Capital Connection - LawVision · Bruce Alltop, Silvia L. Coulter, David H. Freeman dEsignEr Craig...

Capital Connection

Brought to you ByAPRIL 2012

Capital ChapterAssociation of Legal Administrators®

Inside:Growth & revenue in the LeGaL industry Growth Strategies for Driving Firm Revenue ...........3

Culture Shift: A Whole Firm Approach for Growing Revenue ..........11Partner Spotlight: Legal E ............ 8Going Rogue at Rogue 24 ........... 13Partner Spotlight: Office Depot 17Partner Advisory Committee Meeting ..................................... 19New Members’ Luncheon .......... 21Calendar.................................22Leadership Series...23Monumental Fundraiser..............26

2 ALA Capital Chapter Capital ConneCtion April 2012

Editor-in-ChiEfHeather Maurer

AssoCiAtE EditorAndrew J. Farjo

Contributing Editors Bruce Alltop, Silvia L. Coulter,

David H. FreemandEsignEr

Craig Keith

EditoriAl PoliCyCapital Connection is published monthly for members of the Capital Chapter of the Associa-tion of Legal Administrators to provide infor-mation for the education and benefit of legal administrators, law office managers, managing partners of law firms, and other law related as-sociations. Capital Connection is not engaged in rendering legal, financial, or tax counseling or advice through this publication. The contents of all articles, letters, and advertise-ments published in Capital Connection should not be considered endorsements by the Capital Chapter of ALA nor the opinion expressed therein of any products advertised. Contributing authors are requested and expected to disclose financial and/or professional interests and affili-ations 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.The articles posted here and throughout Capital Connection are for reference only and are copyrighted 2012, All Rights Reserved, by the Association of Legal Administrators Capital Chapter (ALACC). Reuse or redistribution of articles without ALACC’s permission is strictly prohibited.Letters to the Editor and member survey responses are accepted for publication but are subject to condensation due to space limitations.Address all correspondence to Editor-in-Chief, Capital Connection, ALA Capital Chapter, 1250 Connecticut Avenue, NW, Suite 700, Washington, DC 20036.Digital advertisements are to be submitted to Kate Hoesch ([email protected]) at Chapter headquarters by the deadline provided. All advertising space is sold on an annual basis as a part of the Capital Chapter’s Partner Pro-gram. All articles, advertisements, and other materials published in Capital Connection may not be reprinted without the express written permission of the Editor-in-Chief of Capital Connection.

AlA Mission stAtEMEntThe Association of Legal Administrators’ mission is to improve the quality of management in legal services organizations; promote and enhance the competence and professionalism of legal admin-istrators and all members of the management team; and represent professional legal manage-ment and managers to the legal community and to the community at large.

Copyright ©2012Association of Legal Administrators Capital Chapter

Cover photo ®Shutterstock-Michael Bann

As I sit down to write April’s message, I am surprised to realize that 12 months have passed so quickly. It’s true what they say, “time flies when you’re having fun!”

When we set out on this journey 12 months ago, the Executive Committee and Leadership teams were full of enthu-siasm and poised to take on big challeng-es. And, big challenges there were:

1. 1. Strengthening our relationships with each other;

2. Enhancing our professional development opportunities; and

3. Heightening awareness of the mem-bers’ depth of resources available and at their finger-tips!

Unlike some initiatives that have defined target levels, successful achieve-ment of the above not only required the energy and commitment of a cohesive team, but also (and most importantly) it required the ongoing grass roots per-sonal outreach of each member. You know, exercising a lot of those “soft skills”, the intangibles that are sometimes difficult to measure. So how do we know if we succeeded? Well….based on feedback we’ve received and new levels of engage-ment by Chapter members, we believe we’ve succeeded. HOWEVER, we don’t completely know yet because we’re not done with the work! These types of initiatives are ongoing and very fluid (to say the least)! But we do know we’re on the right path!

What I can tell you and with great certainty, however, is that I and many

CapitalChapter

CapitalChapter

others on the EC and Leadership teams have benefitted, both professionally and personally, from having had the opportu-nity to not only work with very talented colleagues but also to meet so many ALA members (locally and nationally) and business partners. On a personal note, my involvement with our Chapter has provided me with an enhanced perspec-tive and reinvigorated enthusiasm for all our Chapter has to offer. I hope others will discover the same, in their own time.

So to come full circle…..our Chapter’s work and our need for talented lead-ers is never-ending. We each continue to be faced with challenges that impact our industry and the way we run our businesses; and that require us to be able to tap into a robust network in order to remain competitive, and professionally challenged. If you have been consider-ing getting involved but don’t think you have the time, trust me, you do. You will be having too much fun to consider it “work”. And I promise you, your time will be well spent and the return on your investment will be priceless.

I would like to thank the Chapter for providing me the amazing opportunity to lead such a dynamic group of profes-sionals. I look forward to my continued involvement, and am very excited about the vision that our incoming leaders have for our Chapter.

“All truths are easy to understand once they’re discovered. The point is to discover them.” (Galileo)

President’s Message

Elizabeth Germain, CLMAlston & Bird [email protected]

(continued on page 5)

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Retaining and growing existing client relationships and building new business. That’s basically the business development strategy on which most firms are, or at least should be, focused. It is a sound strategy indeed, but where should the investments of resources (i.e., time, money, etc.) be made? We can’t ignore the cost of retention and growth of existing relationships versus the cost of acquisition of new business. The costs associated with developing existing relationships are somewhere in the vicinity of 10-15% versus 30-40% for developing new clients. So why do so many firms struggle with their key client programs and cross-selling initiatives? Additionally, why do so many lawyers focus on developing new business instead of expanding relationships with existing clients?

One could argue that partially to blame are the firms’ archaic forms of compensating partners who originally inherited or originated the business with no sunset date on the origina-tion. Or, one could argue that, like a newly-found $1,000 bill, a partner’s fist is tightly clenched around the reins of his/her client relationship at the expense of the firm’s overall opportu-nity to grow (and sometimes even retain) that client. One might also argue that it’s simply a matter of establishing priorities and holding people accountable. So what’s firm leadership to do? Below are some practical tips that may work for your firm.

Establish priorities and share them with the firm, along with the empirical data supporting the benefits of focusing on the expansion and development of the existing client base. The clearer the priorities are, as with any business, the higher the probability that people will make decisions that are more con-sistently in alignment with those priorities. This is a winning proposition. In the absence of stated priorities, law firms are, in the simplest of terms, providing a roof to house numerous sole proprietorships (the lawyers); many of which are working at cross-purposes. This is not winning.

1. Build a key client program that; a) identifies the key goals, b) establishes expectations for the team leaders (who don’t always have to be the relationship partner), c) builds succes-sion into the mix, and d) identifies key standards to which the team will be held accountable. Be prepared, by the way,

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to “fire” those leaders or team members who don’t move the initiative forward and replace them with individuals who will support the firm’s overall strategy for implementing and managing a successful program. A key client program will serve to institutionalize the firm’s desired clients without mandating the ‘institutional client rule’.

2. Provide training for individuals so they understand how to develop business. Everyone is able to develop business at some level, if they have the right training and tools to do so. Sales training for today’s lawyers is a must to help them gain a competitive edge. This is especially important in light of the fact that some business development is expected from each individual to even have a hope at reaching the next level of their career at a law firm.

3. Determine a compensation plan that works to support the behaviors the firm is seeking. If cross-selling and growing existing clients is the goal, then firms will do best by compensating for those behaviors. Quite a few firms today are seeing results by making all clients in-stitutional clients of the firm (a key client program is a great way to make this happen). Clearly there is still a relation-ship lawyer who is responsible for managing the relation-ship itself, but sharing success is a critical component of ultimately obtaining results. Small tweaks can make a big difference by reducing the portability of your key clients as lawyers make lateral move decisions.

4. Educate your lawyers on the importance of really under-standing their clients’ business and the industry issues they face. Most firms talk about delivering value to their clients, but don’t recognize that the definition of value varies from client to client. In order to deliver the best possible value to the client, you must first understand their goals and objec-

tives as well as what obstacles are getting in the way of them achieving their ob-jectives. Once these obstacles are identi-fied, it’s simply a matter of determining which legal service offering helps the client overcome the obstacle. The service offering identified is the sales opportu-nity and will be viewed as ‘valuable’ by the client. If the client’s over-arching business goals aren’t understood, then the obstacles can’t be identified, which results in nuisance ideas being brought to the client rather than valuable ideas. When a lawyer truly understands the in-dustry issues, they can begin delivering value-added advice. A simple example of

this would be, by knowing the industry, having the abil-ity to introduce the client to peers, investors, customers, professional talent, etc. that far exceeds the typical legal service delivery and puts the lawyer in the much-desired-but-seldom-achieved role of “Trusted Advisor”.

5. The Executive Director’s role in supporting the overall process is of critical importance to its long-term success. It is hard to argue against the fact that the concepts touched on above make good business sense. Typically, the ED/COO

continued from page 3

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is one of the most business-minded individuals in a law firm. In many cases, it is this business sense that makes the ED/COO so valuable to senior management. As such, it is im-perative that the ED/COO is involved in the business development process and is in lock-step with the leader of the Marketing Department in order to convince firm management to make these activities a priority, to commu-nicate the priorities to the firm, and to ensure that, more times than not, the lawyers are making decisions that

are in alignment with the goals of the collective enterprise, rather than for their own personal benefit.

In summary, aligning firm goals with client goals and providing support and accountability across the firm will help grow the firm’s revenue to notable new levels.

Silvia Coulter and Bruce Alltop work with law firms to help drive revenue growth, specifically in the areas of sales strategy, key client planning, sales training and coaching. For more information about their services, please visit www.lawvision-group.com or email them at [email protected]; [email protected].


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PARtnER SPotLIGht ALA Capital Chapter platinum partnerLegal E

David Bachman, Monique Terrell, Jeanette Derby, Dan Keith

A Look at Legal E’s Direct Hire Team and Recent Hiring Trends

Law firms are hiring again! That is the big scoop and the Legal E Team is up for the challenge!

As economic indicators point to continued recovery through the first quarter of 2012, Legal E’s Di-rect Hire Division is experiencing a tremendous increase in direct hire activity. This time last year, its col-leagues in the Contracts Division saw the upswing and that hiring sector continues to thrive.

The direct hire frenzy is the result of escalating economic confidence as the legal community focuses efforts and commits to hiring lateral attor-neys, experienced support staff and entry-levels. The over-confident “it’s an employer’s market” philosophy no longer applies. Most hiring profes-sionals realize that when they have an urgent need, it is likely that their

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competition does as well. Consequently, the candidate criteria for consideration are loosening up and employers are able to look at both a candidate’s potential as well as their established skill set. For-tunately, the Legal E Team can rely on its “power searching” database which houses over 18,000 candidates and is ex-traordinarily efficient in processing vast criteria searches.

Much of Legal E’s success hinges on its “ear to the ground” knowledge of the Capital Region’s unique legal landscape. Our intelligence gathering and moni-

toring helps to keep us ahead of the curve and allows us to anticipate the needs of our clients. Always having our client’s best interest in mind, Legal E strives to be the “insight leader” of industry developments and employ-ment trends. Knowing the market and remaining steadfast regarding the in-tegrity of the process has always been the company’s mission.

In terms of current hiring trends, here is what we are seeing in the legal market:


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1. Paralegals at all levels are in huge demand, especially those with liti-gation experience and skills in cite checking, blue booking, shepardizing and new litigation technologies. They offer excellent value because their time is billable. In addition, paralegals who possess strong administrative and technical skills in tandem with their legal acumen are even more attractive for firms that will utilize these profes-sionals as hybrids.

2. Hiring junior and entry-level can-didates. New college graduates and candidates with less than two years of experience offer a great value to law firms. They can be hired at a lower salary, are eager to prove themselves and are savvy with all of today’s tech-nology. Firms are using this opportu-nity to hire top students from highly accredited schools and groom them in key roles, such as paralegals, junior secretaries, docketing specialists, ad-ministrative assistants, office services clerks, receptionists, etc.

3. Tech savvy candidates. The in-creased demand for candidates with

expert computer skills is the new reality, not just a trend. PowerPoint, Excel and e-Filing are no longer just a preference. These applications are now a requirement for most secretari-al and administrative staff. Candi-dates who are not proficient in these programs are rarely considered.

Taking advantage of “hybrids.”Firms are looking for candidates who can provide them with more than one skill set and/or possess the aptitude and willingness to cross train into other ar-eas. Secretaries with advanced technical skills or paralegal experience are ex-tremely valuable. Information Technolo-gy is another area in which firms request hybrid candidates to fill a combination of needs. For these searches, it is impera-tive to seek candidates with a proven track record of wearing many hats.

As the market seems to be in full swing again, consider engaging Legal E’s “power searching team” which is tirelessly managing a multitude of direct hire searches with great success. Get to know the team:

The team is headed up by Dan Keith, formerly a Recruitment Manager for an AM 200 law firm who also has prior

staffing industry experience. Under his leadership, the Direct Hire Division has had outstanding results and one of the best quarters in the nine year history of Legal E! Dan expresses, “As a team, we work strategically to process a well-rounded group of candidates so we can meet any and all staffing challenges that come our way.”

David Bachman came to Legal E six years ago with prior experience as a Hu-man Resources Manager and continued to hone his recruiting expertise produc-ing his highest billing month in January 2012! David is consistently determined to vet the best possible candidates for his clients by utilizing every resource made available. He leaves no stone unturned.

Our most recent addition is Monique Terrell. Monique has in-depth staffing industry experience and was the Human Resources Manager with an AM LAW 100 and the Office Manager of an AM LAW 200. Monique has knocked it out of the park with a placement represent-ing both the client AND the candidate after only two weeks! Looking at her relationship with Legal E over the years, Monique shares, “I was a client of Legal E and now with an internal view of the


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company’s recruitment process, I am thoroughly impressed with Legal E’s high standards and the intensity of the search process to make each placement the best possible match.”

Company President and Founder Jeanette Derby couldn’t be more pleased with strength and dedication of her people. “I am so proud of the Legal E Team. Whether our clients are count-ing on us for direct hire placements or contractors, everyone at Legal E works fervently to fully vet the most favorable and ap-propriate candidates from our large database. This team tackles every challenge with sheer tenacity and vigor.”

The takeaway here is that business in the legal market is picking up and this is a great time to add quality staff to your firm--be it contractors, direct hire employees or both. At Legal E, we are committed to provide our clients with talented legal professionals who offer the best possible value. We always wel-come the most challenging searches and offer creative solutions in every economic climate.

(continued from page 9)

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Culture Shift:A Whole Firm Approach for Growing Revenue

By David H. FreemanCEO, David Freeman Consulting Group

Every business has two major manage-ment responsibilities – minimizing expenses and maximizing revenue. Firms can cut costs, but that’s the easy part. The greater challenge is mobilizing their law-yers to change their behavior in ways that will maximize personal and firm business development potential. Facilitating this culture shift requires a level of institution-al effort, coordination and follow-through

rarely found inside today’s law firms.Anyone who has tried to change a culture knows it’s a

monumental task. Impassioned speeches by firm leaders about increased cross-selling, better client service, more profitable clients and higher originations are never enough. True culture change requires a new breed of leaders who can encourage col-laborative planning, change behaviors, revise systems, enhance

skills, increase teamwork, implement supportive technology, align incentives, inspire colleagues – plus relentlessly drive implementation to get the right people moving in the right directions.

Getting Started – Collaborative PlanningIf you’ve ever tried to jump-start business development in a firm, you’ve probably run up against a long laundry list of roadblocks – low motivation, siloed practices, dysfunctional groups, lack of trust, inefficient teams, ineffective leaders, poor communication, misaligned compensation, weak selling skills, unclear goals and measures, inconsistent client service, mini-mal accountability, and inadequate follow-through.

Along with these, no matter what firm cultural elements you want to shift, buy-in is required from those whose behavior you want to change. As you well know, you can’t just tell most lawyers what to do and expect they will automatically do it.

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They need facts. They have to analyze, dissect, and explore other approaches. Then – maybe – they’ll put their support behind a plan.

So from the get-go, engage your lawyers in a facilitated col-laborative planning process and make them feel adequately involved in the decision-making process. Not only will you achieve the planning outcomes you desire, you’ll also set the stage for better implementation of your plan.

The Need for the “Watcher”Simply developing a plan is not enough. The most important and often most underrated part of any real change initiative is a defined process for driving ongoing implementation. For that, you need key stakeholders to understand their roles, develop clear action plans, and adhere to specific deadlines.

There’s another secret ingredient, too: Stakeholders must agree to be managed to their plans. This requires a “Watcher” – a person or group with real power to remind, cajole, prod, and hold people accountable for their commitments. Without this level of management, most plans are destined to fail. Therefore, your collaborative planning process should conclude with a frank discussion of the roles and responsibilities of all players – the leaders and the led. It should lay out policies and pro-cedures and give permission to leaders to do what it takes to make the plan happen.

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Going Rogue at Rogue 24

Dot MooneyVP Business Partner Advisory

The Diamond and Platinum Business Partner Event took place on March 22, 2012 at Rogue 24. The 45 guests, comprising the two top-tiered Business Partners and the ALA Capital Chapter Leadership Team, embarked on an “inter-active culinary experience”. The adven-ture started in finding the location of Rogue 24 at 922 N Street, down Blagden Alley, around a corner and then there it was, Rogue 24. Don’t let the non-descript brick building fool you for inside was a wonderful, exciting culinary world. The event itself started with a reception including delightful cocktails and hors d’oeuvres. Guests were then whisked away behind the red curtain to center stage where James Beard Foundation award winner for Best Chef (mid-Atlantic) and Iron Chef competitor, Chef RJ Cooper, prepared a progressive 24 course meal in the kitchen in the center of the room. Each course was expertly crafted and beautifully presented to each guest by the knowledgeable, friendly staff. This was an opportunity for adventurous guests to experience a variety of foods such as lobster, hen egg, truffles, rabbit and, and one of the most unusual – ox tongue (I heard it tastes like….chicken). For those who were less adventurous the experience was still exciting and light-hearted and there was fabulous wine and chocolate dessert for all to enjoy!


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many different initiatives blending at the right time, and in the right way, in order to move people to a higher level of perfor-mance. While details of how and when differ for every firm, the following are key elements any firm should consider if they want to become a more effective client development machine:

Senior Leadership Alignment•Develop consensus on vision and goals•Determine strategies, tactics, and priorities•Determine major roles and responsibilities •Agree on key measures•Adjust compensation to encourage desired behaviors•Develop tracking and reporting systems

Client Surveys and Feedback•Prioritize clients•Agree on a process and frequency of feedback•Develop a formal process for acting on feedback received

Client and Industry Teams• Identify high priority targets•Develop team dynamics, standards, roles and enforcement•Obtain client feedback•Deliver exceptional levels of service•Engage in structured cross-selling• Increase market visibility•Develop tracking and reporting systems

Exceptional Client Service•Develop internal standards and specific best practices •Provide ongoing training and refreshers•Create a staff service committee•Provide rewards and consequences that support desired behaviors

Cross-Selling• Identify and overcome the common obstacles to cross-selling•Build key internal relationships

•Align compensation system to encourage desired behaviors•Focus on highest potential clients•Train group leaders how to drive the process

Lateral Integration•Develop a strategic acquisition plan •Build a formal internal integration process •Have laterals create a detailed client development plan• Improve lateral selling skills•Appoint lateral mentors who guide and provide account-ability

Business Development Planning, Training and Coaching

• Identify and give support to high potential lawyers•Provide best practices, specific tactics, and customized support•Obtain personal commitments•Develop a business development committee of associates to build for the future

Sales Management Skills for Group Leaders•Encourage a culture of business development •Provide appropriate power/authority•Allow input on compensation•Conduct group planning•Develop buy-in and motivation in group members•Drive cross-selling•Develop the right goals and measures of progress and success•Track and report on progress•Provide ongoing training and reminders•Work with other complementary practice groups to drive cross-selling

Change is Hard – But So Rewarding Culture change is extremely hard work and requires an unprec-edented firm-wide effort. The managing partner must become

the Chief Sales Officer/Cheerleader/Watcher/Carrot and Sticker. Group Leaders must have the stamina and skills to drive focused action in their groups. Each lawyer needs to adopt new behaviors. This is on top of the legal industry’s long-embedded tradition of resisting sales and marketing.

Most firms are not ready for this kind of commitment, but those that do make the leap will become client-focused juggernauts, and prototypes for the successful law firms of the future.

David H. Freeman, J.D., a former lawyer and CEO of the David Freeman Consulting Group, is a renowned law firm management consul-tant who has shown thousands of lawyers at hundreds of law firms how to generate more revenue. He can be reached at [email protected], or 949-715-0819.

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PARtnER SPotLIGht ALA Capital Chapter Gold partnerOffice Depot

Yalmaz Siddiqui, is Office Depot’s Senior Director of Environmental Strategy. He is responsible for set-ting strategy and driving integration of a wide range

of environmental programs into the global organization. Under his leader-ship Office Depot was recognized in 2010 by Newsweek Magazine as the #1 greenest large retailer in the United States. Yalmaz previously worked for PricewaterhouseCoopers and IBM Business Consulting Services. He holds an M.Phil in Environment & Develop-ment from Cambridge and a Bachelor of Commerce from McGill University.

how to Green Your Business — Cost Effectively

Many business professionals are in-terested in going greener, but per-ceived costs prevent them from taking action. The good news is that creating a greener workplace is much simpler and less expensive than you think.

“Start by making small changes to your everyday purchases and practices,” explains Yalmaz Siddiqui, Senior Direc-tor of Environmental Strategy for Office Depot. “For example, buy greener by seeking products with just a small amount of recycled content, or be greener by turning off your light each time you leave your office or cube. By starting small, you can start to go green without feeling over-whelmed. And once your few small steps become habits, you can then think about additional steps and broader programs.”

Office Depot has a simple five step program to help you create a greener workplace. By implementing these changes you can create a business that is more efficient, less wasteful and healthier.

Step One: Ask “Why Green?”Establish priorities by deciding what you care about. If cost-cutting is your priority, then choosing greener products and practices that deliver cost savings is key. If you are concerned about climate change, your focus would be reducing fuel and energy use. You may be con-cerned about harsh chemicals – and if

so, you would seek non-toxic alternatives to current choices.

Step Two: Buy GreenerOne of the most common mispercep-

tions is that buying green always costs more. But buying greener may cost less in both the short and long term. To maxi-mize savings, it is important to recognize that products can be green for a wide range of reasons including:

•Saving resources and reduce waste•Saving energy and reduce emissions •Using safer chemicals

The greenest options are ones that result in the lower environmental impact across one or all of these dimensions.

Step Three: Be GreenerCompanies can also be green through

their practices without spending a penny. To be green in the office, you can consider starting a program to help employees reduce waste, fuel and energy. You can decide where to focus your actions based on priorities and economic interests of your organization:

•Drop Disposables: If you buy three bottles of water a day, by the end of the year you will have trashed over 600 plastic bottles and probably spent at least $600. Now, consider the cost and impact if your office employs 20 people. By using a reus-able bottle for water you can reduce waste and help your company save money at the same time. •Print Double Sided: By print-ing double-sided you can minimize paper waste and costs•Recycle

Everything You Can: Recycling programs can be set up for many materials. By installing recycling bins for paper, bottles, ink and toner cartridges and technology, you can help your employees make the simple choice to recycle.

Step Four: Sell Green: There is a growing interest in environ-mental issues – and by offering greener products and implementing greener practices, you can attract new segments of customers. New green thinking is all about encouraging small steps in a greener direction. By “selling” the idea that employees and customers can ben-efit from making greener choices, they are more likely to join your efforts. One of the best ways to encourage greener practices is to run pilots on greener products or processes. This helps people become comfortable about changing habits. Saving money is another strong driver of behavior change - a financial model to show how going green can

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The Chapter’s first Partner Advisory Committee (PAC) meeting of the year was held March 20th at McDermott Will & Emery LLP, with 50 of our Busi-ness Partners in attendance. Chapter Vice President of Business Partner Advi-sory, Dot Mooney, welcomed members of the Executive Committee, Leadership Team and Business Partners. Dot re-viewed the 2012 program and discussed upcoming events. Attendees discussed numerous ideas for promoting Chapter strength and growth. Several new ideas and initiatives were generated at this meeting. Through the Partner Advisory Committee, the Chapter and its Business Partners continue to explore new ways to support members.

Capital Chapter Business Partners are sophisticated business professionals who understand the importance of building long-term relationships and under-stand the industry that they serve. Our Business Partners provide a significant amount of the Chapter’s operating funds and consistently support member educa-

tional, social and networking activities. In addition to offering products and ser-vices, Business Partners are an excellent resource for learning more about legal trends, best practices and general infor-mation. They are subject matter experts, consultants and advisors in business

Partner Advisory Committee Meeting

problem solving. Capital Chapter Busi-ness Partners do not expect anyone to do business with them simply because they support the Chapter, but they do expect to have an opportunity to fairly compete for your firm’s business.

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New Members’ Luncheon

Paula also talked about the resources provided by ALA National.

Our Section chairs spoke about their monthly meet-ings and the many benefits of attending.

The new members left with resources they could put to immediate use and the numbers of new colleagues for future networking and support.

The first New Members’ Luncheon of the year was held on March 15, 2012, hosted by Alston & Bird, LLP. Eight new chapter members attended along with chapter officers and section chairs. This was a great networking and informational event.

Our chapter president, Elizabeth Germain, CLM kicked off the meeting by sharing with the group the mission and history of our Chapter, she also shared with the new members the impor-tance of getting involved in the Chapter and the benefits of being an active member.

Paula Serratore, our Ex-ecutive Director, walked the group through the Chapter’s website and showed them how to use the member por-tal. She also talked about our Chapter’s Business Partners and how they can assist them in resolving business issues.

The next New Member Luncheon will be September 13 at 12:00 pm.

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APRIL18 ALA Webinar-The Role of Legal Administrators in

Legal Project Management—Unprecedented Opportunities & Current Challenges ......2:00–3:00 pm

22-27 ALA International Annual Conference in Honolulu

24 Small Firm Administrators Section Meeting ............................................12:30 pm–2:00 pm

MAY2 Executive Committee Meeting ................5:00–6:00 pm

8 Branch Office Administrators Section Meeting ..................................................12:30–2:00 pm

9 Quarterly Networking Lunch ..........11:45 am–1:30 pm

CalendarFor details and locations go to

alacapchap.org

D.C. Bar Law Firm Billing Program Simplifies Annual Lawyer License Renewals

Law firm administrators wishing to simplify the annual law license renewal process for their lawyers admitted to the D.C. Bar have until April 27 to enroll in the D.C. Bar’s Law Firm Billing Program.

Under the program, participating law firms receive and agree to update a consolidated list of all of their lawyers admitted to practice in the District of Columbia and remit a single payment those members’ annual dues. This once-a-year process simplifies the firm’s payment of D.C. Bar dues and ensures that all of the firm’s lawyers remain in good standing to practice law in the Dis-trict of Columbia. Membership in the D.C. Bar is a requirement for the practice of law in the District of Columbia. Nonpayment of dues and/or applicable late fees results in the member’s automatic suspension of his or her license to practice law.

“This program was created in response to requests from law firm administrators wanting an easier way to manage the license re-newals and dues payments for their D.C. Bar members,” said Karen V. Wiggins, manager of the D.C. Bar’s Member Service Center.

“The program has enabled dozens of firms to effectively man-age thousands of members’ D.C. Bar licenses with complete confidence,” she added.

Wiggins is eager to expand firm participation in the program. The deadline to enroll for the upcoming dues season is Friday, April 27. For more information or to enroll, contact Wiggins directly at 202-737-4700, extension 3279 or by email at [email protected].

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Being a Great Leader:Laura W. Sandifer

You will read a lot in the press about leadership throughout the presidential election cycle this year and the political pundits will opine about the candidates’ leadership skills and what it takes to be a great leader. In reality, everyone has the capacity to inspire and empower others and in this economic climate, leadership skills are more important than ever for our law firms.

To explore the concept of leadership, ALA Members partici-pated in a three-part leadership series in February and March led by Ann Rosser, the CEO of Finding Resolution. Ms. Rosser is an experienced coach, mediator and management consultant based in Arlington, Virginia. In the first session, The Power of Attitude, participants learned that our attitude is a choice, that we need to be aware of what others think and we can make a difference in how we are perceived by the choices that we make. To become a more effective leader we have to desire change and be willing to take a hard look at both our strengths and our weaknesses. What we do is influenced by how we think, and our thoughts reflect our most basic attitudes.

In the second session, The Power of Being Self Aware, Ms. Rosser addressed different leadership styles and how our indi-vidual preferences, personalities and habits influence our abil-ity to lead others. Understanding our individual style is crucial when working with team members, as a leader, manager or in an environment that requires cooperation and results. Under-standing and appreciating how others approach their jobs is also important so that we can gain their cooperation. Partici-pants at the session received an individualized profile to help them understand their unique leadership style and exercises that may help reach their leadership potential.

In the final session, The Specifics of Success, participants explored how to take the idea of leadership and make it into an action-oriented plan that includes goal setting, awareness of potential obstacles along the path to success and methods to overcome those hurdles. Do the hardest things first instead of procrastinating. Set aside time to think and plan what you need to do. Multi-tasking is necessary but set boundaries so that your efforts are focused. Take five minutes at the end of the day to assess what you accomplished. In other words, be deliberate.

Leadership should not be confused with charisma. Spouting platitudes with a warm smile will not advance our law firms or enhance our professional reputation. Leaders in today’s law firms are visionaries that identify an opportunity, create a plan that engages and excites those around them and then turns the plan into reality. Results count.


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The ALA Capital Chapter Foundation invites you to the

20th Annual Fundraiser“A Monumental Evening”

BenefittingALA Capital Chapter

Toni K. Allen Scholarship Fund



BenefitingALA Capital Chapter


H CocktailsH Hors d’oeuvresH MusicH Silent Auction

Cash Raffle— Win one of three cash prizes!$3,000 H $2,000 H $1,000Raffle tickets are sold separately. Winner need not be present to win.

Instant Raffles On Site

Wednesday, May 16, 6:00–9:00 pmTop of W Washington DC515 15th Street, NWWashington, DC 20004

Event Tickets $35 in advance, $50 at the doorPurchase at www.alacapchap.org

Questions? Call 202-419-1539

This event is open to all, so please invite your friends and family.

www.alacapchap.org




BenefittingALA Capital Chapter




BenefitingALA Capital Chapter


H CocktailsH Hors d’oeuvresH MusicH Silent Auction

Cash Raffle— Win one of three cash prizes!$3,000 H $2,000 H $1,000Raffle tickets are sold separately. Winner need not be present to win.

Instant Raffles On Site

Wednesday, May 16, 6:00–9:00 pmTop of W Washington DC515 15th Street, NWWashington, DC 20004

Event Tickets $35 in advance, $50 at the doorPurchase at www.alacapchap.org

Questions? Call 202-419-1539

This event is open to all, so please invite your friends and family.


Top of W Washington DC

May 16, 6:00–9:00 pmListed below are four sponsorship options.

Please indicate the sponsorship level you would like to purchase by checking the box to the left of the level and by filling out the necessary fields below.

monumental SponSor $10,000- limit one Includes 20 event tickets, listing on all gala materials and prominent recognition at the event.The tax-deductible amount of this sponsorship is $6000.

preSidential SponSor $5,000-limit threeIncludes ten event tickets, listing on all gala materials and prominent recognition at the event.The tax-deductible amount of this sponsorship is $3000.

Capitol SponSor $2,500- limit fiveIncludes five event tickets, listing on all gala materialsThe tax-deductible amount of this sponsorship is $1500.

CongreSSional SponSor $1,000- limit tenIncludes two event tickets, listing on all gala materialsThe tax-deductible amount of this sponsorship is $600.

n

n

n

nPlease fill out all credit card information below and send as a pdf to [email protected] or, if you are paying by check, payable to ALA Capital Chapter Foundation, please send this completed form and check to:ALA Capital Chapter Foundation1250 Connecticut Ave., NW, Suite 700Washington, DC 20036

q MC q VISA q AMEX Card number____________________________________________Company________________________________ Card holder______________________________

Billing address_____________________________________________________________________

Expiration date___________ Signature_____________________________________ Date_______

If you have any questions, please contact Katie Hoesch at [email protected] or call 202-419-1539.

Federal Tax ID# 52-2074587


Association of Legal Administrators Capital Chapter Foundation

1250 Connecticut Ave NW Suite 700 Washington, DC 20037

Foundation Tax ID # 52-2074587

Annual Fundraiser May 16, 2012

Auction Contribution Agreement

_________________________________________hereby agrees to donate the item(s) or

service(s) described below to the Silent Auction in benefit of the Association of Legal

Administrators Toni K. Allen Scholarship Program:

________________________________________________________________________ ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Estimated Value: $____________ Date:_______________________

Name: __________________________________________ Title:____________________________________________ Address:_________________________________________ Telephone:________________________________________ Email Address:_____________________________________ Please retain a copy of this form for your records and to substantiate your contribution to a Federal tax-exempt organization. NOTE—ALACC Foundation. does not assign values to donated items. The taxpayer is responsible for supporting any valuation he/she assigns to the donated items. ------------------------------------------------------------------------------------------------------------

Auction Committee Use Only: Item Received:________________________________ Date Received:____________________________ Item Section Assigned:__________________________ Item Number:_________________________________



ALA Capital Chapter

Electronic Job BankThe Chapter provides this service free to its members and all firms seeking to hire qualified individuals in the legal industry.

•Ads for all positions in law firms and corporate/govern-ment law offices will be ac-cepted.•Adswillbepostedwithin48hours.•Adswillbepostedfor60days.•Sorry,nojoblistingsallowedon the listserve.

More information at www.alacapchap.org.

Résumé BankThe Resume Bank is a free service designed to connect prospective employers with administrators and other legal administration professionals.

Legal employers seeking all lev-els of professional managers may contact Kate Hoesch at (202) 419-1539 to request copies of the resumes in its care. Chapter members who are looking for new career opportunities and who would like to be included in this service may forward twenty hard copies of their resumes to Kate Hoesch at Chapter HQ.

There is no evaluation or recom-mendation of either employer firms or applicants. All inquiries are handled in strict confidence.More information at www.alacapchap.org.

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Administrative CommitteesCommunications and Media RelationsAs 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 rep-resented in the legal industry. The Newsletter Committee welcomes new members. Contact: • Heather Maurer (Chair) [email protected]• Andrew Farjo (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

Committee & Section Updates

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: • Catherine S. Barron (Chair) [email protected]• Joseph Berger (Co-Chair) [email protected] serve: [email protected]

Educational Sections Branch Office Administrators The Branch Office Administrators Section focuses on a broadrange of topics of interest to local administrators who must co-ordinate with other offices of their firms. The Section’s monthlyluncheon 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:• Constance Burke (Chair) [email protected]• Laurie Kirby (Co-Chair) [email protected] serve: [email protected]

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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 envi-ronment 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. The IP Section also has an active listserv for sharing non-confidential information and questions that can’t wait until the monthly meetings. Contact:• Art Brooks (Chair) [email protected]• Eric Taylor (Co-Chair) [email protected] serve: [email protected]

Human Resources The Human Resources Section operates as a venue for educa-tional information on global human resources topics and is-sues. 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 industry speakers discuss such topics as recruiting, benefits, strategic planning, performance management, career pathing, retention and more! Contact: • Kenia Garner (Chair) [email protected]• Aryn Blanton (Co-Chair) [email protected] serve: [email protected]


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tors of law firms with 35 or fewer attor-neys 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.

Office Operations Management The members of the OOMS represent a cross section of legal expertise from functional administrators to branch office managers. The Office Operations Manage-ment Section (OOMS) meets on the third Wednesday of every month to discuss operation-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 prac-tices to run your operation smoothly. Contact: • Barbara Mannix (Chair) [email protected]• Ronnie Benson (Co-Chair) [email protected] serve: [email protected]

Small Firm Management SectionThe purpose of the Small Firm Manage-ment Section is to provide Administra-

Contact: • Laura W. Sandifer (Chair) [email protected]• Colleen M. Brown (Co-Chair) [email protected] serve: smallfirmaadmin@lists.

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Executive Committee

PrEsidEntElizabeth Germain, CLM

Alston & Bird LLP202 239-3327

[email protected]

viCE PrEsidEnt- CoMMunity sErviCEs

Helen B.Woideck, CLMWhite & Case202 626-6471

[email protected]

viCE PrEsidEnt- PArtnEr Advisory

Dot Mooney Brickfield Burchette

Ritts & Stone PC202 342-0800

[email protected]

trEAsurErCatherine S. Barron McGuireWoods LLP

410 [email protected]

sECrEtAryMary L. Randolph

Wilmerhale202 663-6000

[email protected]

PrEsidEnt-ElECtPaul Sicari

McDermott Will & Emery LLP202 756-8014

[email protected]

trEAsurEr-ElECtJoseph Berger

Holland & Knight LLP202 457-5933

[email protected]

sECrEtAry-ElECtKaren Blitz

Polsinelli Shughart PC202 783-3300

[email protected]

iMMEdiAtE PAst PrEsidEntStephen G. Dempsey, CLM

Sidley Austin, LLP202 736-8866

[email protected]

ExECutivE dirECtorPaula Serratore202 419-1538

[email protected]

MEEting PlAnnEr & MEMbErshiP CoordinAtor

Kate Hoesch202 419-1539

[email protected]

AlA intErnAtionAl MEMbErshiP

Debbie Curtis847 267-1388

[email protected]

All members of ALA Capital Chapter are welcome and encouraged to participate in any committee or section activities that interest them.

PrEsidEntAlA CAPitAl ChAPtEr

foundAtionTanya Upthegrove-Coleman


CoMMuniCAtions & MEdiA rElAtions

Heather Maurer (Chair)202 862-7857

[email protected]

Andrew Farjo (Co-Chair)202 583-2500

[email protected]

sAlAry survEyCatherine S. Barron (Chair)

410 659-4400cbarron@mcguirewoods.

comJoseph Berger (Co- Chair)


Educational Sections Chairs & Co-Chairs

brAnCh offiCE AdMinistrAtors

Constance Burke (Chair)202 828-5867

[email protected] Kirby (Co-Chair)

202 303-1333 [email protected]

2011–2012 Executive Committee & Leadership Team

intEllECtuAl ProPErty AdMinistrAtors

Art Brooks (Chair) 202 822-1100

[email protected]

Eric Taylor (Co-Chair)703 760-7765

[email protected]

huMAn rEsourCEsKenia Garner (Chair)

202 663-8397kenia.garner@pillsburylaw.

com

Aryn Blanton (Co-Chair)202 828-7634

[email protected]

offiCE oPErAtions MAnAgEMEnt

Barbara Mannix (Chair)202 [email protected]

Ronnie Benson (Co-Chair)202 282-5322

[email protected]

sMAll firM MAnAgEMEntLaura W. Sandifer (Chair)


Colleen M. Brown (Co-Chair) 202 737-7549

[email protected]

CapitalChapter

Have a question for the

newsletter staff?

Email your question to

[email protected]

and we will answer it in

the next newsletter.

Capital Connection - LawVision · Bruce Alltop, Silvia L. Coulter, David H. Freeman dEsignEr Craig...

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