September 2014

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. 

Editor: Paula Serratore; Cindy Conover   Contributing Editors: Joe Berger; Craig Church; Scoti Dodson; Katie Parrish; Laura W. Sandifer; Laurence P. Banville, Esquire Newsletter Designed By: Scoti Dodson


In this issue:

President's Message

Picture
How do you win the respect of the people for whom you work? While we might each address that question in a different way, there are some descriptions that would receive general agreement. We would work hard -- intelligent, thoughtful leadership that produces the results our bosses want -- experience and education that helps us answer the hard questions. And on we would go.

But how do we, as an organization (i.e.,  administrators) win the respect of the people for whom we work? We have a professional organization to which we belong, the ALA. We have a certification program, the CLM. Is that certification understood outside the ranks of the ALA? Is the ALA itself even understood?

These aren’t rhetorical questions. They deserve our thoughtful consideration.

I invite you to a lunch and learn program addressing cybersecurity on September 24th -- not just because of the importance of the topic but because the Executive Director of the ALA, Oliver Yandle, will be in attendance. He is currently overseeing an initiative to rebrand our organization. Be a part of that initiative. Let your voice be heard. I hope to see you on the 24th.

Joe Berger

New ALA Capital Chapter Members

Ray Raiford
Facilities Manager
Finnegan, Henderson, Farabow, Garrett & Dunner, LLP
901 New York Avenue, N.W.
Suite C209
Washington DC 20001

Marjorie Norris
Secretarial Supervisor
Convington & Burling LLP
1201 Pennsylvania Ave NW
Washington, DC 20004

Shermon R. Lancaster
Facilities Coordinator
Finnegan, Henderson, Farabow, Garrett & Dunner, LLP
901 New York Avenue, N.W.
Suite C209
Washington, DC 20001

Derek M. Raby
Manager, Design Department
Banner & Witcoff, Ltd.
1100 13th Street NW
Suite 1200
Washington, DC 20005
Scott D. Cocker
Office Manager
Debevoise & Pimpton LLP
555 13th Street NW
Suite 1100 East
Washington, DC 20004

Kimberly Denise Lytle
Director of Administration
Hausfeld LLP
1700 K Street NW
Suite 650
Washington, DC 20006

Nichola Graham
Client Intake & Conflicts Manager
Arnold & Porter LLP
555 12th Street NW
Washington, DC 20004

On The Move

Elaine C. Gregg
Administrator, Washington, DC Office
Lowenstein Sandler LLP
2200 Pennsylvania Avenue, NW
5th Floor, East Tower
Washington, DC 20037

Joseph B. Berger
Director of Administration
Kelley Drye & Warren LLP
Washington Harbour, Suite 400
3050 K Street, NW
Washington, DC 20007
Catherine S. Barron
DC Office Administrator
Proskauer Rose LLP
1001 Pennsylvania Avenue, N.W.
Suite 400 South
Washington, DC 20004-2533

Dorothy L. Mooney
Executive Director
Powers Pyles Sutter & Verville, P.C.
1501 M Street NW
Washington, DC 20005

Miller's Office Products Spotlight

Picture
By: Craig Church

“The only constant in this world is change.”  That phrase has never been truer than it is now.  Whether you’re looking at your work life, family life, job responsibility, or even the watch you’ll soon be wearing on your wrist, the world around us is rapidly changing.  The question now becomes are you doing the right things to keep up with those changes?  Are you taking advantage of new technology and processes so you can keep pace with the increasing demands we all have on our time?  Your time is becoming more valuable and you need a vendor that will help you recapture that valuable time for both you and your firm.

My industry, the office and break room supply industry has changed dramatically over the last 10 years.  It used to be all about the product or the machine.  Your office supply representative would make sure you had a sample of the latest pen or highlighter and occasionally a new coffee machine would come out.  Orders would be placed with the rep by someone in the supply area via visit or email and show up the next day in that same area to be sorted and distributed by someone on your team.  Then, once a month, you would get an invoice in the mail that you would approve and pass on to accounting for processing.  Lastly, once a year you would get a usage report to let you know what you have spent and maybe a price reduction on a few items.  That’s where we all were 10 years ago.

Today’s vendors have changed dramatically.  It’s no longer just about the product.  Forward thinking vendors are now more concerned about the process.  We’ve changed from providers of product to logistic companies that happen to supply office supplies and now much more.  Today’s technology has dramatically changed the way orders are placed with an industry average of 70% of orders received coming in via an ecommerce platform.  That technology not only makes it easier to place orders but can also be used as a tool to lower your cost of goods and labor.  Don’t settle for a product drop in your supply area, use a vendor that will place the product where you need it whether it is one place or ten.  No longer do you have to get a paper invoice once a month that someone in accounting has to spend hours processing.  Get that invoice in a flat file that can be uploaded into your system saving valuable time and reducing keystroke errors.  Today’s vendors have real time analytic tools that enable you to all the data you need to better manage your expenses and allow you to get better accountability on your pricing.

Miller's Office Products is a changed and changing company.  We are no longer just an office supply company.  Instead we are a logistic company that happens to provide office supplies and much, much more.  We have invested millions of dollars over the past several years in cutting edge technology to provide you an outstanding ecommerce platform and a web based analytics tool that you can access anywhere.  Our uniformed distribution personnel will put the product where you need it, not just in the supply area. While our reps still get product training, more time is spent on process improvement training.  If your vendor isn’t changing with the times then they are doing you a disservice.  After all, when it comes down to it, it is our job, to make your job easier and more efficient.  I’m reminded of a quote that is often attributed to Charles Darwin:  “It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change”.

Graduate Programs

Have you been thinking about continuing your education? This could be a great time to head back for a graduate degree to complement your legal career.  Catholic University of America's Columbus School of Law  launched its Master of Legal Studies program this fall and the University of Maryland Francis King Carey School of Law is following that trend by launching its Master of Science in Law program next year. Both programs are geared toward working professionals who work with lawyers. Catholic's program is part-time with evening classes available and can be completed at the student's pace in as little as a year or as long as four. Maryland's program will be slightly more structured with two years of evening classes, but will offer specialties in crisis management, environmental law, and health care law. 

Robert Half Legal Spotlight: Managing Your Multigenerational Legal Team

Picture
By Katie Parrish, Division Director, Robert Half Legal

Managing any legal team is a learning process, having to take into consideration the mix of personalities and work styles of all of its members. But, with the additional layer of the generational differences in the current workforce, managing teams has become a bit more challenging. There are three separate, unique generations represented in the workforce: baby boomers, Generation X and Millennials. The wants and needs of each generation shift the ways in which recruiting is done, corporate programs are run and even the way teams are managed.

From a client perspective, the mix of experience, knowledge and fresh ideas from the blend of generations can be viewed as an added value for legal projects and assignments. But, being able to draw the most out of a multigenerational team can certainly test managers due to the generations’ differing views on the workplace:
  • Baby Boomers: Known for its ambition, this generation believes that in order to advance in one’s career is through working hard and “paying your dues”. Many members of this generation may be starting to think about their eventual retirement. Boomers hold on to an incredible amount of workplace and also experiential knowledge that are invaluable to legal teams.
  • Generation X: This group of individuals puts a great deal of importance on striking an ideal work-life balance. From a legal industry standpoint, many Gen Xers have chosen to set out on their own path in order to hold on to full control of their legal careers. 
  • Millennials: As “newcomers” to the workforce, Millennials have grown up in a technologically advanced world and see computer literacy and technology as the standard. Like Gen X, this generation is also concerned with achieving work-life balance and they are very willing to adopt mobile working options. In the legal work environment, in particular, these individuals tend to prefer merit-based promotions over seniority-based advancement. 
As with any generalizations, these generational descriptions should not be the basis of your managerial decisions. The mindsets and work styles will vary based on the individual, and some preferences will even cross generational-divides, but some of the broader similarities amongst generations may be useful to include when managers are making decisions.

Multigenerational management strategies

It’s important for legal managers to encourage inclusion and promote cross-generational collaboration in order for individuals to feel as if they belong to a united team. Even with a range of differences, there are remaining commonalities among the generations. All of these individuals seek rewarding careers, opportunities to work to their full potential, to feel valued and to be fairly compensated for good work. And no matter how ambitious their career goals, most legal professionals — from any generation — value the ability to maintain work-life balance.

With those things in mind, here are a few strategies to consider as part of your approach to managing a multigenerational legal workforce:

  1. Be Flexible. Employees will certainly appreciate you offering the opportunity to telecommute when work levels allow. The freedom to work from an environment that makes them feel most productive — whether that's in the law office, at home or at the corner coffee shop – will only help employees be more productive, and at time even contribute to the quality of work they are doing. 
  2. Accommodating Hours. For different reasons, each generation appreciates the opportunity for flexibility in their schedules to deal with personal circumstances. Perhaps some individuals want to be able to drop off and pick up or attend sporting events for their school-aged children, while others may seek the flexibility to volunteer or support personal causes during typical working hours. Whatever the motivation, offering room to follow personal pursuits without compromising quality of work, is a benefit workers will cherish. 
  3. There’s Merit in Mentorship. The simple act of pairing junior associates with the more experienced members of your team will help foster the sharing of knowledge between the generations – whether in a formal or informal capacity. Although the goal is essentially training, the knowledge sharing will be beneficial for both parties.   
  4. Varying Viewpoints. You should invest some time finding out how and how often different generations in your workplace prefer to receive feedback on their performance. For example, Millennials may be looking for ongoing reinforcement while Gen Xers may be comfortable with quarterly reviews. This will allow you to offer options that will appease all employees, regardless of their preferences. 

For a truly effective legal workforce that bridges generational gaps, it’s vital to encourage interaction, promote communication and require collaboration. Just like all relationships, whether working or personal, simply understanding where the other person is coming from is a first step in being able to work together effectively.

Take care to include members from all generations when assigning projects – and rely on their strengths to help bring value and create strong work. Eventually, team members from all generations should learn to use their strengths (i.e. navigating through computer programs quickly or having a strong, established network and contacts) to their advantage. As a manager, you should strive to create multigenerational legal teams – with a blend of innovation and wisdom – it is sure to be a rewarding venture!

August Lunch & Learn: HR Update

Laura W. Sandifer
Director of Administration
Morrison & Foerster LLP

The Chapter sponsored an educational luncheon on August 13 at Mayer Brown featuring Washington DC Employment and Labor Law attorney Thomas L. McCally of Carr Maloney P.C.  Over 75 members of the Capital Chapter participated in this forum focused on Hot Topics in Employment Law.  Mr. McCally reviewed recent state and federal legislative updates and best practices around conducting applicant background checks, particularly the implications of considering a candidate’s arrests and convictions in making employment decisions.  He also covered new protections provided for concerted activity both within the workplace and on social media.  Mr. McCally also touched on the pitfalls of law firm mandatory retirement age provisions for partners, the dangers of co-employment with the surge in law firm outsourcing agreements and non-discriminatory practices in collecting genetic information on employees as covered by the Genetic Information Nondiscrimination Act (GINA).  This two hour action-packed event provided managers at all levels with critical new HR management considerations, checklists, helpful online resources and best practices to meet the rapidly changing legal landscape.

Three SEO Strategies Law Firms Should Pay Attention to in 2015

Laurence P. Banville, Esquire
Ag Conexus
Direct: +1 (215) 383-6002
Email: [email protected]
Website: www.agconexus.com

In the last year, Google has made over 890 changes to its search product. This is a lot in comparison to previous years, with Google admitting approximately 500 changes in 2010 and 400 changes in 2009. One of the latest changes, named Pigeon, is focused on local search, and greatly impacts many local law firms. When Google brings change to a specific area, it brings great opportunity for first movers, and those who can interpret what is being rewarded and how to move the ship. This article identifies what is important for law firms moving into 2015.

Content Is Still King

At Ag ConeXus, we have been very successful in assisting personal injury firms rise from zero rankings to dominating their results and generating many cases from search. While we have a process that works, it really can be boiled down to an underlying theme of producing content that people are interested in and will share.

Don’t create content for the sake of pushing out an article for Google. Create content that people are willing to share. At Ag ConeXus, we take things a step further. The content is developed as part of a strategy to acquire high quality, relevant links from legal industry websites. This is what Google is responding to. It is difficult, and it takes time, but it's what will work well in to 2015.

Fortunately, you don’t have to despair. The legal industry is really behind in satisfying this criteria. In the last month, we have conducted studies on several competitor sites and while they are generating content, they are not acquiring links of high quality…this is because it is very difficult and requires building a relationship with the other sites.

Think about it…if I asked you to put a link on your site to mine today, would you do it? …Probably not!

Local Search Improvements

Local search is one avenue that smaller firms with small budgets should focus on. Organic search today requires a significant investment of resources and time. Local search, if done correctly, can be a more feasible approach. The problem is that Google’s local search pack may or may not appear in a search for your keywords. We’ve seen this fluctuate quite a bit.

With the update to Pigeon, we believe that your physical location relative to the searcher will become more important. In addition, Google has revealed that the ranking factors have incorporated some of the on-site features of organic search. This means, just relying on local without incorporating your web presence may no longer fly.

We believe that reviews from across the web, and not only on Google+ will be a major factor. Make sure these are authentic. In the legal space, reviews are not commonly done. If you implement a protocol in your office to obtain reviews upon settlement, you will see huge benefits.

Video Will Become Even Bigger

Google’s acquisition strategy is another place we look when making predictions on what will affect search. It has not been a secret that video search is important. Most lawyers we speak to are quick to point to the fact that YouTube is the biggest search engine. However, YouTube is one provider. We have seen Vimeo grow greatly and in fact we have seen single Vimeo videos outrank websites in certain competitive searches. We believe that there are some grey to black hat strategies at play on that one!

Google recently acquired Directr – a mobile video platform that allows you to make video directly from your phone so you can use it on your website or social media platforms. Directr is a platform that made video more accessible to businesses. In the past, video production was expensive and a significant investment. Now, with Directr we believe that a volume of resourceful videos on your site via a YouTube and / or Vimeo platform will be a high ROI strategy.

Conclusion

As a premier provider of search engine optimization services to the legal industry we have seen what can be achieved by executing strategies like the above. If you have any questions on any of these strategies, don’t hesitate to reach out.

Click here to read more.

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, [email protected]; Paula Serratore, [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. 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: Dina Dalecki (Chair), [email protected]; Jeff Delcher (Co-Chair), [email protected]
Listserv: [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: Richard Gibson (Chair), [email protected]; Wendy Iversen (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. The Section's monthly meetings, held the third Tuesday, are primarily lunch meetings and every third month is a dinner meeting. 

Contact: Kristine Miller (Chair), [email protected]; Dina Dalecki (Co-Chair), [email protected] 
Listserv: [email protected]
Human Resources
The Human Resources Section operates as a venue for educational information on global human resources topics and issues. While the Section comprises mostly HR professionals, any member is invited to participate. The Section meets the second Wednesday of every month and often has either industry speakers or roundtable discussions on topics such as recruiting, benefits, strategic planning, performance management, career pathing, retention and more!

Contact: Claudia Baragaño (Chair), [email protected]; Jane Schindler (Co-Chair), [email protected]
Listserv: [email protected]

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 operation0related 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:  Gregory Fudge(Chair), [email protected]; Jeffrey Cole (Co-Chair), [email protected]

Listserv: [email protected]

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 4th Tuesday of the month at host law firms.

Contact: Melody R. Watson (Chair), [email protected]; Emily Christianson (Co-Chair), [email protected]
Listserv: [email protected]

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]; Frank Schipani (Co-Chair), [email protected]
Listserv: [email protected]