June 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. 
Editors: Cindy Conover; Valerie L. Williamson
Associate Editor: Paula Serratore
​Contributing Editors: Jenna Carter; Valerie L. Williamson; Andrew Hallam; Cindy Schuler; Miller's Supplies at Work; Mauricio Velasquez
Newsletter Designed By: Jessica Davis


In this issue:

President's Message

Jenna Carter

New and Returning ALA Capital Chapter Members

Nancy Reeves
Akerman LLP
Office Administrator
750 9th St., NW
Suite 750
Washington, DC 20001-4589
[email protected]
Holly Schroeder
Jackson & Campbell PC
Human Resources Manager
1120 20th St., NW
Suite 300 South Tower
Washington, DC 20036
[email protected]

Members on the Move

Please join us in wishing the following member well in her new position:
Pamela Christian-Wilson
Assistant Director of Benefits
Covington & Burling LLP
One City Center
Washington, DC 20001
[email protected]

Managing Up

Valerie L. Williamson
Office Administrator, Bass, Berry & Sims PLC
Co-Chair, Communications & Media Relations Committee

Have you ever heard the phrase “managing up” and got lost in daydreams about telling your boss what to do? If so, then you are not alone. However, managing up focuses more on developing an effective relationship with your manager and firm leadership resulting in mutual success for you, your managers, and the firm.

At work, most would agree that an employee’s relationship with their boss is probably one of the most important relationships to have. It is one that if given proper care and attention could lead to positive feedback, better communication, and success on the job. Here are a few tips for effectively managing up:
  1. Understand yourself: Having a strong sense of who you are and knowing your strengths and weaknesses are key in developing a solid working relationship with your boss.
  2. Understand your boss: How does he/she communicate? Does he/she like frequent status updates on projects or is only interested in the bottom line? Learn your boss’ management style and be flexible in your approach to different managers.
  3. Know what you need: Depending on experience level, different types of support might be needed. For a more junior employee, more mentoring and coaching is likely needed, while an experienced employee may need to just share ideas, discuss strategies, and define priorities.
  4. Seek feedback: Request regular feedback on your performance and identify what skills need to be developed. Remain open to constructive criticism. (Remember, it’s not personal.)

​Managing up is not just a skill, it’s an attitude. By working to strengthen your relationship with your manager, you are putting yourself in the driver’s seat towards success.

June 2018 Diversity Observances

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.

Click here for the full calendar of June 2018 Observances

HITT Contracting Spotlight: 11 Million Reasons to Have a Multi-Purpose Room

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Andrew Hallam
LEED AP Project Manager, Law Firms
HITT Contracting Inc. 

According to an MIT study on business meetings, the American workplace sees some 11 million meetings of different sizes and purposes all in one typical workday. Further studies using this data showed that most of these meetings began without an agenda and that one third of the time spent in meetings is unproductive… Sound familiar? I don’t have anything new to say on that subject. I am writing to you today in order to talk about another issue with having so many meetings, which has to do with space.

Who likes booking a last minute meeting for 12 people in a room designed for 6 people? Show of hands? Nobody! But it happens all of the time. I saw a meeting like this in my own office the other day. 14 people sat around a table meant for 8! It was great for a laugh as I walked by, but I wouldn’t want to be crammed into a small room with so many people. It reminded me that often in the workplace we don’t have the right room for the meeting and that there is a room which can accommodate meetings from the very-very large ones to the smaller ones. The ‘multi-purpose room’ is the answer. The multi-purpose room has more versatility than a Swiss army knife. In my opinion, there are no tradeoffs to having one in your office. In case you are seconds away from starting on your floorplan, freezing it, or are embarking upon a project to simply increase your office’s meeting space flexibility, here are the two items that constitute a great multi-purpose room:

The Skyfold Partition (Operable Partition with a Magic Trick)
The operable partition isn’t a rare thing by current office standards, but there is an alternative to the classic folding partition that is, I believe, under-utilized in law firm offices. Skyfold Inc., founded in 1995, produces operable partitions that create a much more flexible interior. With the turn of a key, Skyfold partitions fold up with the help of one or more electric motors into the ceiling and can turn a 190 sf. meeting room into a 380 sf. room. Once folded up, they have a monolithic appearance in the ceiling. Because the partition, when stacked, occupies the ceiling, valuable floor space is saved without the need for a closet to hide the wall. The partition can accommodate almost any finish from artwork to filmed glass, and veneer to wallcovering. The partitions can also be made with very high acoustic isolation properties.

Maybe you have already gone over the costs and details of including one or more Skyfold partitions in your upcoming project and you still don’t know whether a Skyfold partition is going to make sense for you in lieu of a classic folding panel partition. In my experience the definitive response from clients who have chosen the Skyfold partition is that they are extremely pleased with their choice. One described the breathtaking experience of seeing the partition disappear into the ceiling for the first time like seeing the curtain open on a Broadway show!

The Telescopic Entrance (A Different Breed of Operable Partition)
Whether it’s Unifor, Adotta, Transwall, or IOC, all of these demountable partitions in their sliding and telescoping form can be used to create the footprint of a multi-purpose room that is open and inviting while still making sure a meeting can be held in private. These demountable partitions are the darling of nearly every law firm project, but the union of demountable partitions to the multi-purpose room is the new kid on the block. The double glass or wood door opening is the old burger joint. The sliding glass multi-purpose room is the new Momofuku (or is that old news already?). You get my drift, but these partitions have neck-snapping aesthetics already, and when they are put together with your multipurpose room, you are left with more beautiful, usable and flexible space.
 
The multi-purpose room is the kind of space that can be used to make a statement. Not only will everyone in your office be appreciative of the freedom from confinement when a larger room is at their disposal, but also you will be more likely to have the right size room whenever you need one. With a multi-purpose room, an open space can be closed-off temporarily, and partitions can be lifted out of the way for more space inside. There are tons of ways to use a multi-purpose room and many more furniture configurations are possible within the bounds of a larger multi-purpose room. Consider using these two kinds of walls in your office to create a multi-purpose room. Your office will be equipped with a space that has all the same the usability as a typical conference room, and also the flexibility necessary to keep up with the 11 million meetings held every day in American workplaces. Well, I’m going to say no more and leave you to draw your own conclusions, but if you have any questions or would like to discuss further, please do not hesitate to contact us.

May QNL: "A Lunch Where Everyone Knows Your Name"

In keeping with this year's theme of "A Place Where Everyone Knows Your Name," our May Quarterly Networking Lunch was transformed from our typical 45 minute networking period followed by a seated lunch into "A Lunch Where Everyone Knows Your Name!"

50 of our Capital Chapter Business Partners were stationed around the room at high top cocktail tables to introduce themselves to members and assist in a game of "Business Partner Bingo." Upon arrival, members picked up a bingo card featuring a selection of 24 "key phrases" submitted by the Business Partners in attendance. After picking up a portable, bite-sized lunch (the mini chicken and waffle cones in particular were a huge hit!), members moved from table to table to meet each Business Partner, learn about the products and services offered by their company, and try to match the key phrases listed on their bingo cards to the correct Business Partner. The members who got the most signatures on their bingo cards (congratulations to the 17 members who managed to get all 24 of their squares signed!) were entered into a raffle drawing to win one of 25 prizes donated by our Business Partners! The afternoon wrapped up with a sweet surprise in the form of a candy bar – attendees filled bags with an afternoon treat to take back to their offices.
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Thank you to all of our Business Partners for sharing your time, expertise, and fun giveaways with our members to make this a fun and successful event. Thank you to all of the members who attended for your enthusiasm and attention in getting to know each of the fantastic companies that support our Chapter and allow us to host fun events like this one. Finally, thank you to Hogan Lovells for lending us your gorgeous space for this event and providing a delicious array of food for our "walkabout lunch" setup.

​We hope everyone in attendance walked away with a few new contacts, and that we’re one step closer to making Capital Chapter “A Place Where Everyone Knows Your Name.”

Creating a Culture of Engagement

Cindy Schuler, PHR SHRM-CP
Chief Human Resources Officer, Sterne, Kessler, Goldstein & Fox P.L.L.C.

Employee engagement exists when an employee feels a connection to the values and the culture of the workplace. In Jim Harter’s December 2017 blog entitled “Dismal Employee Engagement Is a Sign of Global Mismanagement,” he stated that according to the  “State of the Global Workplace” report, 85% of employees were not engaged or were actively disengaged at work. He also stated that “the economic consequences of this global "norm" were approximately $7 trillion in lost productivity.” How can we move the needle in our current workplace from “not engaged” or “actively disengaged” to “engaged” -- by creating and fostering a culture employees value and love! 
 
We all want to be a part of an inviting and rewarding culture where it is not a burden to get up and go to work in the morning. We also want to feel a hunger for and enjoy the actual work we are doing.  And most importantly, we want to enjoy personal and professional success.  While there are many factors that contribute to that type of welcoming culture, three basic factors can help build the foundation:  1) an inclusive environment; 2) an environment where employees are provided with ongoing real-time feedback; and 3) an environment in which personal and professional development is valued.  

Employees want and need to feel valued and included.  It is essential for employees to feel that their contribution is an important piece of the puzzle on the journey to success. Remember that “being” included and “feeling” included are two different things. We can “be” a part of the group but not “feel” like we are a part of the group.  One way to foster an environment of inclusion is to hold weekly, monthly, and/or quarterly meetings – and that constitutes “being part of the group.” But even more importantly, during those meetings, asking for everyone’s opinion on an initiative or assigning a month to each employee to present a topic at one of those meetings creates a “feeling” that each employee is truly “part of the group.”  Including all employees and encouraging everyone to speak and voice an opinion will foster a feeling of inclusiveness.   

Providing periodic feedback to employees is not enough. Providing ongoing real-time feedback is a must!  It is important to begin with setting expectations.  This begins during the interviewing process, is confirmed during the first few months of employment, and continues throughout the tenure of the employee. Goals should be set at the onset of employment.  Periodic meetings should follow to discuss the employee’s progress. Meetings should not be the only form of feedback. Feedback should be given on a consistent basis by email, in an informal conversation, or in a formal conversation. How many times have we remained silent and not shared constructive feedback with an employee?  Silence does no one any good in the short or long term.  If an employee is deficient in a specific area, that employee will likely continue to be deficient at the current employer or at the next place of employment! 

It is naturally difficult to provide constructive feedback to an employee, but it is necessary in order to be successful as a team.  There is a saying “It’s not what you say, it’s how you say it,” and that statement is true.  However, if respectful communication is practiced, it is possible to deliver constructive criticism and walk away feeling that the employee now has an opportunity to grow.  For example, if the result of a project was spectacular but it took a week longer than it should have taken to complete, lead in with a positive comment about how an employee’s contribution has helped the team and then follow up with the fact that while the contribution was extraordinary, you would like to offer the employee some suggestions on how to manage the project timeline differently the next time around.  On the flip side, giving negative feedback on performance is unavoidable. There is never a good time to deliver that type of feedback. In this type of situation, it is important to stay professional but to deliver the message truthfully.  The employee may surprisingly agree. 

Last but not least, managers must establish relationships with their employees.  Taking an interest in and understanding an employee’s personal and professional goals is important. No matter how much an employee loves the workplace, if there is no room for professional development, that employee will eventually become bored, disengage and leave for another opportunity. Something important to remember here is that growth is not only climbing the ladder horizontally to a more challenging and rewarding position, it is also growing intellectually. Managers must be creative and seek out ways to keep employees challenged.  One way to keep an employee challenged is by identifying a professional seminar or webinar that may further the employee’s knowledge in an area where there is room for growth.  Another possibility is to allow an employee to become involved in a large initiative or to allow an employee to be the lead on a project.

While these factors help build a great culture, there is no guarantee that all employees will be engaged all of the time.  However, building a basic foundation will certainly be a stepping stone toward creating a great culture.  When employees feel included, when they are provided with ongoing real-time feedback, and when they feel their personal and professional development is valued, there is a much better chance that needle will move from “not engaged” or “actively disengaged” to “engaged."

“To win in the marketplace you must first win in the workplace.”
– Doug Conant, CEO of Campbell’s Soup

Miller's Supplies at Work Spotlight: 3 Ways a Modern Breakroom Can Help Your Office

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Do you ever wonder why people go to Starbucks to study or work? Coffee shops have become the new ideal workplace because it has a relaxed and creative environment. Some people find it hard to concentrate during a noisy coffee rush while to others it's more beneficial than working in a quiet office. To create a café environment in your office consider having a modern breakroom in a common area. Placing high quality items in a common place will help bring staff together to enjoy a variety of options. Here are ways your office can benefit from an innovative breakroom:

1. It Can Promote Productivity
Coffee shops tend to be full of people who are doing similar things; studying or working. Studies show that observing others working hard can be contagious. Seeing others put in significant effort can encourage people to work harder. Co-workers may not know what others are working on, but they can positively influence each other. Ways you can create this:
  • Designate a common workspace in your breakroom: Encourage people to have meetings or work in your breakroom. Employees can still have their personal workspace, but have the ability to see others at work while in the breakroom.
  • Welcome non-coffee drinkers: Did you know we consume 170 million gallons of sparkling water a year? Invite staff to enjoy your innovative breakroom and offer another option besides coffee. Our new Lavit is a sparkling water machine that has a variety of beverages from teas to energy boosters. With a broad variety of beverage options, you can satisfy an entire office.

2. It Can Enhance Creativity
Working in a busy or noisy place like a coffee shop can stimulate imagination. A study shows that a moderate level of ambient noise can improve creativity. A few ways you can create this atmosphere:
  • Provide a coffee area in a common place: The sound of co-workers making coffee can create productive background noise. A new option is nitro cold brew coffee with one of Miller’s partners Commonwealth Joe. It’s coffee infused with nitrogen to create a creamier, smoother coffee experience.
  • Replicate the sound of a cafe: The ambient sounds from a cafe are recreated on Coffitivity. A website plays real sounds recorded at cafés. When staff returns to their desks this site can help keep creative juices flowing.
 
3. It Can Create a Relaxed Environment
People enjoy going to coffee shops because they promote a relaxed environment. They have colorful accents, lighting, and modern furniture that make it inviting. The American Society of Interior Designers found workplace design affects an employee's performance. This environment can help employees feel less stressed about their work. Design this environment with the below options:
  • Include modern furniture: Provide an opportunity for staff to grab coffee and take a moment to relax before hurrying back to their desks. Place welcoming lounge-like furniture in the breakroom. A relaxing area in the breakroom can give them the opportunity to slow down, take a mental break and enjoy their coffee.
  • Include An Nespresso: The new Nespresso at Miller’s is a single-serve espresso machine that makes one cup of specialty espresso at a time. Having espresso readily available can help staff get the best out of every workday. Providing the Nespresso in your innovative breakroom will be a sweet treat for staff only a few steps from their desks.

Integrating a modern breakroom offers the opportunity to be creative, relaxed and productive. With these benefits, employees will have an environment to be successful everyday.
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Want to start creating an innovative breakroom in your office today? Request a free 3-day trial program for your office to taste-drive nitro cold brew coffee, sparkling water options or the Nespresso. Learn more about our coffee trial program here.

Building on Your Strengths

Valerie L. Williamson
Office Administrator, Bass, Berry & Sims PLC
Co-Chair, Communications & Media Relations Committee

​​Most people focus their energy on overcoming their weaknesses to take their performance to the next level. However, by redirecting your efforts to building on your strengths, you can achieve optimal results and greater job satisfaction. So, first you need to take inventory of your strengths. What skills and abilities come easily to you? What are the things you do that put you in your zone and energize you? What draws others consistently to you for certain tasks?

Whatever that special thing is, it is likely one of your strengths! Your strengths and talents are those things that you do well and effortlessly. Unlike weaknesses which can drain your energy, strengths energize you and make you feel ready for more. And, guess what. Each one of us has a unique set of positive attributes that we can bring to the table.

Once you are clear on where your strengths lie, think of how you can use your strengths to maximize your performance and contribution to your team. Offer your strengths regularly and collaborate with others who demonstrate strengths in the areas that are weaknesses for you. Rather than struggling to overcome your weaknesses, look for opportunities where you can build upon your strengths by learning new skills and techniques within these competencies.

By identifying and playing to your strengths, not only will you increase your productivity and effectiveness, but you will also feel more engaged and fulfilled with your work. So, put your strengths to work!

Diversity Corner: Gender Quake 2.0

Mauricio Velásquez, MBA
President, The Diversity Training Group

Many years ago I authored an article entitled “Gender Quake” and it was about the Anita Hill-Clarence Thomas hearings – the first time sexual harassment and gender equity issues entered our living rooms (through TV) and never left.  Almost like a tsunami of gender insensitivity – but it came and went fast.  Before this – Anita Hill-Clarence Thomas - sexual harassment issues did not make the newspaper or even local news – not even a blip or a mention.  Now, national, international news and hours of coverage (educating public) on the nightly news and cable is the norm, the new normal. 

We just experienced another major Gender Quake – the “Gender Quake of Quakes” and the aftershocks are just as bad.  Ailes, O’Reilly, Weinstein, C.K., Rose, Lauer, and so many more “household names are going down in flames.”  You see as a Sexual Harassment Prevention Trainer, Consultant, Coach and Strategist I have been to this rodeo before (for 25 years), and I do see changes – tectonic shifts in the national conversation.
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What are the Lessons Learned from all of the national headlines?
  • Is our corporate culture – our workplace climate - gender friendly, inclusive (diversity friendly and welcoming)?  Safe?
    • Corporate Culture – what people do when no one is watching – MV
    • Where were the “other men” in all of these organizations – why did they not speak up for the victims?  I am sure they saw something, heard something – HR must investigate even gossip, or hearsay
    • What was the impact on turnover, morale, hiring?
  • There is no such thing as hush money – the money the target/victim receives to leave the organization (they don’t stay silent, “word gets out”) quietly, discreetly
  • Once these issues get into the public sphere – social media and traditional media get a hold of it – there is an immediate impact (stock price hit for example) on brand, brand loyalty, customer mindset, corporate image
  • The mobile phone is the new “evidence generator” with an audio, video tape, voice mail or text the victim has evidence (not saying necessarily admissible in court) but harasser cannot deny or say “I did not do that” or “I don’t remember”
    • You see if we don’t get the harasser on the actual harassment, we will get them on the lie and cover up - we do our fair share of investigations and audits
  • Capitalism will prevail – legal fees, settlement monies, advertisers abandoning, customers boycotting – the cost of “keeping the harasser” is too great – Fox News numbers do not include legal fees, turnover (morale), recruiting challenges, Weinstein Co. could go bankrupt
    • Did these organizations “Do the right thing” or “Was the math just not working anymore?”
  • Leadership of the Organization will be questioned – When did you know? (if you knew for a long time and did not remove harasser organization is liable for institutional issues – “Prior Knowledge” - cover up, greater liability?)

Ultimately Be Proactive, Not reactive – Risk Management 101 – “Affirmative Defense”
  • Check your policy – make sure it is clear and up to date (with clear reporting processes)
  • Make sure there is a formal and trusted complaint process (DTG even serves as an Ombudsman for clients) – there are people you can go to besides your own boss and you are “allowed or encouraged to go outside your department” and they are trusted
  • You have conducted training – recently, regularly (once every year to two, CA every year) – “live, in-person” for Supervisors and Managers – e-learning for all (1 hour workshop) is not enough
  • Lastly when something happened – the organization responded quickly and decisively

A Checklist - Questions for any organization that does not want to be the “Next Harassment Headline”
  1. What does your policy say?  Does it protect and clearly define consequences of a “false accusation?”  Back door has to be closed and tight, not just the front door. 
  2. When was your Policy last updated?  Came across a client with no policy
  3. When was your Policy last distributed?  Came across a client that had never distributed
  4. Who can employees go to – to complain?  Outside direct chain of command
  5. Do you have a “hotline” and are all of your complaint processes and procedures trusted and have high integrity?  Do you have an ombudsman service in place? (3rd party outside channel for complaints)
  6. When was the last time you conducted training for all of your employees, specifically for your supervisors, managers, and leaders?  If you cannot remember – get busy rolling it out.
  7. How quickly does HR and the organization respond to complaints?

Gender Quake – my first article, very interesting to go back and read that article and see how far we have come since Anita Hill and Clarence Thomas.

​My mentor was Linda Shevitz – she taught me everything she knew about sexual harassment, gender equity, etc.  When she led workshops she was labeled “a radical feminist” and I could do the same workshop and people would comment - “very thought provoking, very enlightening.”  Same workshop, same content.  How far have we really come?  “Economics trumps hate or capitalism often prevails over morality,” I like to say.

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: Cindy Conover, [email protected]; Valerie Williamson, [email protected]; Paula Serratore, [email protected]

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: Ellen Clinton (Chair), [email protected];  Cameron Gowan (Co-Chair), [email protected]
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: Julie Tomey (Chair), [email protected]; Sheri Shifflett (Co-Chair), [email protected] 






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: Sarahi Estrella (Chair), [email protected] ; Dot Mooney (Co-Chair), [email protected]​


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: Jackie Thomas (Chair), [email protected]; Anjanette Milladge (Co-Chair), [email protected] 
Listserv: [email protected]
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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:  Linda Padron (Chair), [email protected]; Janice Byrum-Jackson (Co-Chair),  [email protected]
Listserv: [email protected]
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: Astrid Emond (Chair), [email protected]; Matthew Cichocki (Co-Chair), [email protected]
Listserv: [email protected]



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Small Firm Administrators
The purpose of the Small Firm Administrators 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), [email protected]; Jo Jo Ruby (Co-Chair), [email protected]
Listserv: [email protected]


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Next Generation Leaders
The mission of the Next Generation Leaders section 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 section meetings, pop-up events, and educational sessions, and provides 2-way mentoring opportunities. 

Contact: Danielle Smith (Chair), [email protected]; Tania Jose (Co-Chair), [email protected]
Listserv: [email protected]
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: Jasmine Stribling (Chair), [email protected]; Tiffany Montgomery (Co-Chair), [email protected]
Listserv: [email protected]
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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: Kenny Mitchell (Chair), [email protected]
Listserv: [email protected]