively, have jumped right in.  Taylor, who is a brand new Capital Chapter member, was already willing to join the conversation, because it makes a difference to contribute.  Empower yourself to do so.  Don’t wait until you feel seasoned enough to contribute.  Embrace the opportunities to make a difference.  And in your firms, don’t fight the enthusiasm that the NextGen leaders have -- harness it.  This is part of the adapting we need to do.

  • Embrace opportunities to better yourself.  That support system I talked about in my May message…use it to better yourself.  Use it for mentorship and to grow each other.  NextGen leaders want autonomy, but not necessarily independence.  Embrace opportunities to make yourself better, seek knowledge from those who have gone before you; bounce ideas off of your support system.  For as much as I was seeking to learn from listening to them, they were also always intentional to ask my opinion as well.  Seek collaboration as a way to better yourself and embrace peer-like relationships that keep doors open, encourage free flow of ideas and push you to branch outward.  

  • Embrace networking.  See above…expand your support system…increase your circle.  Building relationships and networking are among the most important values for NextGen leaders.  Amy said that when she asked Taylor what she was looking for in a professional organization, Taylor said a networking community.  Further, an organization that is geared towards her position, and she hadn’t found one that fit.  Taylor went to Amy inquiring as to where she could find an organization that wasn’t HR only.  Amy, who is passionate about the NextGen Community, expressed to Taylor that the ALA and the Capital Chapter were trying to pivot to not just HR-focus but business perspectives; and to give NextGen a chance.  

Ana further emphasized the value of networking, especially during the “new normal,” and how we need to have conversations on how to keep in touch and communicate between operations, because when you remove the personal interactions, we must put into place some remote work best practices to reduce feeling lonely and disconnected and to replace that face time that is missing.  The lack of connection can ultimately have adverse effects on motivation for the NextGen; motivation can wane, as well as commitment to the organization.  We even talked about future education on the topic, so be on the lookout for that.

  • Embrace opportunities to better others and be the change you want to see in the world.  NextGen leaders strive to make the world a better place through their work, whereas typically speaking, Gen Xers and Boomers have done this through serving on non-profit boards and donating to worthy causes.  Embrace the notion of doing well by doing good and by making a positive impact on our profession.  See above, embrace opportunities to contribute. 

As a testament to wanting to see change in the world, NextGen’s upcoming community meeting at the end of the month is centered around diversity, equity and racial injustice.  In addition, Ana, in our discussion on future education, advocated for programming on disabilities, invisible illnesses, mental illness and best practices from a people perspective, because to the NextGen, it matters to better others. 

How can we as a Chapter incorporate NextGen leaders’ values and how can we provide relevant education that matters?  If we can embrace the value-add of our progeny in this Chapter and in our firms, embrace the change that is happening all around us in the legal field (and the world at present) and begin to focus on a new business model with new opportunities for growth as a Chapter, we will certainly be better for it and may not miss our destiny.  We may be in the early stages and still trying to get our feet underneath us, but we will only grow as a Chapter by embracing some of these values and focusing on more strategy in business.  We have to either adapt or become irrelevant, and we definitely don’t want to become irrelevant.

If this has piqued your interest, or if you think you may not have fit in to any of our other communities, or if you just have any questions or would like more information on the Next Generation Leaders Community, please reach out to Amy (AWalkowiak@perkinscoie.com) or Ana (ASobalvarro@bomcip.com).  And if you would like to join the Community:  http://www.alacapchap.org/p/co/ly/gid=1087 
Jackie Thomas

Members on the Move

Jenna L. Carter
Director of Administration
K&L Gates LLP
1601 K St., N.W.
Washington, DC 20006
jenna.carter@klgates.com

Engagement in Times of Stress

Rianne Rome, MBA, SHRM-SCP 
Leadership Strategist & Speaker

During times of resounding uncertainty, employees can become disengaged due to overwhelming anxiety, weariness, and despair. When this occurs, they may turn to coping behaviors such as avoidance, control, or overachieving. While this can provide short-term relief, it can also increase long-term stress.
  • Avoidance - If someone avoids a concern, frustration may increase in others. For instance, you may have noticed coworkers who refused to wear a mask or participate in social distancing. On a greater scale, you can probably identify employers that did nothing to address COVID until government authorities mandated action. In each of these cases, someone else was affected by avoidance behaviors.
  • Control - When people believe the world around them is unstable, they may attempt to gain  control in their own realm. Employees may become excessively perfectionistic or leaders may increase their micromanagement of teams. Within companies, policies may be enforced even when they do not make sense (e.g. denying remote work based solely on organizational culture).
  • Overachieving - You may also observe an increase in hard-working overachievers. In the short run, we may applaud their results. However, if these actions are primarily motivated by stress, the longer-term effects can be detrimental. For example, when managers are coping by pushing their teams to constantly overachieve, they are applying undue pressure to employees who are already under duress. 

When employees realize that they are being affected by someone else’s coping behavior, their response can be fueled by feelings of fear or anger. While they could choose to constructively address concerns with the offender, many individuals will be hesitant to do so at work. Instead, unpleasant feelings may be released via their own coping techniques such those listed above or a myriad of other choices such as a passive aggressive response.

While it can be easier to identify coping in others than it is in ourselves, there is one thing that will eventually become visible to everyone. Working relationships will erode the longer it continues. This can be seen in the quality of communication; the reduction of work-related results; a lack of trust in decision-making; and/or the severing of relationships altogether.

Although we cannot make all stress disappear for our employees, we are better equipped to help them when we understand their concerns and motivations. Therefore, it is beneficial if you plan to do the following:
  • Determine to be gracious with yourself and others to the best of your ability, even before you are faced with challenges.
  • Before reacting to a situation, stop to ask yourself if the basis of the situation is rooted in a coping behavior. 
  • Last but not least, when you have the opportunity to do so, encourage others by sharing this knowledge in ways that they too can better understand themselves and their coworkers. 

In doing so, you can be a catalyst for changing moments of coping into times of hoping for a better solution.  While this may not change the world, it could change the world for one person.

6 Tips to Manage Through Change

Robert Half Legal

Q: In the last two months, our firm has been experiencing changes stemming from the COVID-19 pandemic, including staff downsizing and workload shifts. How can I keep my legal team motivated and maintain their morale in these uncertain times?

A:  Legal professionals understand change better than most since court decisions, regulatory reforms and new legislation require being vigilant in keeping abreast of legal developments, yet the impact of COVID-19 has been unprecedented. In these times, the most valued leaders are those who navigate business challenges themselves and help their legal teams do the same.  

Change can present itself in many forms and most employees experience some degree of stress during a major transition. Legal managers can help to keep the work environment positive by helping their teams understand the changes and make the necessary adjustments. Here are six suggestions to ease times of transition, and maintain morale and productivity:

1. Communicate effectively. 
When it comes to helping individuals cope with changes to the status quo, there is no such thing as too much information. If employees are uncertain as to what direction the organization is going, they may decide to postpone decisions or interactions until more is revealed about what lies ahead, which can impact productivity. Be forthcoming about new developments and why they are necessary. Similarly, leadership can bolster employee confidence by showing that there is a solid plan for navigating the challenges down the road. 

To reduce miscommunication, plans should be shared with legal staff as a group, using discretion when it comes to proprietary information or sensitive personnel matters. Don’t limit communication to official meetings; inviting employees to ask questions and maintaining openness will help smooth a transition.  

2. Set a positive example. 
Even if legal managers don’t have all the answers, they should be forthcoming about what they do know so that changes affecting the firm do not cause doubts to arise and undermine morale. Answering questions about potential impact is necessary but emphasis should be to acknowledge that while parts of the transition may be tough, the intended outcome is a better situation for all.  

3. Help find solutions. 
If the nature of the work will change, equip employees with the tools they need to assume new responsibilities sooner rather than later. Managers should be sensitive to the concerns of employees and willing to discuss potential challenges, such as adjusting to working remotely full-time or heavier workloads due to staff downsizing. 

4. Define new roles. 
Clarify what will be expected of legal teams in the new environment, spelling out new procedures and responsibilities. In the case of unanticipated changes, of course, there will be no choice but to respond as the situation evolves. However, legal managers can prepare for such eventualities by regularly refining a list of responsibilities that can be re-prioritized or delegated as needed. Cross-training staff within the department also is a good idea and can be a lifeline in an emergency.

5. Emphasize core values. 
When an organization is in a period of transition, it may seem that everything is changing. This is a good opportunity to emphasize those things that are not, such as the firm’s core values. Emphasizing corporate culture, including service philosophy, ethics and values, can serve as a solid and reassuring anchor for legal teams when many other aspects seem to be in flux.

6. Staff strategically. 
Legal teams in high-demand practice areas are facing escalating workloads. While these changes represent opportunities, they also can place considerable strain on legal staff. Legal managers can decrease stress levels by meeting regularly with team members to evaluate workloads, set priorities and reconfigure responsibilities. Legal managers also can tap the services of a specialized staffing firm to hire highly skilled legal professionals on a project or consulting basis. In addition to helping lighten the load of full-time teams, these attorneys and paralegals can provide practice area expertise for specific legal projects or take on more intensive projects that might otherwise divert internal teams from core initiatives.

By clearly communicating, defining roles, emphasizing the organization’s core values and staffing strategically, legal managers can help their teams not only survive times of change but also prepare for future growth and new opportunities.

Robert Half Legal is a premier legal staffing service specializing in the placement of attorneys, paralegals, legal administrators and other legal professionals with law firms and corporate legal departments. Based in Menlo Park, Calif., Robert Half Legal has offices in major North American and global markets and offers a full suite of legal staffing and consulting solutions.

Employee Wellness In and Out of the Workplace

Brenda Simoes
Senior Human Resources Manager, Reed Smith LLP

As stay-at-home restrictions begin to lift in DC, depending on opening schedules, it will have been three months by the time we welcome our attorneys and staff back to the office.  As law firms start to transition from remote to office-based work, we naturally start to think about physical practicalities associated with the return.  We all have concerns related to workplace safety and social distancing.  Just a quick glance at the ALA list serve reveals members swapping ideas about these practical considerations.  Beyond these important details, however, it is important to remember we must also plan for the emotional transition from home to the office, and consider what we can do to support the wellbeing of our employees as they shift yet again to a “new normal.”  

Two years ago Reed Smith launched our health and wellness program, Wellness Works.  The program’s mission is to promote the overall well-being of Reed Smith attorneys and professional staff.  Our focus is to take a proactive approach to promoting a healthy lifestyle for our employees, by providing helpful programs and resources and making them available on an ongoing basis for all. The program plans events and provides resources in areas such as: Stress Reduction, Work-life Balance, Nutrition/Healthy Habits, Substance Use Awareness and Mindfulness.  Throughout the time we have been working remotely, Wellness Works has continued to provide online programming with “Wellness Works @ Home”, offering webinars and other resources to help with challenges associated with balancing working at home with managing kids & school, eldercare issues, creating a home office workspace, self -care, exercise and general health & wellness.  Recent offerings include:
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  • Zoom into Fitness: virtual workout sessions like yoga, boot camp, barre and HIIT;
  • Managing Stressful Eating: webinar with a university psychologist who explored mindful eating techniques to gain control of eating habits, conquer emotional eating and learn tips to identify physiological hunger versus emotional hunger; 
  • Managing Emotional Well-Being During COVID-19: a webinar with a psychiatrist who reviewed strategies and tools for helping to combat the emotional challenges of COVID-19, specifically managing perceptions of self-control; 
  • Work at Home Series:  short weekly webinars exploring how to set up a home office, create a workday mindset, structure your day between work time and personal time, and tips to remain productive at home; and
  • Eldercare: a resource page with tips on supporting our elder loved ones during self-isolation, how to help loved ones, friends and neighbors in practical ways during the pandemic; and links to our firm EAP offerings related to elder care.

As we transition back to the office (or more likely as we transition to a hybrid of home and office work) our programming will transition as well, focusing on practical health and safety tips, potential fearfulness or anxiety associated with a return to the office, guidance for managers to ensure those at home and in the office are treated equitably, and much more. 

When the pandemic struck, Reed Smith was fortunate to be in a position where we could nimbly shift our employees to working remotely.  We quickly learned how resilient our team is, and will continue to support that resilience going forward.  We learned that it is critically important to listen to our team – rather than rushing in with a solution in search of a problem, it is important to recognize that we are all in uncharted territory.  We don’t assume we know what our employees need – we ask them.  Employees' needs differ by office, by demographic, and by their role at the firm.  We don’t offer a one-size-fits all approach, but rather try to provide a variety of programming to reach all of our employees.  

ALA Capital Chapter COVID-19 Community Assistance

In response to the recent COVID-19 outbreak, the ALA Capital Chapter’s Community Services Committee is partnering with the Greater DC Diaper Bank to support families in need. This is a great opportunity for Cap Chap members and business partners to support
families and individuals in need throughout DC, Maryland, and Virginia by providing an adequate and reliable source for basic baby needs and personal hygiene products.

Starting now through July 31, 2020, you are asked to donate funds to purchase diapers, baby wipes, and other basic baby needs to support families in need. To learn more about ALA Cap Chap’s COVID-19 Community Assistance and to make a donation, please visit https://secure.givelively.org/donate/dc-diaper-bank/ala-capital-chapter-covid-19-community- assistance  

Please make an impact and empower families in need. Thank you for your unwavering support.

HR on the Front Lines

Sharon Armstrong
Trainers & Consultants Network

For the past three months we have celebrated the brave men and women on the “front lines” of this health crisis.   Doctors.  Nurses.  First responders.  Even grocery store clerks.  They’ve all earned our admiration, respect, and gratitude for the work they’ve done, often for very low pay and at grave personal risk.

But as the nation now turns to the difficult task of re-opening the economy, getting people back to work, and ensuring the safety of America’s labor force, I don’t think it’s an exaggeration to say that Human Resources professionals are now on the “front lines” of this battle. 

I have been involved with Human Resources for more than 35 years, and I can’t remember a time when I was more proud of my HR colleagues for their willingness to take on what is beginning to look like an overwhelming challenge.  

That challenge, in my opinion, is three-fold.  First we have to prepare our organizations (and our employees) for the return to work.  Second, we have to make sure the process of getting back to work goes as smoothly and safely as possible.  Third, we must develop the vision to help shape the workplace of the future.   Because I think it’s safe to say the American workplace will never be quite the same again.  Here are just some of the challenges we will face as we go through those three phases:

Preparing for the return.  Before we even think about getting back to work, HR professionals must master the new government programs and regulations that have been enacted in recent weeks.  These include the Families First Coronavirus Response Act (FFCRA), the CARES Act, changes in Unemployment Compensation, employee benefits and personal leave.  In addition, we must understand how older regulations like the Family & Medical Leave Act will be impacted by the pandemic.  The more policies and procedures we can put into effect before employees return to work, the smoother that process will go.

Managing the return safely and smoothly.   Keeping our employees physically safe should be the utmost priority as we get back to the office or factory.  Unfortunately, we have more questions than answers on that topic.  But there is some value in at least knowing the right questions to ask.  For example, how will “social distancing” work at your office?  Should you close the kitchen and break rooms?  Should you take the temperature of employees before they are allowed to enter?  How many people will be allowed in an elevator at the same time?  Will the organization supply PPE or expect employees to bring their own?  Should you stagger start times and create a night shift?  These questions are overwhelming, I know!  But the important thing is that you ask them and come up with an answer that works for your organization and that will be applied fairly to all employees.

Visualizing the future.  We talk a lot about the “return to normal.”  But in my opinion, there will be no return to normal—at least not for another year or two.  So we must give some serious thought to what the future can and should look like.  Should employees who are able to telework, for example, be allowed to continue to do so?  Is that fair to employees who cannot work from home?  If not, should the onsite employees receive some kind of hazardous duty pay?  You may have found that your organization worked pretty well during the shutdown.  But that raises the question of whether you have too many employees or are paying too much for commercial real estate.  Or you may find your organization is now on the verge of bankruptcy.  Which means you’re going to spend a lot of time working out RIF’s, layoffs, and furloughs—every HR person’s least favorite activity.  

I’ve been out of day-to-day HR management for several years now, and I don’t envy you for having to deal with all this.  But I was in Human Resources long enough to know that HR professionals (despite our reputation as “The Evil HR Lady”) are the most caring, compassionate, and hardest working people in the business world.  You are on the “front lines” of the re-opening of the American economy.  And I salute you!  

Sharon Armstrong was an HR manager for twenty years before founding The Trainers & Consultants Network, a free referral service for consultants, coaches, trainers, and speakers.  If you need professional consultation or training in the re-opening process, please call her at 202-333-0644 or email her at Sharon@TrainersAndConsultants.net for a referral. 

July 2020 Diversity Observances

Click here to view the full list of July observances.

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 Community 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: Cindy Conover (Chair), Cindy.Conover@Shearman.com; Beth Fowler (Co-Chair), bfowler@robbinsrussell.com
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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: Beth Fowler (Chair), bfowler@robbinsrussell.com; Denise Verdesoto (Co-Chair), deniseverdesoto@eversheds-sutherland.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: Valerie Williamson (Chair), valerie.williamson@bassberry.com; Herb Abercrombie Jr. (Co-Chair), HAbercrombie@jenner.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. If you would like more information and/or are interested in becoming an Ambassador, please contact the Chair or Co-Chair.

Contact: LaVerne Anenia (Chair), LaVerne.Anenia@dbr.com; Kim Santaiti-Potter (Co-Chair), kim.potter@alston.com


Educational Communities

Small Firm and Branch Office Administrators
The Small Firm and Branch Office Administrators Community focuses on a broad range of topics of interest to local administrators who must coordinate with other offices of their firms, as well as 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 Community's monthly luncheon meetings, held on the fourth Tuesday of each month at 12:30 pm, 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: Joanna Hurt (Chair), jhurt@mccarter.com; Tabatha Harris (Chair), tsh@dwgp.com
Listserv: branch@lists.alacapchap.org and smallfirm@lists.alacapchap.org
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Office Operations Management and IT
The members of the Office Operations Management and IT Community represent a cross section of legal expertise from functional administrators to branch office managers. The Community meets on the second Thursday of each month at noon. 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: Giovanni DiLuca (Chair), gdiluca@zuckerman.com; Janelle E. Rynes (Co-Chair), janelle.rynes@arentfox.com
Listserv: ooms@lists.alacapchap.org

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Intellectual Property (IP)
The Intellectual Property (IP) Community 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: Judi Heston (Chair), jheston@nixonpeabody.com
Listserv: ipadmin@lists.alacapchap.org
Human Resources
The Human Resources Community operates as a venue for educational information on global human resources issues.  While the Community 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: Cindy Schuler (Co-Chair), cindy.schuler@hugheshubbard.com; Monique Terrell (Co-Chair), mterrell@foxrothschild.com

Listserv: hr@lists.alacapchap.org

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Next Generation Leaders
The mission of the Next Generation Leaders Community is to support our next generation of leaders and close the gap faced by our association and the legal industry as a whole by providing a community for Millennial legal managers and new managers in the legal field with a focus on mentoring, education, and networking. To accomplish this goal, the section hosts monthly meetings, pop-up events, and educational sessions, and provides 2-way mentoring opportunities. 
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Contact: Amy Walkowiak (Chair), awalkowiak@dcwhitecollar.com; Ana Sobalvarro (Co-Chair), asobalvarro@bomcip.com 
Listserv: nextgen@lists.alacapchap.org