June 2016

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: Barbara Mannix; Vanessa Partin; Eileen Garczynski; HITT Contracting; Danielle J. Smith; Sheri Shifflett; Karen Laumoli; David Forrestall; Dayna Fellows; Newmark Grubb Knight Frank; Charles A. Volkert III, Esq.; Jessica Davis; Arnold Sanow, MBA, CSP
Newsletter Designed By: Jessica Davis


In this issue:

President's Message

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Over the past 30 days I have had the opportunity to mix and mingle with some of our members.  I am writing this article of thanks as these events remind me of why our Chapter is simply the best. Three events come to mind.  First, we had almost 40 members from the Capital Chapter attend the National Conference in Los Angeles.  I know I did not get to see everyone who attended, but it was great to see many of the Chapter faces and know that so many were in attendance.  A number of our business partners were in the Exhibit hall which was wonderful to see.  A big congratulations to Jenna Carter and team for the winning 60 Seconds of Fame video.  Hearing support from so many of our peer chapters as we walked around and attended the sessions and social functions was just fantastic. 
 
Second, we had a full house for our Benefits of Membership meeting.  It was exciting to see the new faces and share information about our Chapter and ALA.  Welcome to all our new members and we hope to see you at upcoming events.  Thank you to all of our ambassadors for the ongoing mentorship they provide.  Thanks also to the ambassadors that were able to attend the meeting.  Your support means a lot.
 
Lastly, we had a wonderful morning, June 11th, manning water station 1 at the Lawyers Have Heart race.  The cloud cover and temperature cooperated for both the runners and the volunteers.  A combination of members and business partners joined us at 6:00 a.m. on Canal Road for a bit of work and a good number of laughs.  As they say, many hands make light work, so a huge thank you to all that attended.  Thank you to Paula and Jessie for coordinating the effort and giving us a wonderful brunch.
 
If you haven’t made it to a section meeting or Chapter event recently, don’t let the year slip by without joining us at one of our upcoming events.  Put your membership dollars to good use.  We have June and July educational seminars and the quarterly network lunch all on the calendar. Come by and spend a lunch hour with us.  I look forward to seeing you.


Barbara Mannix

New ALA Capital Chapter Members

M. Sanders Hubert
Office Administrator
Terris, Pravlik & Millian, LLP
1121 12th St., N.W.
Washington, DC 20005
sanders.hubert@gmail.com

Jasmine Stribling
Assistant HR DC/Administrator
Boies, Schiller & Flexner LLP
5301 Wisconsin Ave., N.W.
Suite 800
Washington, DC 20015
jstribling@bsfllp.com
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​​Aaron Majette
Services Support Supervisor
Hyman, Phelps & McNamara PC
700 13th St., N.W.
Suite 1200
Washington, DC 20005
am@hpm.com
 
J. Blythe Peelor
Office Manager
Shipman & Goodwin LLP
1875 K St., N.W.
Washington, DC 20006
bpeelor@goodwin.com

Members on the Move

Please join us in wishing the following members well in their new positions!
Marion E. Baker 
Chief Operating Officer
Wilkinson Walsh + Eskovitz PLLC 
1900 M Street, N.W. Suite 800
Washington, DC 20036 
mbaker@wilkinsonwalsh.com 

William A. Rector
Office Director
Technology Sciences Group Inc. (TSG)
1150 18th Street, N.W., Suite 1000
Washington, DC 20036
wrector@tsgusa.com
Crystal Boyer
IP Patent Docketing/Technology Manager
Arent Fox
1717 K Street, N.W.
Washington, DC 20006-5344
crystal.boyer@arentfox.com
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Marilyn Mickelson
Firm Administrator
Smith Pachter McWhorter PLC
8000 Towers Crescent Drive
Vienna, VA 22182
marilynmickelson@gmail.com

In Memoriam

The Chapter extends its condolences to Judy Deason, a past Capital Chapter President, on the passing of her father John Edward Deason. Additional information can be found here.

Former Capital Chapter member Carol Dodd passed  Monday, May 30, 2016. She built a career as a legal administrator, finishing at Burns, Doane, Swecker & Mathis where for over 21 years she guided them through the opening of multiple satellite offices as well as running their Alexandria VA locations. She served on the International board of the Association of Legal Administrators. The chapter extends it condolences to the family.

June 2016 Diversity Observances

Vanessa Partin
Associate Director, Human Resources, Kirkland & Ellis LLP
Chair, Diversity & Inclusion Committee

June is Lesbian, Gay, Bisexual, and Transgender Pride Month, established to recognize the impact that gay, lesbian, bisexual, and transgender individuals have had on the world. LGBT groups celebrate this special time with pride parades, picnics, parties, memorials for those lost to hate crimes and HIV/AIDS, and other group gatherings. The last Sunday in June is Gay Pride Day.

Other observances in the month of June include:
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June 6: The beginning of Ramadan, the Islamic month of fasting. Muslims abstain from eating, drinking, and sexual activity from dawn until sunset, in efforts to teach patience, modesty, and spirituality. This year, the observance lasts until July 5.
 
June 14: Flag Day in the United States. This day is observed to celebrate the history and symbolism of the American flag. Click here to learn more.
 
June 15: Native American Citizenship Day. This observance commemorates the day in 1924 when the United States Congress passed legislation recognizing the citizenship of Native Americans.
 
June 16: Sikhs observe the Martyrdom of Guru Arjan Dev. Guru Arjan Dev was the fifth Sikh guru and the first Sikh martyr.
 
June 19: Juneteenth, also known as Freedom Day or Emancipation Day. It is observed as a public holiday in 14 U.S. states. This celebration honors the day in 1865 when slaves in Texas and Louisiana finally heard they were free, two months after the end of the Civil War. June 19, therefore, became the day of emancipation for thousands of Blacks.
 
June 26: Lesbian, Gay, Bisexual, Transgender (LGBT) Pride Day in the United States. It celebrates the Stonewall Riots on June 28, 1969.

Law Firms Can Take Steps to Manage Expanding Cyber Threats

Eileen Garczynski
Senior Vice President and Partner, Ames & Gough

As hackers and organized crime rings look for new ways to steal funds and gain illegal access to confidential corporate and personal financial information, law firms increasingly have become targets for their actions. Along with personal and confidential health and financial data on employees and clients, many law firms maintain sensitive information on client strategies, trade secrets, and pending business transactions.

A privacy or security incident can involve substantial costs. If a law firm’s system goes down for any amount of time, significant billable time may be lost. There’s also the cost of forensic investigations to determine the cause of the breach, potential federal and state regulatory fines and notification costs. And when an incident results in damage to third parties, the outcome may include lawsuits, regulatory fines, negative publicity, and disgruntled clients.

Law firms face another damaging consequence of data breaches and information security lapses: potential ethics complaints. Inadequate data security or protection of privacy can constitute a failure to abide by the duty of confidentiality. Under Rule 1.6 of the ABA Model Rules of Professional Conduct, “a lawyer shall not reveal information relating to the representation of a client unless the client gives informed consent.” Lawyers must “make reasonable efforts to prevent the inadvertent or unauthorized disclosure of, or unauthorized access to, information relating to the representation of a client.”

While the multiplicity of technology- and internet-related risks is significant, law firms can take several steps to anticipate, prevent, and respond to a data breach, including the purchase of a cyber-liability insurance policy.

Effective cyber risk management starts with safeguarding data. Catalog all confidential data owned or maintained by the firm and make sure proper security procedures are in place to keep it safe. That includes conducting ongoing risk assessments, investing in state-of-the-art security, and regularly testing the integrity of systems.

Employees and vendors should be informed of security procedures and these policies should be updated periodically and reviewed with them.

Preventing breaches calls for several measures, including: having strong passwords (at least 12 characters) and changing them regularly; protecting laptops, backup media and thumb drives with whole-disk encryption. Firms might also consider a standardized desktop equipped only with firm-issued software. Servers should be secured in a locked rack in a locked closet or room. Solo and small firms should use a single integrated product to address spam and viruses and make sure software patches are applied on timely basis.

When terminating employees, immediately cut all access (including remote) to the network and cancel the employee ID. Instruct employees to use wireless hotspots with great care and provide a virtual private network (VPN) or other encrypted connection for remote access.

Be prepared. Establish a multi-disciplinary team to develop a plan and respond when a breach occurs. The plan should have procedures for identifying and repairing the breach, investigating its cause, analyzing its implications, and notifying the necessary parties, including the insurance company.

These measures can be complemented by effective insurance coverage. As pricing of cyber-liability insurance has become more affordable, many law firms now view it as a critical element of their overall risk management program. Nonetheless, all cyber-insurance policies are not the same.

It’s important to check the scope of coverage provided along with any restrictions or exclusions. In particular, consider the presence and extent of coverage for costs related to lawsuits, regulatory investigations, internal investigations, notifications to affected consumers, public relations management, credit monitoring, and/or statutory penalties.

Stand-alone cyber-liability insurance policies, which can address both first- and third-party perils, generally offer a full range of coverage that is key to mitigating this risk. The policies typically have various insuring clauses to address losses arising from data or privacy breaches, such as expenses associated with managing an incident, including those for forensic investigation, remediation, notification and credit checking. They also provide coverage for business interruption losses, extortion network damage, and regulatory investigation costs arising out of a cyber-event.

Evaluate insurance protection. Work with a specialized insurance broker who can advise you on which cyber-insurance policy best meets your firm’s needs. Be aware that some of these policies have exclusions that are too broad and can create gaps in coverage.

Law firms should understand their potential impact and, when possible, attempt to have them modified or removed. There are more than a dozen specific types of coverage exclusions or restrictions that might appear in many or some cyber-liability insurance policies for law firms.
For instance, consider how policies define confidential information. Some limit this definition to Personal Identifiable Information (or PII, such as date of birth, Social Security number, driver’s license ID, etc.). However, a better policy for a law firm will have a broader definition that includes anything protected under the attorney-client privilege.

During the past several years, most states and various countries have enacted breach notification laws. These laws typically require firms that lose sensitive personal data to provide written notification to all individuals potentially affected, as well as credit monitoring and other services. Yet, even without a legal obligation, most firms now choose to provide this notification voluntarily to protect their reputation. And irrespective of any legal requirements, clients expect such notification. However, not all cyber-policies cover these costs, so be sure you understand how your policy will respond.

Policies also differ on how or whether they might respond by breaches caused by rogue employees. All policies have a “conduct exclusion” that applies to dishonest, fraudulent, or criminal acts committed by the firm or its senior management. Even though most data breaches result from negligent acts, such as failing to properly configure a firewall, many are caused by malicious acts, perpetrated or assisted by insiders. To make sure they’re protected, law firms should seek an exception to the conduct exclusion for “rogue” or disgruntled employees.

Many cyber-liability insurance policies don’t cover theft of hardware from the insured’s premises. They also may limit protection for breaches to those involving U.S. privacy statutes or regulations, a potential a concern for firms with international operations or clients. Many policies also have inadequate sub-limits for forensics and crisis management expenses, which can leave law firms with inadequate funds to investigate where their systems were infiltrated or to address the costs of managing an incident-related crisis. And other coverage restrictions might apply to restoration of intellectual property or proprietary business information.

Assessing cyber insurance needs. There are no guidelines for determining how much cyber-liability insurance any law firm should purchase, but three considerations can help with those decisions.  

First, what’s at stake? Firms with significant amounts of personal identifiable information, intellectual property, or highly confidential information either for clients or staff, may need higher limits. There are both first-party and third-party costs associated with a cyber-breach. First-party costs include lost billing time, forensic Investigation, legal fees to determine regulatory obligations, notification, communication, and public relations costs, credit monitoring, and regulatory fines and penalties. Third-party costs include those associated with settlements, damages to third parties, legal fees, damages to network security of a trading partner or vendor, intellectual property infringement, and regulatory proceedings.
Second, determine what costs your firm can retain. Base this analysis on a worst-case scenario. Even firms with sophisticated safeguards to prevent cyberattacks are vulnerable, and recovery costs can be substantial. 

Finally, consider your firm’s contractual obligations. Clients are increasingly requiring law firms and all vendors to purchase certain minimum limits of cyber-liability insurance.

​As internet and cyber-related risks become increasingly widespread and complex, law firms should take a comprehensive approach to manage them. This involves the implementation of sound risk management and careful evaluation of available insurance. 

HITT Contracting Spotlight: Acoustics - The Sound of Success

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One of the keys to a successful law firm is the ability to maintain client trust, and one of the most important factors to maintain this trust is an ability to ensure confidentiality of documents, discussions, and decisions.  As law firms move into newly built out or renovated spaces, this maintenance of acoustical privacy between offices and conference rooms becomes paramount.  While not as glamorous as a new stair or stone feature wall, it is a detail whose importance can and should be stressed at every stage of the design and construction process.

Starting at the design and planning phase of a project, a firm should take steps to maximize noise abatement for its more sensitive areas and partners.  At office and conference fronts, choose systems that afford the greatest STC (sound transmission class) rating, whether the front is a demountable glass partition or drywall.  Those who use the speaker when on phone calls or even speak loudly when talking with clients require privacy between adjacent offices, for which walls can be called out as full height with transfer ducts for air flow or even called out with extra layers of drywall.  Even the type, location and configuration of air devices can impact sound transference between spaces in an office.  Integrating white noise with ceiling mounted speakers can serve as a barrier that damps outside noise.  And in conference rooms, often times ceilings are specified as drywall, which will provide greater privacy than an acoustical tile.  One step further, including an acoustical fabric panel over top of the drywalls partitions adds an extra noise damping provision.  After the design is completed, the onus falls to the construction team to properly implement these specified systems.

Once a contractor is selected and a project is underway there are additional details that can impact sound attenuation.  It is important that all systems that have been selected are installed according to the manufacturer’s specifications to achieve the appropriate acoustical ratings.  This can be impacted by the seals between glass panels as well as between floor, wall, and ceiling finishes.  Right at the outset of a project, newly framed walls can receive caulking both at the top and bottom intersection with the structural slab to ensure a solid noise-limiting framework.  Even a sometimes forgotten detail – how the intersection of drywall to a base building mullion is sealed and finished – can have a tremendous impact on how much neighbors may hear one another.  Ensuring that partitions are taped and sealed to their full height will aid in damping sound and will help minimize disruptions after a move-in.  Properly installed insulation at ductwork reduces the auditory impact of constant air flow within a space as well.  These seemingly minor details during construction can carry a positively disproportionate value with regard to the benefit that comes from their implementation.

The role and importance of privacy and security cannot be understated for any law firm, and every detail of a new space or renovation should include a consideration of how to mitigate sound and noise transference between offices, conference rooms and practice areas.  A failure at the design or construction level can spell catastrophe for eventual occupants of a space, and risks costly and intrusive repairs after turnover.  The quietest of spaces often speaks the loudest for a happy and successful firm.

HITT Contracting Inc. embraces the chance to collaborate with your firm on acoustics or any other construction method.  If you have any questions and/or comments, please do not hesitate to contact us. 

2016 ALA Annual Conference

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Danielle Johnson Smith
Office Manager, Holland & Knight LLP
2016 Ed Ross Scholarship Winner

I am grateful for the opportunity to have traveled to Los Angeles to attend the 2016 ALA National Conference.  As a first-time attendee, I found the conference app for the iPhone to be an invaluable resource.  With features ranging from overviews and handouts for each session to the ability to create schedules right from the app and a variety of recommended “Local Places”, the app made it extremely convenient to plan your day and navigate your way through the conference, as well as the city of Los Angeles. 

The ability to see an overview of the sessions greatly assisted in planning which sessions to attend.  Because there were numerous simultaneously-occurring sessions that were of interest to me, narrowing it down to just one selection sometimes proved quite difficult.  After several days of sessions, I was able to take away significant information on a wide array of diverse subjects.  The session on Keeping Partners Informed with Key Performance Indicators touched on various KPI’s across all levels of financial management, and provided in depth, practical ways to apply the information presented.  Speakers in the Communication and Organizational Management track (Toxic Employees, Toxic Workplaces and Why People Do What They Do) presented their information in a lively, interactive atmosphere that left you not wanting the session to end.  These sessions gave valuable insight into understanding the dynamics of the offices in which each of us works, and how we can go about improving our interactions with others.

It was quite refreshing to have the uninterrupted opportunity to meet with Chapter members and peers from across the country, to establish relationships and share ideas. Not only was the information timely, the presenters were outstanding and the city of Los Angeles did not disappoint.  This experience definitely enhanced my career, and I certainly look forward to participating in additional nationwide conferences, as well as those offered by the Capital Chapter.

Vendor Expo

Sheri Shifflett
Office Manager, Saul Ewing, LLP
Treasurer
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​The national conference in Los Angeles was well attended with administrators from the US as well as several countries.  The exhibit hall was a popular place, with many drawings offered by our sponsors for great gifts.   
 
It was nice  to see and connect with so many of our sponsors in Los Angeles, as well as to learn about new products or innovations that may be available.  

Keynote Speaker: Shark Tank's Daymond John

Karen Laumoli
Firm Administrator, Wilkes Artis, Chartered
Secretary
​
​The ALA Annual Conference officially kicked off the morning of May 23rd with Keynote Speaker Daymond John; a successful entrepreneur and founder of the clothing line FUBU.  He has been on the hit show Shark Tank since 2009.  Mr. John presented “Five Shark Points: Fundamentals for Success in Business and Life”.  A very charismatic speaker, Daymond took us back throughout his life with a humorous mixture of photos and period music.  He told us how he pursued many opportunities before hitting on the right niche and bringing his business from the living room of his mom’s house to an international business. 
 
As a result of all his trials, he wanted to impart to us the lessons he learned for success: SHARK. 
 
S:  Set a Goal
H:  Homework (Do Your Research!)
A:  Amor (Do Something You Love)
R:  Remember – You Are the Brand
K:  Keep Swimming!
 
Daymond John met people in the Exhibit Hall after his engagement to sign books.  Comments from people that met him portrayed him as a very engaging personality, and they felt as if they were the center of his attention.  He was in the moment.

60 Seconds of Fame Video Contest

The results are in, and the Capital Chapter has been declared the winner of ALA's 60 Seconds of Fame Video Contest! The announcement was made on the final night of the ALA Annual Conference in Los Angeles. Capital Chapter members in attendance, seated close to the stage in the front of the conference hall, cheered loudly enough for all of us when the announcement was made and our video was shown. Thank you to everyone who voted - we couldn't have done it without your support!

We would like to recognize Jenna Carter, whose vision, acting skills, and dedication to this project produced an incredible video that made us all proud and represented our Chapter beautifully at this year's Annual Conference. We'd also like to thank all of our stars for bringing this video to life (and giving us all a good laugh this week): Donna Williams, Jeff Cole, Sharon Bovelle, Kenny Mitchell, Karen Gallagher, Katie Parrish (Robert Half Legal), Courtney Leonard (Washington Express), Matt Filimonchuk (HITT Contracting), and Craig Church (Miller's Supplies at Work).

Check out our incredible submission!

Benefits of Membership Meeting

​New Capital Chapter Members gathered at Sidley Austin on June 9th for a meeting on how to take full advantage of their membership. Chapter President Barbara Mannix welcomed the new members to the Chapter, then offered background information on Chapter history and structure, as well as details on how to take advantage of various membership benefits. Immediate Past President Beth Fowler, President-Elect Richard Gibson, and Past President Elaine Gregg shared their experiences with the Chapter and the ways in which membership has positively impacted their careers. At the conclusion of the meeting, new member Shera Berini of Robbins Russell won the raffle drawing for a copy of Arnold Sanow's book Get Along with Anyone, Anytime, Anywhere.

Have questions about the benefits of Capital Chapter membership? Visit our website or contact Chapter Headquarters to learn more.

Cyber Field Report

David Forrestall
SecurIT360

We all need information to make decisions and to build plans to protect ourselves and the people we serve and sleep better at night.  This information includes strategies, risks, threats, vulnerabilities, actors, technologies, etc.  We have served clients all over the U.S. for the past seven years performing audits, penetration tests, risk assessments, and security-program development.  During this time, we have seen a persistent theme: people get lost in the details.  We all know that security is not “set-it-and-forget-it.”  So, what is the plan?

Cyber Action Plan

Focus on the basics first, it is a Process not a Product​

There is no silver bullet, and advertisers are investing millions of dollars to convince you to buy their widget that will handle all of your security needs.  But guess what?  Even security products have vulnerabilities that hackers take advantage of.  To be clear:  You need quality security products to keep yourself safe.  They are required to add layers of security, but it is the process around these that keeps you secure.  They must be updated and maintained.  If you do not check on their performance, you have no idea of whether they are still functioning properly. 

Basic Blocking and Tackling

Studies show that over 90% of breaches happen because something simple was missed.  So, before you run out and invest in new security solutions, it is important to make sure the basics are covered by solid products and the processes supporting them.  Making sure these basics are covered reduces much of your risk:
  1. Security patching for all hardware/software – This is where many of your vulnerabilities lie.  The desktops are a place to start, but don’t forget the applications.  All applications (office, Adobe, Java, browsers, etc.) need to be up-to-date.  Switches, routers, firewalls, and infrastructure systems need updates too.  You need to independently check to make sure that this is happening.
  2. Endpoint protection - Antivirus/Malware solutions – Make sure these are working.  Pull a report and do an inventory of systems.  Not the most glamorous thing in the world, but simple and effective.
  3. Review all accounts and passwords regularly – I don’t have to hack if I can just log in.  You should also limit privileged accounts and prevent the use of shared accounts.
  4. Constantly inventory devices on your network – If you don’t know what is on the network, how do you know whether it is allowed or protected?
  5. Encrypt all portable devices – Smartphones, tablets, laptops, USB drives; anything that may carry sensitive data, which can easily “walk off”.
  6. Provide security training for users and IT staff – Your users are the target and need to make well informed decisions.  As for IT, yes they are smart, but typical IT training does not always include security processes (there is that word again…).  And what IT folks hear most is faster, cheaper, and more reliable.  Oh, and by the way, can you make it secure too?
  7. Review firewall, remote access/VPN, and wireless solutions regularly.  Another way to get in…
  8. Implement a proactive monitoring/logging/alerting solution – There are millions of events produced in your network each day.  They need to be collected and analyzed.  There are many options available that will alert you when something bad is happening, so that you can react. 
  9. Check your email gateway (Spam filter).  Make sure it has virus and malware capability.  Email is one of the most common attack vectors.  Most of you should have this, but you need to double-check that this is in place and functioning.
  10. Additional basic perimeter protections.  Make sure that your firewall has IDS/IPS capabilities – not all do.  Internet content filtering software also keeps users from going to dangerous websites.  Some firewalls include both of these features, but they may require additional licensing or products AND you need to make sure they are updated and functioning properly.  You need to ask if you are not sure.

What do leaders need to do?

Leaders do not need to become experts or spend millions on cyber security to protect their organizations and customers.  BUT, you do need to know enough to oversee and carry on the conversation. Where to start:
  1. Educate yourself – The buck stops with you.  When something happens, answers will be demanded.  Get in the conversation and ask questions of those that you trust to handle cyber security for you. 
  2. Measure your status - Measure against accepted standards.  This is more than asking your IT guys to check the firewall.  Standards are multi-dimensional, covering all areas.  CIP, NIST, or ISO 27000 are solid standards to compare yourself to – AFTER you have covered the basics.
  3. Develop a plan to close holes – There is no such thing as 100% security which always leaves room for improvement.  The gaps should be ranked by risk and prioritized.  Regular meetings and documented progress against risks will show the level of commitment to security.
  4. Develop a security program – The rapid pace of change does not allow you to set-it-and-forget-it.  Policies need to be written and responsibilities assigned.  The program will require monitoring and regular reporting.
 
A Note to the CFO:  You may want to remind your finance committee that breaches can cause serious reputational damage and be very expensive.  Cyber Liability insurance is not enough.  In today’s world, the expectation is that there are measureable efforts (and funds) devoted to keeping information safe.

Lawyers Have Heart Water Station Volunteering

In the early hours of June 11th, Capital Chapter members and Business Partners gathered on Canal Road to man the first water station in the 2016 Lawyers Have Heart race. Volunteers handed out cups of water to over 5,000 grateful runners and walkers (and a few very enthusiastic canine participants). Following the race, the group headed down to Mr. Smith’s of Georgetown for brunch.
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Thank you to all of the Capital Chapter volunteers for your hard work to help make this year’s Lawyers Have Heart race a success!

Facing Metro Madness?  Telework is the Solution

Dayna Fellows
President, WorkLife Performance, Inc. 
Creator of “Telework: From Policy to Performance in 60 Days.”
dfellows@worklifeperformance.com

The Washington, DC area has an awareness of telework unlike any other region, thanks in part to the Federal Government’s “Telework Enhancement Act of 2010” and the Office of Personnel Management’s regular pronouncements of “Unscheduled Leave/Unscheduled Telework,” encouraging employees to work from home when snowflakes loom (or the Pope comes for a visit, or the World Bank holds its Annual Meetings, or other such traffic challenges arise).  
 
Well, the daddy of all traffic-challenging conditions is upon us:  the Metro shutdowns have begun.  And there’s no question, for most employers in the area, performance is going to take a hit.  Everyone will be affected, not just Metro riders.  A less reliable Metro system will mean increased use of other public transportation, as well as more cars on the road. Commuting times will be longer, more unpredictable, and more stressful, leading to more traffic and congestion, delays in arrival, bringing bad vibes into the office when at last you reach it, worries about getting home again in the afternoon, and so on…
 
Telework isn’t for every person, or every job – but it can sure keep a lot more people off the roads and happily performing throughout the day.  Here are the steps to launch a customized, robust teleworking program for your organization.
 
1. Start with a clear definition.
Be upfront about why you’re implementing telework, the business vision and the metrics of success.  Emphasize that telework is a work methodology, not a perk or a reward or an entitlement.  It’s a deliberate strategy to enable eligible employees to have an alternate worksite that supports quality performance without having to travel to the office every day.  (And once you have telework in place, you’ll find it’s a powerful tool for recruiting and retention, reduced absenteeism, and improved morale.)
 
2. Build a solid, practical policy and agreement.
A good policy does a lot of the heavy lifting in terms of setting expectations, reducing risk, and encouraging good performance management.  For example, language around eligibility is crucial, both for the jobs/tasks that are teleworkable or not, and also for the readiness of the employee – are they performing at an acceptable level now? Have they been in the job long enough to operate completely independently from home? 
 
Be clear on what equipment must they have in order to perform well, and who will pay for what (e.g., typically the organization will give the employee a laptop and a smartphone, and expect the employee to pay for their in-home high-speed internet connection as well as office furniture).  Delineate security requirements for remote access to your systems. 
 
You should also consider rules and guidelines regarding dependent care, time and attendance, and home safety.  And be clear about the conditions or circumstances under which a telework arrangement might be revoked.
 
The Telework Agreement is your means to capture the employee’s understanding of their accountabilities, the details of their arrangement (e.g., the number of telework days each week), ownership and care of equipment, etc. In order to establish personal accountability right from the start, it’s a good idea to have the prospective teleworkers make the business case for how they will do their jobs as well or better from their alternate worksite.  Using the Agreement, have them document the means by which they will be available and accessible to all their stakeholders, how will they keep their managers informed, and their commitment to contributing to team activities. 
 
3. Offer training and support for managers, teleworkers, and teams.
Take time to walk through the Policy and Agreement with everyone, so that managers and staff have a chance to hear and assimilate the business messages, rules, and success factors. 
 
Give managers the tools, language, and support they need to make fair eligibility decisions, deliver clear performance expectations, and manage for results vs. face time.  Help them sharpen their skills in engagement, feedback, and coaching. 
 
Give prospective teleworkers a clear picture of their accountabilities:  clarify requirements for solid performance, customer service, timeliness, and collaboration.  Provide best practices around organizing their work and time, staying engaged, managing boundaries, and staying on top of their careers.
 
4. Measure, refine, and keep it visible as an organizational strategy.
Design your rollout with an initial pilot phase, giving you space and time to test the new policy and process, closely monitor activities (and perceptions), and uncover and address the challenges as they arise.
 
Plan useful internal assessments and reports, to evaluate telework success as an element of performance, and to keep senior management informed and engaged.  Work toward integrating telework with all your human capital strategies, such as job postings that present you as an “Employer of Choice.” 

The goal is to “keep the railroad running” – to enable your organization to continue strong performance, delivery, and service, regardless of where the individuals are sitting when they’re doing the job.  Following through on the steps above will give you a telework program infrastructure of vision, process, and engagement that will enable you to operate independently of the chaos we’ll be facing on our Washington roads.  

© 2016 WorkLife Performance, Inc.  All rights reserved.  Originally published May 2016 by DC SHRM.  Consider joining today!  To learn more go to http://www.hra-nca.org/

​Sustainability Tip of the Month

This month's tip is provided by Silver Business Partner Newmark Grubb Knight Frank

Summer time is here!  Encourage your staff to beat the heat and get outside.  Ask your building management to provide a place for bike storage and onsite shower facilities to encourage employees to ride their bikes to work.  If there is no room in the garage, coordinate with building management to get a Capital Bikeshare docking station located nearby.

​To find out how to get the full value of employee health benefits through your office location, reach out to Jennifer Tatum at Newmark Grubb Knight Frank at 202-312-5771.

Robert Half Legal Spotlight
​Legal Job Advice: What Managers Can Do to Boost Productivity

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Charles A. Volkert III, Esq.
Executive Director, Robert Half Legal

So much of a legal job is time sensitive: deadlines for filings, affidavits, statutes of limitation and more. There’s no time to waste, yet your team occasionally suffers from procrastination. As a manager, it’s up to you to identify and address the reasons for delays before they negatively affect your team’s productivity. 
 
Let’s take a look at three common types of procrastinators, as well as some legal career advice you can share with them to help them stay productive. 
 
Perfectionists 
People who strive for perfection can be paralyzed by this unattainable goal. The pressure they place on themselves can make every task seem overwhelming, leading them to procrastinate. Once they do begin, their fear of making a mistake means they take an inordinate amount of time to complete a task. 
 
What you can do:  
 
  • Relate to them. Let them know everyone, yourself included, has an occasional slipup. While you certainly don’t want them to rush and turn in sloppy work, remind them of the importance of working efficiently and not obsessing over minutiae. Emphasizing this fact could help them ease up on themselves and become more productive.   
  • Help with goal setting. Perfectionists will go above and beyond to excel in their job. However, some over eager employees set themselves up for failure by reaching for unrealistic goals. Work with them to modify these goals to a more manageable scale. 
  • Set parameters. Perfectionists are obsessive, and they’ll take more time than allotted to revise and polish everything. You can be assured they have applied careful scrutiny to each document that passes their desk, but help them get into the habit of rereading the final document only once or twice, signing off on it and starting on the next file.  
  
Self-doubters 
These procrastinators have solid legal skills, but they also have an inferiority complex. Because of performance anxiety, self-doubters can be hesitant to tackle their workload each week in a timely manner for fear of failure — a recipe for lowering the organization’s productivity. 
 
What you can do:  
 
  • Mentor. Self-doubters need personalized legal career advice. One of the best ways to deliver that is through a more experienced adviser, who can teach certain skills that are not easily taught otherwise. A mentor can boost their confidence in a way that leads to success in their legal job, which should lead to greater productivity. 
  • Keep your door open. Self-doubters have plenty of questions, so be available to them. Many times, they just need assurance that they’re going in the right direction. With continued encouragement and feedback, they’ll gain confidence in their abilities.  
  • Give constructive criticism carefully. The way you deliver feedback is crucial to self-doubters’ success. Phrase your comments positively, such as, “I see why you took this approach, but it didn’t quite work out. Let’s tackle this issue another way.” Honing one’s ability to give feedback is good legal career advice for all managers. 
 
The Unmotivated 
Other sources of procrastination are boredom and job dissatisfaction. These employees are no longer interested in the job, so they feel no urgency to start assignments. At the same time, they may seem unmotivated because they’re actually overwhelmed and don’t know where to start. 
 
What you can do:  
 
  • Look for burnout. Procrastinating on some tasks could be a sign your team is overworked. Encourage staff to unplug from work when they’re at home and to take all their vacation days. Additionally, bring in temporary legal help during peak periods. Sometimes rest and respite are all employees need to bounce back to their productive selves. 
  • Gauge satisfaction. When employees are bored with their current legal job, it can be hard for them start and finish projects. Work together with unproductive staff members to find a solution. Don’t be afraid to deliver the message that you expect more out of them than you’re getting. 
  • Monitor progress. Sometimes unmotivated legal professionals need a watchful eye to get going. While you don’t want to micromanage or spy on people, you can hold regular progress meetings or ask for status updates. Once employees get back into a rhythm, give them more autonomy and acknowledge their improvements. 
 
The causes of legal job procrastination can vary widely. However, when you understand the reasons some employees suffer from productivity pitfalls, you can start addressing the problems — and get the entire team back on track again. 

Charles A. Volkert is executive director of Robert Half Legal, 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.

May Webinar: Managing Across Generations

Jessica Davis
Membership Coordinator & Event Planner, ALA Capital Chapter
​
On May 11th, members tuned into a webinar on "Managing Across Generations" right from their desks! Presenters Gordon and Natalie Loeb discussed the differences between the generations – Traditionalists, Baby Boomers, Generation X, Generation Y/Millennials, and Generation Z – and how those differences affect each generation’s needs, values, expectations, and behaviors in the workplace. After a discussion of how to best manage each generation and what trends to watch out for during the coming years as the generational makeup of the workplace shifts, members were left with a list of best practices to implement in their firms.

Missed the session? No problem! Use the links below to view the presentation slides and watch a recording of the webinar.

Managing Across Generations Slides
Managing Across Generations Webinar Recording

Are Your Presentations Boring? 7 Ways to Keep Them Awake

Arnold Sanow, MBA, CSP
Sanow Professional Development

​When delivering presentation skills training programs, one of the first requests we get is, "Can you provide some tips and tools to polish our presentations so that they are less boring and everyone stays awake?"

The reality is the attention span of an adult is 8 seconds. Now, this does not mean that people won't listen to you, however if you don't get their attention and provide some punch, power, and pizzazz relatively quickly their minds will wander.
 
To stop putting your audience asleep and to alleviate the boredom factor, here are 7 strategies you can use ... NOW!

1. Don't talk to your materials. You must connect with the audience through good eye contact and having a conversation with them. The quickest way to lose them is to talk to your flip chart, slides, notes and videos.

2.  Monotone does not work. If you are not excited about what you are talking about, no one else will be. To improve your energy and enthusiasm try this exercise. Before your next presentation take a newspaper or magazine article and highlight certain words in the article. Start reading the article in your normal voice. When you get to the highlighted words, yell them out. Repeat this at least 20 times. When you finish you will find that you will be more energized and as a result your audience will be too!

3. Talk emotionally not just intellectually. Have you ever listened to a speaker who just uses facts, figures and statistics? After a while it just blends in. To engage your audience, every 3 to 5 minutes there should be a story, anecdote, analogy, exercise, question or example. In other words, create a picture in the mind of the attendee. For example, a number of years ago, one speaker wanted to show how the deficit was getting out of control. Instead of just showing numbers, he showed a slide with dollar bills going around the world 3 times. The picture is memorable; the facts would soon be lost.
 
4. Prepare. The best presenters prepare and practice their presentation so that it flows from one point to another. On the other hand the boring presenter talks a lot, but never gets to the point or makes it clear what he/she is talking about. It's so confusing that you tune out and focus on other things to do.
 
5.  Move around. The boring presenter stands still and just moves their mouth. The engaging presenter makes it point to use appropriate gestures, moves around and avoids podiums when possible.

6. Interact.  Boring presenters talk at you. The presenters who get the best reviews make their presentations interactive. They ask questions, encourage discussions, have exercises and look for feedback. In other words a good presentation is just a conversation with a give and take.

7. Good presenters have good slides. Boring presenters tend to fill up slides with lots of words and charts. Many times the font is so small and they are hard to read. The best slides have no more than 5 to 7 words and many times just have pictures. Remember people are coming to see you not the slides. 
 
Arnold Sanow, MBA, CSP (certified speaking professional) is a speaker, trainer, presentations coach and facilitator with over 2,500 presentations. He is the author of 6 books to include, “Present with Power, Punch and Pizzazz” and “Get Along with Anyone, Anytime, Anywhere” www.arnoldsanow.com – speaker@arnoldsanow.com  

Sign up for Arnold's 2 minute tips newsletter at speaker@arnoldsanow.com
Want to start your own speaking and training business?  Contact Arnold at 703-255-3133 

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: Vanessa Partin (Co-Chair), vanessa.partin@kirkland.com; Cindy Schuler (Co-Chair), cschuler@skgf.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. In addition, the committee is tasked with selling the license to the survey software to other chapters within ALA for use in their locales. They also provide technical support and logistical guidance to those chapters who purchase and utilize our survey software.

Contact: Sheri Shifflett (Chair), cshifflett@saul.com; Emily Christianson (Co-Chair), echristianson@relmanlaw.com
Listserv: finance@lists.firmseek.com


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: Barbara Kernus (Co-Chair), bkernus@gsblaw.com; Cheryl Flynn (Co-Chair), cflynn@wileyrein.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: Jenna Carter (Chair),  jenna.carter@ropesgray.com; Danita Ellis (Co-Chair), danita.ellis@nelsonmullins.com
Listserv: branchofcadmin@lists.firmseek.com
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: Sharon Smith (Chair), smith.sharon@arentfox.com; Kimberly J. Potter (Co-Chair), kpotter@sgrlaw.com
Listserv: ipadmin@lists.firmseek.com
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: Carmen C. Weissbratten (Chair), cweissbratten@hpm.com; Aryn Blanton (Co-Chair),  aryn.blanton@bracewelllaw.com ​
Listserv: hr@lists.firmseek.com

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:  Kenia Garner (Chair), kenia.garner@pillsburylaw.com; Qeyana Hart (Co-Chair), qeyana.hart@bracewelllaw.com
Listserv: ooms@lists.firmseek.com

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: Julie Tomey (Chair), tomey@thewbkfirm.com; Wilmara Guido-Chizhik (Co-Chair), wguido-chizhik@bookoffmcandrews.com
Listserv: smallfirmadmin@lists.firmseek.com


​

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.firmseek.com
 
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: Kenny Mitchell (Chair),  kmitchell@wbklaw.com; Frank Schipani (Co-Chair),  schipanif@gotofirm.com; 
Listserv: alacaptech@lists.firmseek.com