ADMINISTRA TOR’S ADVANT AGE...brush the snow off them and push the giant mittens back on her tiny little hands. After the traumatic event, she was all smiles and laughter again to

INSIDE:Human Resources Issue

10 Your Lawyer’s Numbers are Up: Age,

Weight, Blood Pressure By: Darryl Cross 14 Engaging and Motivating Staff Without a

Career Ladder By: Ann Eisenreich

16 Generations at Work: Techniques for

Leveraging Law Firm Talent at All Levels

By: Jonathan Fitzgarrald & Heather Morse

NOVEMBER / DECEMBER 2015 ISSUE FOR THE GREATER CHICAGO CHAPTER OF THE ASSOCIATION OF LEGAL ADMINISTRATORS

ADMINISTRATOR’S ADVANTAGE

28 Finding, Hiring and Retaining Top Law

Firm Associate Attorneys

By: John W. Olmstead, MBA, Ph.D, CMC

30 Recruiting the Right Fit for Your Firm

By: Dale DeMari

32 Secrets of Employee Motivation and

Engagement By: Mikey Maynard and

Darius Green J.D.

2 The Administrator’s Advantage November / December 2015

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November / December 2015 The Administrator’s Advantage 3



From the Editor

Contents

The Administrator’s AdvantageNovember / December 2015

Newsletter Editor: Lisa Van Sant, CLM 312-648-2300 [email protected]

Newsletter Committee:

Jane [email protected]

Ian [email protected]

Julie Van [email protected]

Deborah Kuchta, [email protected]

Printing: Elk Grove Graphics 847-439-7834

Design:Heiniger Design, Inc. [email protected]

Photos: Front: ShutterstockBack: ShutterstockEvent Photos: Robo Toaster

ALA Mission Statement: The Association of Legal Administra-tors’ mission is to promote and en-hance the competence and profes-sionalism of all members of the legal management team; improve the quality of management in law firms and other legal service organizations; and repre-sent professional legal management and managers to the legal community and to the community at large.

A Chapter of theAssociation of Legal Administrators

Human Resource Articles Features

Upcoming Events . . . . . . . . . . . . . . . 5

President’s Message . . . . . . . . . . . . . 6

Welcome New Members . . . . . . . . . . 7

Member Spotlight . . . . . . . . . . . . . . . 9

Business Partner Profile . . . . . . . . . 13

Mark Bridgeman Honored. . . . . . . . 15

Halloween Party Pix. . . . . . . . . . . . . 19

Legal Levity . . . . . . . . . . . . . . . . . . . 21

Holiday Party Pix . . . . . . . . . . . . . . . 24

Got CLM? . . . . . . . . . . . . . . . . . . . . . 34

Bi-Monthly Event Recap . . . . . . . . . 35

Your Lawyer’s Numbers are Up: Age, Weight, Blood Pressure ...................................10 By: Darryl Cross

Engaging and Motivating Staff Withouta Career Ladder ................................................14 By: Ann Eisenreich

Generations at Work: Techniques forLeveraging Law Firm Talent at All Levels .......16 By: Jonathan Fitzgarrald & Heather Morse

Finding, Hiring and Retaining Top LawFirm Associate Attorneys ................................28 By: John W. Olmstead, MBA, Ph.D, CMC

Recruiting the Right Fit for Your Firm ..............30By: Dale DeMari

Secrets of Employee Motivation and Engagement ......................................................32By: Mikey Maynard and Darius Green J.D.

Hello winter! Season number four for us Chicagoans. It happens to be my favorite season, even as I grow older. The beautiful white snow as it glistens on the ground and sparkles in the trees. My favorite three-year old came over the other day and made a snowman and snow angels with me. She cried when her mittens came off

and her little fingers quickly got cold. I had to act fast to brush the snow off them and push the giant mittens back on her tiny little hands. After the traumatic event, she was all smiles and laughter again to further play with me in the cold and wet snow. Don’t you wish the office was that easy?

This is our human resources issue. Human resources is very complex. Isn’t it the most important and valuable asset a company has—its people?!? And, it is one of three of our largest expenses—people, office, equipment (POE). It has been my experience that the HR educational sessions are the highest attended in the GCC. As managers and administrators, we are constantly monitoring, evaluating, having all of our senses geared on, our human resources.

Inside this issue you will find a wide assortment of articles: How to Find, Hire and Retain Top Law Firm Associates; Recruiting the Right Fit for Your Firm; Engaging and Motivating Staff Without a Career Ladder; a wellness article titled, Your Lawyer’s Numbers are Up; Generations at Work: Techniques for Leveraging Law Firm Talent at All Levels; and, Secrets of Employee Motivation and Engagement.

Check out the Legal Levity section for our yearly By the Numbers, and find out which lucky foods to partake in the New Year and what foods to stay away from. And, with great pride, a wonderful write-up of a street dedication that tributes the father of one of our own Greater Chicago Chapter members, Jane Klenck.

Happy Holidays!Lisa Van Sant, CLMNewsletter Editor

Schoenberg, Finkel, Newman & Rosenberg, [email protected]


Business Partner Sponsors and Advertisers

Advertisers Index:

Algonquin Studios ............................................... 20DTI ....................................................................... 26 FSO Outsourcing ................................................. 31Garvey’s Office Products ...................................... 4Genesis Technologies.......................................... 38 Keno Kozie ............................................................ 7Next Day Plus ........................................................ 2Project Leadership Associates .............................. 5Ricoh Legal ......................................................... 20UPS .................................................................... 39Warehouse Direct Workplace Solutions ............. 38

Business Partner SponsorsThe Greater Chicago Chapter wishes to thank all of our sponsors for their generous contributions and support:

Platinum Sponsor: Next Day Plus

Gold Sponsors: DTIFSO Onsite OutsourcingUPS

Silver Sponsors: Garvey’s Office ProductsGenesis Technologies Inc. Keno Kozie AssociatesProject Leadership AssociatesRicoh Legal Warehouse Direct Workplace Solutions

Bronze Sponsors: 1st & FreshABA Retirement Funds ProgramAccess (formally RhinoDox) ALL-STATE LEGALAvanti Staffing, Inc.Baker Tilly Virchow Krause LLPBeacon Hill LegalCall One, Inc.Canon Business Process Services

Canon Solutions America, IncCBRE, Inc.Chicago Athletic Association HotelCoffee UnlimitedCORT FurnitureCushman & Wakefield of Illinois, Inc.Fifth Third Bank / PaycorFirst Choice ServicesGregg Communications SystemsGunlockeHiTouch Business ServicesICG-Interior Construction Group, Inc.IICLEImpact Networking LLCInterContinental Chicago Magnificent MileIST Management ServicesJensen Litigation SolutionsKonica Minolta Business SolutionsLettuce Parties & Special EventsLexisNexisLower ElectricMerrill CorporationM.G. Welbel and Associates, Inc.Miller Bros. Engraving Co.MilliCare by Floor InnovationsOptimized BenefitsPerfectLaw SoftwarePohlman Court Reporting & Litigation ServicesPorcaro Stolarek Mere Partners, LLCProven Business SystemsR4 Services, LLCRippe & Kingston

Robert Half LegalSL PensionsThe Classic GroupThe Horton GroupTuttle Printing and EngravingWerner Printing

Website Sponsors: Algonquin Studios


JANUARY 19, 11:30 am to 1:15 pmBi-Monthly Educational MeetingWhere: TBD

JANUARY 21, 12:00 pm to 1:00 pmJoint Small/Mid-Size Firm Meeting (GCC Members Only)Where: Donohue Brown Mathewson & Smyth LLC140 Dearborn St., Suite 800

FEBRUARY 10, 12:00 pm to 1:00 pmSmall Firm Meeting (GCC Members Only)Where: Sugar Felsenthal Grais & Hammer LLP30 N. LaSalle Street, Suite 3000

FEBRUARY 18, 12:00 pm to 1:00 pmMid-Size Firm Meeting (GCC Members Only)Where: TBD

LegaL Business and TechnoLogy consuLTing soLuTions

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MARCH 8, 5:30 pm to 8:30 pmThe Roaring Twenties Benefit Gala111 W Kinzie St, Chicago, IL

MARCH 15, 11:30 am to 1:15 pmBi-Monthly Educational MeetingWhere: TBD

MARCH 17, 12:00 pm to 1:00 pmJoint Small/Mid-Size Firm MeetingSchoph & WeissOne South Wacker Drive, 28th Floor

**PLEASE BE SURE TO CHECK THE CHAPTER WEBSITE FOR THE MOST UP-TO-DATE INFORMATION ON

UPCOMING EVENTS

UPCOMING EVENTS:


President’s Message

I am sure you all have heard it at least one time in your career. “Well, if we do it for you, we’ll have to do it for everyone.” Or you may hear “What kind of precedent will it set?” I have certainly heard it in my legal career.

In my opinion, I consider this response, often times from a member of management, frequently Human Resources, to be a cop out. It’s an easy answer and doesn’t require much thought. On its face, it seems like a reasonable and legitimate response that someone may accept. And maybe that’s why you hear it more often than not.

However, if you dig deeper, and refuse to accept the company line (or firm line), this often heard response for an exception to a policy or a rule or perhaps for a request for additional consideration, simply doesn’t hold water.

Why do we continue to hear it? Well, for one, it’s an easy answer. It doesn’t require a lot of thought be given. But really what needs to be done is a much more in-depth analysis. However, that requires a little bit more work. Are the circumstances which led to this request unusual or extraordinary? Is this a reasonable request? What are the odds

What Kind of Precedence Will it Set?

we’ll have a similar request in the future? What policy would we be promoting by granting this request? What would we in effect be saying by not granting this request? Is that a good thing or a bad thing? Can we reasonably justify our decision to others?

Is this a valued employee? Will it be appreciated by him or her? What happens if we don’t grant this request? Will they leave? Will they become disenchanted? If I say yes, how will it affect the morale of other employees, if at all?

Is it consistent with our culture? Is this something that other firms have shown some flexibility with?

Another reason why we continue to hear it, is that it in some ways on its face it makes sense. It’s a response that for all intents and purposes is a satisfactory response that often times can cause the conversation to grind to a halt. What if the firm had to do this for everyone? Well, the premise upon which the assumption is based is a faulty one. It assumes that the Firm would have to do it for everyone. Often times, though, the circumstances are such that the request for an exception to the rule or

policy is an extraordinary or unusual one. Frequently, it’s a once in a million request or is truly extraordinary.

So the next time you have to deal with a similar situation, don’t go with the quick and easy answer. Put yourselves in the person’s shoes. They’ve made the effort to approach you with their particular set of circumstances and deserve thoughtful consideration of their request. Do the legwork and conduct the analysis. Also, don’t fall into a comparable trap of “we’ve always done it this way” without determining whether there is a rational basis for the precedence. The surveys are abundant that compensation often times is a minor and, often times, secondary consideration when it comes to employee job satisfaction. Consider the extraordinary request and the impact of your response upon the employee. Isn’t your staff worth it? ADMINISTRATOR’S ADVANTAGE

John T. Podbielski, Jr., Esq, [email protected]

Learn. Connect. Lead.

President, Greater Chicago Chapter ofthe Association of Legal Administrators


The Greater Chicago Chapter Welcomes its Newest Members:

Donna MarkusDirector of OperationsKopka Pinkus Dolin (61 attorneys)100 Lexington DriveBuffalo Grove, IL 60089

Margaret O’ConnorHuman Resources DirectorMcDermott Will & Emory LLP (270 attorneys)227 W. Monroe StreetChicago, IL 60606

Nicole ClarkDirector of Firm OperationsRobbins Schwartz (35 attorneys)55 W. Monroe, Suite 800Chicago, IL 60603

Ken KoehnCFOGould & Ratner (55 attorneys)222 N. LaSalle Street, Suite 800Chicago, IL 60601

Grace KoPrincipal AdministratorHinkhouse Williams Walsh LLP (35 Attorneys)180 N. Stetson, Suite 3400Chicago, IL 60601

Megan NutleyOffice ManagerGeneration Law, Ltd. (5 attorneys)747 N. Church Road, Suite B4BElmhurst, IL 60126

Members on the Move – Patricia CareyOffice Administrator McGuire Woods LLP (126 attorneys)77 W. Wacker Drive, Suite 4100Chicago, IL 60601


Board Members and Chapter Advisors

2015-2016 Greater Chicago Chapter Board of Directors

PresidentJohn T. Podbielski, Jr., Esq, [email protected]

Vice President/President-Elect/Region 3 RepresentativeMary Lynn Wilson, CLMCray Huber Horstman Heil & VanAusdal [email protected]

Vice President-ElectTravis A. LarsonMorgan Lewis & [email protected]

SecretaryDeborah A. Kuchta, CLMLanger & [email protected]

TreasurerMichael P. MotykaMarshall Gerstein & Borun [email protected]

Past President/HistorianJames Beavers, CPAHall Prangle and Schoonveld, [email protected]

Business Partners Relations DirectorBetsy Amaya KopczynskiHowe & Hutton, [email protected]

CLM DirectorMary Ann Rojas, CLMPugh, Jones & Johnson, [email protected]

Community Relations DirectorIvie CohnChicago Law [email protected]

Large Firm DirectorCourtney M. Landon, Esq.Quarles & Brady [email protected]

Membership DirectorSusan BurdettSugar, Felsenthal, Grais & Hammer [email protected]

Newsletter DirectorLisa Van Sant, CLMSchoenberg, Finkel, Newman & Rosenberg, [email protected]

Professional Development DirectorTravis A. LarsonMorgan, Lewis & [email protected]

Small Firm DirectorJane M. KlenckVarga Berger Ledsky Hayes & [email protected]

Mid-Size Firm DirectorMelanie PanzellaShaw Fishman Glantz & Towbin [email protected]

Special Events DirectorDeborah A. Kuchta, CLMLanger & [email protected]

Survey DirectorLarry J. FujaraPattishall, McAuliffe, Newbury, Hillard & Geraldson [email protected]

Director of Member ExperienceSheri M. StoneAronberg Goldgehn Davis & [email protected]

Finance AdvisorAlan GoldmanBarack Ferrazzano Kirschbaum & Nagelberg [email protected]

Human Resource AdvisorKim Hull-WyrwasHall Prangle & Schoonveld, [email protected]

Legal Industry/Business AdvisorAmy [email protected]

Operations/Communications AdvisorRandi S. KohnFunkhouser Vegosen Liebman & Dunn, [email protected]

Career Services AdvisorMichelle HoweDrinker Biddle & Reath [email protected]

Communications/Website DirectorDeborah A. O’Donnell, CLMPattishall, McAuliffe, Newberry, Hilliard & Geraldson [email protected]


Karen SewickMember Spotlight

My name is: My name is: Karen Sewick

I work for: Anderson, Rasor and Partners, LLP

The firm & practice is: Mainly Medical Malpractice, we also do Railroad representation.

My title is: Office Administrator

Before becoming an Administrator: I was the Billing Coordinator for ARP.

I have been working in the legal field for: 15 years

I have a degree in: Education from Northern IL University

I joined ALA Chicago Chapter because: I’ve been in management before but did not have responsibility for benefits, and some of the idiosyncrasies of a law office are very different than the small family business with which I was involved. It’s great to network with experienced professionals and have a resource for questions/issues that come up.

The thing I like best about being an Office Administrator is: There’s a different challenge every day – it’s never boring and the day flies by.

One of the challenges of being in legal administration is: Incorporating the needs of the individual employees into those of the firm so that the organization as a whole can make progress.

The best advice I’ve ever received is: Do the best job possible and don’t get hung up on mistakes. Pick up and move forward.

The best advice I would give to someone who is just entering the legal management field is: Network. Join organizations like ALA – members are very helpful and there are valuable resources to help find one’s way.

I try to motivate my staff by: Noticing their efforts, thanking them and making sure the Partners are aware of times they go the extra mile. Even when money is tight, an email of thanks to a staff member for a job well done with a cc to the Partners goes a long way in morale boosting.

If I weren’t an office administrator, I would: I was promoted from Billing Coordinator to Office Administrator, so I would probably still be doing that.

The last good book I read was: Tying Rocks to Clouds

The last good movie I saw was: Silver Linings Playbook

The last vacation I took was: Haven’t taken one in awhile, but we went to Maine over Thanksgiving to meet our new grandson!

The one appointment I never miss is: My monthly massage appointment. De-stressing is so important!

In my free time, I enjoy: Reading, taking walks, going to art fairs and listening to music. ADMINISTRATOR’S ADVANTAGE


Your Lawyer’s Numbers are Up: Age, Weight, Blood Pressure . . . By Darryl Cross

At any law firm, the primary asset is the time keepers, and this asset is getting older, heavier and less fit than ever. This fact threatens their ability to deliver growth on profitability, revenue and client service when they are simultaneously battling the growth of waistlines, health care costs and lost productivity due to unhealthy lifestyles.

Recent studies by PsychSafe of over 800 professionals found those practicing law are in the worst physical and emotional health. Much of this is attributed to the work environment, which includes long hours, stress, deadlines and hours upon hours of being chained to a desk.

Figure 1: credit http://www.afr.com/leadership/lawyers-have-lowest-

health-and-wellbeing-of-all-professionals-study-finds-20151117-gl1h72

They don’t eat right, they don’t exercise and the problem gets worse over time. They turn to alcohol or even stronger substances to cope. Their relationships suffer at home and with clients. Before you know it, your once vibrant young associate becomes a sedentary partner who couldn’t run down the hall without needing to catch their breath.

How can we expect such people to perform at a Tier 1 level with their clients? Performance suffers and management takes the blame for not hitting the numbers.

The time has come for law firms to provide comprehensive corporate wellness

programs to combat this known and well documented problem.

You do not have to be a research scientist to know this is happening. The leader of a firm starts to see increases in health care premiums based on health care usage by the workforce. You notice that your top people seem tired, and you might even remark, “That guy over there is a ticking time bomb.” You know in your gut that people sitting at a desk 12 hours a day and eating take out is detrimental to their health.

Recent research shows that the average age of lawyers is higher than ever, and as mentioned before, they tend to be one of the most unfit professions. You know they are under more stress

to perform. You know they are putting in more hours to do so. We all can agree that something needs to be done to proactively manage the health of our lawyers if we want to manage the health of our firm. The three components to address are diet, exercise and attitude.

Diet: You Are What You Shove In Your MouthAccording to the Centers of Disease Control and Prevention, over 34% of U.S. adults are considered obese. Obesity manifests itself as high blood pressure, joint and back pain, decreased cardiovascular health as well as increased risks for developing diseases such as diabetes and cancer. It is very hard to control how people treat their bodies with food. However, you can help make people make better choices.

• Provide counseling services with a registered dietician or nutritionist as part of your health benefits.

• Stop ordering plates of cookies, croissants and treats for every catered meal.

• Find way to get people to not eat at their desks while cranking out yet another billable hour. They tend to eat too much and sacrifice good food choices for convenience and speed.

• Station bowls of healthy food choices wherever people congregate.

• Educate everyone on portion sizes and shine a light on caloric content. Most people are eating 2-3 times more calories than they think they are.

• Get rid of vending machines in break rooms and cafeterias.

• Have someone take a couple hours to do the research to find out how many

The higher the score, the lower the wellbeing. Lawyers have the worst psychological and psychosomatic health of

all professionals.


calories are in every dish you order on behalf of the firm for meetings.

One other technique that works well is to educate everyone on exactly how much exercise you must do to burn off certain common foods. For example, to burn off one doughnut, you have to run for over 30 minutes. Do you think they know that? Do you think they are doing it? No matter how much your lawyers exercise, they can’t outrun their fork. They could eat more calories in 5 minutes than they could ever exercise off in an entire day. You must educate people on the importance of diet, help them make better choices and eliminate the temptations.

Exercise: You Have Got To Move. Fast.Exercise helps with weight control, cardiovascular health, proper joint motion and mobility, increases stamina and has an insulating effect on disease. However, most lawyers do not take or make the time to exercise. Frankly, many of them hate it.

After a long day at the office, the momentum of NOT doing anything is very difficult to counteract. Exercising after a long day of work feels like trying to start pedaling a bike uphill while in 10th gear. In addition, most adults have either outdated concepts of what types of exercise to do or are following the latest fitness craze. The result is a short burst of activity followed by injury and soreness and a return to the sedentary life.

Lawyers have unique work environments compared to other professionals due to the nature of the work. Hourly billing, company matters and unforgiving schedules mean that lawyers cannot be gym-rats for two hours a day between cases. However, they are also unique in their extreme intelligence, work ethic and drive. If you combine these two realities, you can specifically design exercise programs for lawyers that are highly

effective and addictive. The following are the characteristics of a successful program for lawyers balancing the realities of work, life and leisure:1. Activity dense. Programs must be

packed with lots of effort in a very tight package. By using proven scientific concepts to minimize down time, lawyers can develop strength, flexibility, core strength, cardiovascular endurance and other benefits within the same exercise session.

2. Short in duration. There is no need to exercise more than 40 minutes if the program is designed correctly. An example of this is Tabata interval training, which was created by Dr. Izumi Tabata for speed skaters. By making athletes perform at 100% capacity for 20 seconds followed by just 10 seconds of rest, a full workout can be completed in just four minutes, four times per week! Make no mistake: this training is exceptionally hard.

3. High intensity. Exceptionally hard means high intensity. Lawyers are used to working hard and even brag a little bit about how difficult their days can be. If you can tap into this pride, you can get them to work extremely hard at exercise as well.

4. Scientific. Lawyers are logical. They are thinkers. They want to see the data. Therefore, programs need to be designed by experts in their field at the same level of expertise in human performance as lawyers are in the

law. Programs like those endorsed by the National Academy of Sports Medicine are medically sound, thoroughly tested and scientifically proven to be effective.

5. Planned out for weeks, months or an entire year. Through using a concept called periodization, lawyers should be able to see their program broken into multiple mesocycles of 4-6 weeks at a time for up to an entire year (see figure 2). There is no guesswork or wandering around wondering what they are doing on any given day. Modifications can always be made. But this undulating model of intensity and training variables makes it optimal for lawyers.

6. Task oriented. Lawyers complete deals, win cases and generate results. There is tangibility to the output of the law that comes from doing things in a systematic way through the accomplishment of a series

of tasks. Their exercise training programs should be the same. They need checklists, structure, small wins and frequent success milestones to keep going. The ultimate goal is for each lawyer to set a new personal record every time they exercise.7. Adaptable. Their program should be able to be modified to suit their

location, time constraints and access to equipment. If they are in a hotel, they need a workout for the room. If they working on a big case, they need exceptionally short workouts. If they are on vacation, they may just have access to their own bodyweight on a beach. By using technology such as apps and online resources to drive the workouts to wherever they are, their chances of success are much higher.

Human Resources

Figure 2: Optimized Performance Training Model by NASM


8. Competitive. Ever since their first day of law school, lawyers have been competing with one another. It is part of what defines them as a profession. Thus, a great exercise program needs to foster friendly competition within the organization. It may also look at direct competition (races, goals, team based play) against other organizations! They do it everyday in the courtroom. Why not with exercise?

Attitude: Build a High Performance CulturePeople run faster when they are chasing someone—or being chased. They accomplish more if they are stretched to their limits. They watch their peers to determine benchmarks and expectations. It is the job of management to create these conditions, and then keep score.

Interestingly, all organizations already do this when it comes to their mission. They keep track of hours, determine who the rainmakers are, identify superstars and compensate the most worthy. This is already the culture at most of our places of business. So, why shouldn’t that attitude transfer over to their behaviors

on wellness? With the right program design, it can.

Conclusion: Your Lawyers Need to be Fit to PerformCorporate wellness programs pay dividends. A report in the Harvard Business Review found that companies like Johnson & Johnson saw a 271% return on their corporate wellness investment. MD Anderson Center has seen its absenteeism rates drop by 80% since implementing their program.

Corporate wellness programs reduce health care premiums. They allow our lawyers to do their best work and to be at work more often. They take care of those that we ask so much from on a daily basis.

However, wellness programs for lawyers must be tailored for the unique demands of their lifestyles. They must be time sensitive, intense, age appropriate, highly effective, competitive and mentally challenging.

Leaders and managers at law firms need to be actively involved in making sure that when the firm’s most important assets come to work each day, they are

performing at their physical and mental peak. If they are not, it is yet another challenge to making a more elusive financial goal. If we pay attention to their numbers (age, blood pressure, weight, etc.), we can make it easier to achieve the firm’s numbers. ADMINISTRATOR’S ADVANTAGE

For over 30 years, Darryl Cross has spoken to and coached over 10,000 athletes and business executives from over 100 countries on how to

enhance performance and continuously improve results in business, sport and personal fitness. Darryl has served on the executive committee as Chief Marketing Officer of an international law firm, earned his MBA with an emphasis on professional services strategy and has a graduate certificate in Law Firm Administration from The George Washington University. He knows how the industry works and the challenges it places on its people. His scientifically proven programs are built with their realities in mind.

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Human Resources


David Findling

Business Partner Profile

My name is: David Findling

I work for: Cushman & Wakefield.

The company’s product or service is: Cushman & Wakefield is a leading glob-al real estate services firm that helps clients transform the way people work, shop and live. The firm’s Legal Sector Advisory Group is a national effort com-posed of over 200 advisors from across the country that specialize in strategiz-ing, creating and implementing real es-tate solutions that support a law firm’s business. I’m a local Chicago Legal Sector Advisory Member and serve as an expert in that field for clients/pros-pects seeking information. The company has: Cushman & Wake-field is among the largest commercial real estate firms with revenues of $5 bil-lion and more than 43,000 employees in over 60 countries. In serving our cli-ents, we provide deep local and global insights that create significant value for occupiers and investors around the world.

My title is: Executive Director, Tenant Representation. I am also an active member of Cushman & Wakefield’s Le-gal Sector Advisory Group (referenced above) and the founder of the Tenant Advisory Group, comprised of indus-try-leading tenant advisors across the country who partner with each other to serve clients with best-in-class resourc-es, access to the firm’s highest-valued talent and global brokerage relationship network.

Before becoming a business partner to the legal market, I was: A 25-year veteran in advising office tenants in their real estate requirements in Chicago.

I entered the legal market because: I saw the industry changing, and I found it fascinating. Competition, fee struc-tures and generational shifts are just some of the challenges law firms are facing as maintaining profit margins and controlling expenses are constant areas of focus. As a result, law firms are taking strides to curb their real estate costs, requiring flexible, innovative so-lutions that are tailored to their unique business.

I have a degree in: Economics from UCLA.

I support ALA because: I learn a great deal about the Chicago legal sector from its members. The ALA is an ex-tremely valuable counterpart to my line of business, allowing me to better grasp the changes and trends affecting today’s law firms.

To be successful in the legal market, one has to: Understand the challenges the legal sector faces today and build a reputation of integrity.

The thing I like best about being a business partner to the legal market is: Using the insights and variety of ex-perience I’ve gained to deliver better service.

The best advice I have received is: Be patient, relationships take time. Spend time getting to know your client and thoroughly understand what keeps them up at night, remembering that your work for your client is paramount in growing a relationship. Provide all cli-ents with your best service; no amount of personal connection can substitute for great work. Always aim to become

a trusted partner of your clients, rather than viewing yourself as a vendor or supplier.

The best advice I would give to some-one just entering the legal market is: Put yourself in your prospects’/clients’ shoes. It’s the most valuable thing you can do to understand the world they live in.

I try to motivate myself and/or my staff by: Having fun! It’s important to never let the pressure outweigh the pleasure. Enjoying the environment that you work in is the ultimate motivator, and makes you want to come to work.

Three things I do well are: • Solve problems.• Devote my full attention to any and all

of my clients, regardless of the size of their deal.

• Look at all of the outcomes and sce-narios of a situation, finding creative solutions.

While I love my current job, my dream job would be: A record producer. The last good book I read was: Any of the Jack Reacher novels by Jim Grant.

The last good movie I saw was: Mis-sion: Impossible – Rogue Nation.

The last vacation I took was: A col-lege visit with my son to Nashville, Ten-nessee.

In my free time, I: Enjoy seeing live mu-sic and watching the Chicago Cubs. ADMINISTRATOR’S ADVANTAGE


Engaging and Motivating Staff Without a Career LadderBy Ann Eisenreich

Ann is responsible for directing Beacon Hill Legal in Chicago, specializing in both contract staffing and direct-hire placement of the area’s top attorneys,

paralegals, legal secretaries and all other legal support professionals. A proven and successful legal recruiter, she has built relationships with Chicago’s most respected law firms – leading searches, delivering temp/contract services and staffing document reviews, and has become a go-to recruiter in Chicago’s legal market. Prior to joining Beacon Hill in 2011, Ann spent over twelve years with one of the world’s largest staffing companies where she was often recognized as one of the company’s top performers.

Engaging and motivating staff are important in any industry, any culture, any office. They are essential pieces to a happy environment, an appreciative environment, a successful environment. They lead to longevity, team and individual success, and the main goal, retention. What do we do, however, when a career ladder is not available and retention becomes a bit more challenging? We motivate! We engage! It becomes essential!

How do those with that responsibility tackle this? There are many schools of thought to answer that question and, from my personal experience, I believe the following are important:

1. Create a team environment. It’s important for a team to have a captain to steer the boat, but the boat will not sail without a crew. Each member of the team should be aware that they are an integral part and not having them would make things run less efficiently. Share ideas on how to reach goals, ask for their thoughts and actually put the good ones to use. Is there a more efficient way to manage the docket, run a report? Figure out a way to engage them in planning and decision making and they will feel trusted and become more invested in their work.

2. Give responsibilities. I previously mentioned trust. Your team will feel trusted, promoting motivation and, most certainly, engagement, when you give them responsibilities. You’re telling them you know

they are capable. You’re telling them you want their everyday habits to be mirrored. Is there an opportunity to mentor an employee? Is there an opportunity to assist in developing training procedures? Is there an opportunity to assist in planning an event? Accepting responsibility forces ownership. Ownership will hopefully lead to wanting to see a task through, which ultimately means pride in their work. 3. Create challenges and rewards. Challenges can be team challenges or individual challenges. It can be a week-long challenge or maybe quarterly. I suggest short-term challenges so a reward is in close site. Be aware of what each person does best and create the challenges accordingly. Learn what makes your employee(s) tick. Is it perfect attendance, going above and beyond billing requirements, making the most sales calls? At the end of the challenge offer a reward to the top performer. Maybe it’s a free day off, a free lunch, a gift certificate. Send daily or weekly emails to encourage success and be sure to give a pat on the back, not just a prize, to the winner in the group or to the individual challenged.

4. Show appreciation and value. Recently, after someone on my team hit a major goal early in their career, we, via the suggestion of her mentor, spontaneously left the office and went out for a little celebration. It was just for an hour or so, but just enough time to make someone feel appreciated and valued. I believe showing appreciation and value are probably the most important of these examples. It gives their work a sense of purpose. You can ask their thoughts, give them responsibilities, but in the end, did you thank them? Did you pull them aside and acknowledge them for a job well done? Did you send a company-wide email that highlighted a recent

accomplishment? Mary Kay Ash, founder of Mary Kay Cosmetics, stated, “Everyone wants to be appreciated, so if you appreciate someone, don’t keep it a secret.”

There is no exact formula to keeping employees motivated and engaged when a career ladder does not exist. Sometimes, no matter what you do, you cannot motivate enough or engage enough. It’s inevitable that someone will leave looking to move up the next step on the ladder, looking for greener pastures – and sometimes they should! You should still be proud! As the captain, if you’ve done your best to cultivate an engaging and motivating environment, then, I am guessing, the grass might not be greener. Maybe they will have received a promotion, a fancy title, a higher salary, but will they be in an environment where they feel a part of their team’s success,

“Brains, like humanity, go where they are

appreciated.” Robert S. McNamara, former U.S. Secretary

of Defense.


Mark Bridgeman’s original roots in ALA are with the Orange County Chapter. He is a member of both the Greater Chicago Chapter and the Wisconsin Chapter (WALA). He has served as the national conference chair and currently serves ALA as an At-Large Director. While we in Chi-cago would love to “claim” Mark, we know that he is a devoted, active, and integral part of WALA. He epitomizes

dedication, commitment, leadership, and engagement and was recognized as this year's recipient of the Wisconsin Association of Legal Administrators’ Award of Excellence for his brilliant volunteerism efforts and support of the organization. Con-gratulations, Mark! The award honors a member who has made a differ-ence in our association and profession through their extraordinary service and commitment to the Wis-consin Chapter. Recipients have also demonstrated ex-ceptional leadership skills, judgment, and professionalism. Mark has helped to deliver on our association’s goal to provide top-notch education through his active participation on the WALA Annual Conference for Education (ACE) committee, co-chairing the 2012 and 2013 conferences, and his involve-ment on the Wisconsin State Bar Attorney Development Pro-gram Committee. His experience with national speakers and his negotiation skills have been invaluable in securing top speak-ers for ACE at affordable prices. His work on the state bar’s at-torney development committee has further enhanced WALA’s reputation within the legal community as a source of high qual-ity education for legal management. In Chicago, Mark brought us innovative and thought leading speakers as our Professional Development Director and as Co-Chair - and then active mem-ber - of our Bi-Annual Educational Conference and Expo. At a national, regional, and chapter level, Mark has helped bring to the forefront the importance of awareness of diversity in our workforce and association and championing initiatives that aim to advance the concepts of inclusiveness and acceptance. Mark sees that the relationship with our business partners is vital to our success not only as an association, but as lead-ers of our firms. He has helped both WALA and the Greater Chicago Chapter strengthen partnerships between mem-bers and business partners with his involvement on the WALA business partner relations committee and both Chap-

MARK BRIDGEMANRECOGNIZED WITH THE AWARD OF EXCELLENCE FROM THE

WISCONSIN ASSOCIATION OF LEGAL ADMINISTRATORS

ters’ business partner advisory councils. Mark served as a founding member of the Greater Chicago Chapter’s BPAC. Those with the privilege of working with and getting to know Mark are often dumbfounded by the energy he has - how does he find the time to do everything he does at his fast-paced job, all things ALA, and his active personal life (enter Captain Braden last year – an active and adorable grandson who Mark visits often either in person or via Skype). And, no matter how busy he is, Mark will always find the time to help others – whether that as-sistance is offering career advice, welcoming new members into ALA, encouraging participation in ALA activities, and lend-ing a supportive hand or ear. There is nothing that Mark will not do for his fellow mem-bers – whether they root for the Green Bay Packers, Chica-go Bears or any team!

Lisa Fox, Presi-dent of WALA, was honored to present the award to her colleague and friend: “Many of us would not be where we are today if it wasn’t for his unwavering support and excitement to excel in the legal field. Mark never fails to thank people for their service, which helps keep our chapter strong and its members involved. When Mark volunteers for a task, everyone knows it will get done. ln fact, when he accepts a task, he usually takes care of it immediately.” Whether he is in Chicago, Milwaukee, Madison or visiting oth-er chapters as an At-Large Director, Mark is bringing his enthu-siasm, ideas, leadership, and caring to those around him.

Mark, we salute and commend you for your contributions to our industry, association, and chapters. On a personal level, we are so very lucky to consider you a trusted friend and confidant.

Thank you to WALA for providing information concerning the award and Mark’s accomplishments and contributions to their Chapter.

Laura T. SearsRegion 3 Representative

Gould & Ratner LLP


Ivie Cohn, Mary Lynn Wilson with Mark


Generations at Work: Techniques for Leveraging Law Firm Talent at All Levels

By Jonathan Fitzgarrald & Heather Morse

Justin is a mid-level, corporate Associate with a high, six-figure book of business. His entrepreneurial spirit and his family’s prominence within the business community have largely contributed to his success and his ability to introduce new clients to his firm. Justin’s early achievements have also fueled a strong sense of self.

During his annual performance review, Justin suggested to his department chair, Sally, that, based on his rainmaking ability, he be promoted to the status of Equity Partner. Surprised by his request, and despite the fact that Justin has good legal acumen and tremendous business development abilities, Sally suggested that Justin “wait his turn” to become Partner, an opportunity that was minimally four-to-five years away.

A month later, Justin resigned and walked across the street to a competing firm where he was hired as an Equity Partner. Today, Justin has a growing, seven-figure book of business.

Was Sally naive for undervaluing Justin’s contributions or were Justin’s demands premature given his experience?

For the first time in history, there are four generations in the workforce—Silent, Boomer, GenX and GenY. The different mentalities, preferences, and motivations among the generations has introduced

some unchartered opportunities and challenges.

According to a recent Altman Weil study entitled Law Firms in Transitions, “Effectively planning the retirement of Baby Boomer partners is critical and must be resolved in the next 3 to 5 years. The timing is not flexible, and, if unaddressed, the cost in lost revenue and client relationships could be devastating.”

Savvy legal administrators who understand the different generational markers and who customize their responses accordingly will benefit from a harmonious and successful working environment. A lack of generational understanding results in internal strife, increased turnover and loss of business.

The Four GenerationsGenerational behavior can largely be attributed to specific conditioning events. Silent Generation professionals, born between 1925 and 1945, were generally influenced by war and depression, which is why in the workplace they are risk averse, need to be in control and are slow to innovate.

Boomers, born between 1946 and 1964, are the most idealistic of the generations due to post-WWII prosperity and idealism. Raised in a lock-step work environment where they earned a higher

status and increased compensation by “putting in their time,” these professionals tend to live for today, see little value in planning for the future and are hesitant to collaborate.

GenX, born between 1965 and 1984, are the most entrepreneurial of the generations as a result of being latchkey kids who, from a young age, were conditioned to fend for themselves. Independent and risk tolerant, these professionals seek recognition and reward today for the value they provide; delayed recognition or an absence of it drives them to look elsewhere for new opportunities and fulfillment.

GenY or Millennials, born between 1985 and 2000, grew up in the Internet era. Technology plays a critical role in everything they do. It is no wonder they desire real-time validation and feedback, and prefer collaboration over working independently. This generation works to live, and they are not willing to compromise their lifestyle for the promise of a corner office.

As legal administrators, you have the role of bridging the gap between the generations to ensure each is appropriately leveraged. Below are some recommendations to aid you in successfully navigating—


and guiding others to navigate—the generational divide.

Recommendations to Boomers When Working with GenX and GenYDo not necessarily equate “out-of-the-office” with “off the clock.” One way your generation demonstrated devotion and loyalty to the firm and to client work was by arriving to the office early and leaving late. Instead of burning the candle at both ends by physically being in the office, GenX/Y utilize technology to stay connected. Although their physical work day may end at 6:00 p.m. to go to the gym or to spend time tending to their young, GenX/Y will often work, albeit remotely, late into the evening to ensure their work is completed. To engage GenX/Y, identify ways to incorporate telecommuting, flex time and work/life balance.

Due to their entrepreneurial spirit, GenX/Y will often “run” with an assignment without the thought of “checking in” to update you on the status of the matter. Your initial inclination may be to perceive such behavior as presumptuous or disrespectful, when in fact GenX/Y have assumed you trust and have empowered them to handle the matter. If you desire regular updates, be sure to specifically communicate that requirement at the outset of any assignment.

GenX/Y also have a need to be recognized and feel valued as a member of the team. By simply identifying opportunities for increased client interaction—include them in client meetings, new business pitches, and matter-closing dinners – you will successfully engage them and satisfy their latent needs. Suggest to clients that they also include younger members of their team at these events. Doing so will provide mentorship to younger professionals; it will also further solidify your client relationship vis-à-vis multiple points of contact.

Provide business and leadership development coaching and training programs to ensure GenX/Y professionals have the skills to lead within the firm and participate outside the firm in developing business. Ask them to co-chair a department, serve on a committee or join a networking group. Doing so will communicate and demonstrate the firm’s willingness to invest in them and their future.

Finally, provide real-time feedback and mentorship—as opposed to doing so once a year in the form of a review.

Recommendations to GenX/Y When Working with BoomersUnderstand that Boomers value facetime over communicating via technology. Although you may perceive it to be more time consuming or less efficient, make a point to drop by a Boomer’s office or pick up the phone as opposed to sending an email or text message. Over communicate to demonstrate to the Boomer that you

are engaged and on top of a matter.

When transitioning cli-ents and pitching pros-pects, offer to take the lead in preparing for and facilitating meetings and interactions. Recognize the Boomer as a “seasoned veteran,” who can provide big picture context and counsel, while you handle the day-to-day activities. Although the Boomer may not be the regular contact, they need to feel valued and relevant.

Also, understand that “transition” issues are highly emotional for Boomers, so do not expect them to always see your or the firm’s position when it comes to client succession planning.

Remember, patience is not one of your best characteristics. However, patience is what is needed as Boomers retire and business is transitioned. What Boomers want most is to know that their legacy will continue once they retire. By respecting their work and their work ethic, you can ease the pathway to transition.

Human Resources


Recruiting and Retaining GenX and GenYA challenge for all firms is laterally attracting and retaining both GenX Partners and GenY Associates. Unlike prior generations, neither GenX nor GenY are willing to work within your firm’s current constructs. GenX, the byproduct of divorce, is unwilling to place their families second. GenY expects to find purpose in the work they do. Both of these concepts, especially within the context of work life, are foreign to Boomers. Also, GenX/Y are willing to be paid less, and in some cases forego Partnership track, to achieve the balance that they desire.

Finding a bridge that connects all three generations together is a challenge, but it is doable. Creating a formal succession plan for Boomer Partners will provide a pathway for GenX/Y to develop their own relationships to continue the attorney-client relationship when senior attorneys retire.

Providing GenX with a pathway to leadership through committees, practice groups, client teams, and, yes, the firm’s executive committee, will keep them engaged and loyal to the firm.

By recognizing GenY’s need to find purpose at work will provide numerous opportunities for the firm to engage not only with the local community, but with

the world. In its simplest form, purpose can mean an Associate’s understanding of how and why their research on a case matters to the client. In a more global sense, working on pro bono matters, or being given out-of-the-office time to donate to their preferred charity is critical.

While GenX might have introduced the concept of a “work-life balance,” GenY has taken it one step further—they work to live. And technology allows them to do so, from anywhere in the world. Meeting their technology needs will go far in engaging them within the firm’s culture.

GenY is a generation that wants to be at the top of the food chain, today. Similar to Justin, do not be alarmed when they start to originate clients despite their lack of legal tenure. They understand they have a lot to learn, which is why they are open to frequent feedback and training opportunities.

In the words of British novelist George Orwell, “Each generation imagines itself to be more intelligent than the one that was before it and wiser than the one that comes after it.”

Whether it is professionals, like Justin, who some may perceive as “overly ambitious,” or senior professionals who are “hoarding” work and leadership roles due to delayed retirement, the

generational divide requires us to look at the way we do business through different lenses and evolve our approach to ensure our professionals are leveraged for their highest and best use. ADMINISTRATOR’S ADVANTAGE

Jonathan Fitzgarrald is the Managing Partner of Equinox Strategy Partners, a consultancy that provides lawyers and law firms with strategic counsel to drive revenue and increase market

visibility. For nearly two decades, Jonathan served as an in-house, chief marketing officer at three top business law firms. Jonathan can be reached at [email protected] or 424.277.3200. Follow him on Twitter @JRFitzgarrald.

Heather Morse is the Director of Marketing at Greenberg Glusker where she oversees the firm’s business development, marketing and public relations programs. Heather can be reached

at [email protected] or 310.785.6864. Follow her on Twitter @heather_morse.

Heather and Jonathan speak regularly on the generational shift topic to legal marketers and administrators and to in-house and outside, practicing lawyers.

Human Resources


Halloween Party Pix


Event Photos

On Wednesday, October 29, Greater Chicago Chapter members and Silver and Bronze business partners celebrated the ghoulish event by gathering at Howells and Hood on Michigan Avenue for a Halloween Networking Event. Best costume prizes were award to Betsy Kopczynski for first place, Carol McCallum for second and Ivie Cohn for third. There was also two $1500 Annual Conference scholarships to Los Angeles won by Alan Goldman and Sheri Stone.

Sally Mendoza, Anne Jewel and Laura Sears Chapter Members and Business Partners Enjoying Event At Howells and Hood

Betsy Kopczynski, Ivie Cohn, Sheri Stone

Dan Garvey of Garvey’s Office Products and Diane Brummel

Nancy Lewin of First Choice Services

Karin Jackson, Rob Cullen of Konica Minolta and Sheri Stone

Heather Gleason of Cort, Debbie Breclaw of 1st & Fresh and Betsy Kopczynski

Antoinette Burchard and Jaime Reedy of Genesis Technologies


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$205,000 Sponsorship fees paid by our generous Business Partners to support our Chapter

$22,450 Scholarships awarded to members by the Greater Chicago Chapter to attend National, Regional and Specialty Conferences

$9,965 Money raised at Casino Night and donated to Project Onward.

318 Current Members of the Greater Chicago Chapter

123 Members from Small Firms (0-29 Attorneys)

98 Members from Large Firms (76+ Attorneys)

83 Members from Mid-Size Firms (30-75 Attorneys)

83 Percent of 2014 Members who renewed for 2015

60 Law firms with more than one member in the Greater Chicago Chapter

59 Invaluable Business Partners 42 New Members who joined in 2014 (Welcome!)

24 Monthly meetings held for Small, Mid-Size and Large Firm Administrators

22 Chapter Members who serve on the GCC Board of Directors

10 New Business Partners in 2015

7 Bankers Boxes of Personal Items collected for our Servicemen a the GCC Conference

7 Webinars Sponsored

6 Formal Networking Events sponsored by the Chapter and/or Business Partners

4 Bi-Monthly Educational Luncheons sponsored

3 Brown Bag Lunches and other Special Educational Events sponsored in 2015

1 Casino Night held to raise funds for charity

1 Law Firm Leader/Manager Partner Breakfast held

1 Fantastic Greater Chicago Chapter Educational Conference & Expo held at the Standard Club

2015 By the NumbersLegal Levity



Legal Levity

On Saturday, November 7, 2015, the 1000 block of George Street in the Lake

View Community of Chicago was officially dedicated as “John Riegler Way,” a tribute to the father of Greater Chicago Chapter member Jane Klenck.

John Riegler, who at age 93 had lived on that block of George Street for over 75 years, had been actively involved in Central Lake View Neighbors and in the CAPS police program in Lake View for years. He was a fixture in the neighborhood, working closely with 44th Ward Alderman Tom Tunney’s office to ensure that the community remained safe and vibrant, that potholes were patched in a timely manner, and that any other issues in the neighborhood were brought to the Alderman’s attention.

Also an active member of nearby St. Alphonsus Parish, John Riegler was a member of the Finance Advisory Board and head usher at the 7:45 a.m. Sunday morning mass.

He had attended both elementary school and high school at St. Alphonsus, had worked for the parish as the head maintenance engineer for 33 years, and had served on a number of other parish groups and committees over the years.

On November 7th, at the corner of Seminary and George, dozens of friends, neighbors, and family members gathered for the unveiling of the new street sign which will forever be a lasting tribute to the neighborhood’s “elder statesman.” John’s neighbors and Judge Diann Marsalek, President of Central Lake View Neighbors, had contacted Alderman Tunney about designating the street in his honor, believing that he helped to protect and enhance the quality of life for Lake View residents.

Sadly, John was too ill to attend the dedication, but Jane shared the video and photographs with him. Unfortunately, John passed away a week later on Saturday, November 14th. He will be sorely missed by his family, friends, and neighbors. ADMINISTRATOR’S ADVANTAGE

Street Named after Jane Klenck’s Father


Legal Levity

If you are looking for ideas for dishes to make this New Year’s Eve, here is a list of foods traditionally thought to bring you luck in the new year.

1. Grapes: In Spain, Portugal, and other Spanish and Hispanic cultures, eating twelve grapes upon the stroke of midnight is thought to bring you luck in the New Year. The twelve grapes, one for each stroke of midnight, must be consumed before the final stroke of twelve. But if you encounter a sour grape, for example, your fifth grape, then that month, in this case, May, is expected to be a bad or troublesome month.

2. Pomegranates: In some cultures, pomegranates are thought to be a symbol of prosperity, abundance, and fertility. If you smash a pomegranate, the more seeds, the more prosperous your year will be.

3. Greens: Greens such as kale, collards, and cabbage are thought to be lucky because they are generally green and look like folded money and therefore represent economic fortune in the New Year. The more you eat, the greater your fortune. The Danish cook kale with sugar and cinnamon on New Year’s Eve; Germans serve sauerkraut; Americans in the southern states traditionally serve collard greens.

4. Legumes: Legumes such as beans, peas, and lentils are thought to resemble coins and swell when cooked, representing an increase in financial rewards in the New Year. The Germans serve split pea soup with sausage; Italians serve sausages and lentils; Southerners serve black-eyed peas.

5. Pork: Because pigs are rotund and are seen as foot-forward animals, pushing forward with their snouts, they are seen to represent progress

ALA is saddened to hear of the passing of Susan Frese. Susan had been a member since August 2001 and worked as an Office Administrator at Patzik Frank & Samotny, Ltd. Our condolences go out to her friends and family.

and prosperity. Whether served as roast suckling pig, as ham, as bacon, or as pork roast, pork is a popular dish throughout the world, being served from Cuba to Spain and Portugal, and in Hungary and Austria.

6. Fish: Fish, especially cod and herring, are considered lucky dishes to serve on New Year’s Eve for several reasons. Their scales are seen to look like coins. Since they swim in schools, they are seen to represent prosperity. Because they swim forward, they represent progress. In Japan, herring roe is served and represents fertility; shrimp is served to represent long life; and dried sardines are served to represent a good harvest.

7. Cakes: Round-shaped breads and sweets such as cakes, donuts, and bagels, are thought to bring the year full-circle.

Frequently people bake a coin or a trinket inside the cake and whoever finds it in their piece is said to enjoy good fortune in the New Year.

8. Noodles: Slurping long spaghetti-like noodles on New Year’s Eve, without chewing or breaking them, are said to bring you a long life.

Avoid these Unlucky Foods on New Year’s Eve:

1. Lobster: Since they move backwards, they are thought to represent setbacks.

2. Chicken: Since they scratch backwards, they represent regret and dwelling in the past.

3. Any Winged Fowl: They represent good luck flying away. ADMINISTRATOR’S ADVANTAGE

Eight Foods to Bring You Luck in the New Year


The Greater Chicago Chapter’s Holiday Party was held on Wednesday, December 2, 2015 at One North Kitchen. Hope Grace won a $1,600 scholarship to the annual conference in Los Angeles

and Diane Idukovich won the weekend getaway! Thank you to our wonderful Platinum Sponsor, Next Day Plus, for a great event! And thanks to all who donated in our 2015 Toys for Tots drive!

Our guests of honor: Marines Dah Boys: Jim Beavers, Bob Karnia, Larry Fujara, and Courtney Landon, Esq.

Lots of delicious treats

Mark Verbecken and John Podbielski Tom Kosloskus of Next Day Plus and Alan Goldman



Mary Lynn Wilson, CLM and Kathy Terborg Peter Ivancits, Betsy Kopczynski, Deb O’Donnell, CLM

Deb O’Donnel, CLM, Jose Cheesman, CLM and Nancy Nelson

Jane Klenck and Shirley Campos Maureen Dohe, CLM, PHR, Maureen Feltman, CLM, Carol McCallum, CLM

Diane Idukovich, Karen Peacock and Jennifer Pogvara

Event Photos





Finding, Hiring and Retaining Top Law Firm Associate AttorneysAre You Getting the Right Associates on the Bus For the Long TermBy John W. Olmstead, MBA, Ph.D, CMC

Many senior partners in law firms are approach-ing retirement age and are beginning to think about succession strategies. As they examine their as-sociate lawyer rank some partners are often sur-prised to learn that there may be few takers. While their associates may be great lawyers, none bring in business nor do any of them seem to really be interested in part-nership. Such firms have hired a bunch of folks that just wanted jobs and have no inter-est in owning a law firm. While this hiring approach may have satisfied the firm’s short term needs, it may fall short in the long term.

Hiring For the Long TermYears ago it seemed that all the associates working in law firms wanted to eventually become a partner in the law firm. This has changed as a result of the new mix of women and men graduating from law schools and en-tering the legal profession, changing attitudes toward work-life balance, other opportunities outside law firms, and other variables. While partnership/ownership is still important to many—don’t assume that all the associates that you hire will even want to be equity part-ners—especially if it means a hefty capital contribution and signing personal guarantees for a large amount of firm debt.

A question that I would ask—have you really discussed with your associates their interests in equity ownership? As a group? Recently an associate, whom the firm had written off, advised me that while he was not interested now due to his present situation in life, he would be in maybe five years—especially if

others were also brought in as well—in other words he did not want to have the responsibil-ity alone and be an equity owner by himself.

I suggest that you talk with your people and see where they really stand. Help them to begin developing client development skills. Depending on you and the other partners’ re-tirement timeline—you may have to consider other options such as laterals or merging with another firm.

A key suggestion is to look for entrepreneur-ial associates when you hire. The desire for ownership of a business is often in a person’s blood. Don’t start the interview with a dis-cussion from law school until the present. Dig deeper into hobbies, family, etc. that will provide clues as to whether you may be hir-ing someone that just wants a job in law or someone that eventually wants to own or be a partner in a law firm.

Implement a Law Firm Associate Career Progression/Partnership Admission ProgramA common complaint that we hear from our interviews of associates is lack of feedback on short-term performance and what it takes to

“make partner” and how they are progressing toward eventual partnership. Dur-ing a recent interview an as-sociate asked:1. What does it take to become a partner—consideration criteria? What do I have to do?2. What is the timeline for consideration?3. How am I doing—am I partnership material?

4. What does partnership mean in this firm?

5. What are the mechanics of admission? (Is there a buy-in?)

I suggest that you and your partners consider developing what I call a Law Firm Associate Career Progression/Partnership Program and put it in writing. Here is an approach you might take:

1. Determine if you want more partners.How many? Evaluate the appropriate ratio.

2. Consider non-equity partners as a first step and determine what that means.

3. Establish a minimum number of years for consideration—e.g. seven years.

4. Determine competencies and expecta-tions for associate development and document them.

5. Develop an associate performance eval-uation form and conduct formal annual evaluations.

6. Develop partner admission criteria (as-sociate to non-equity and non-equity to equity partner) and document.

7. Write-up an overall program document and include as attachments the com-


petencies document, the performance evaluation form, and the admission cri-teria document.

8. Present the program to associates in a live meeting format to launch the pro-gram.

Regarding equity partnership—make the cri-teria tough—and require a buy-in or capital contribution. Business development and a client following should be required by most firms for the equity tier.

Associate Performance EvaluationsOne of the most frequent complaints I hear during interviews with associates in law firms of all sizes is lack of specific detailed feedback (unclear or non-existent expectations con-cerning their performance and future career progression and vague informal performance reviews).

Here are a few suggestions:

1) Institute a system where associates, espe-cially when they are new, have a chance to work with all of the partners in the firm.

2) The managing partner should solicit feed-back from your partners and meet monthly with each associate to discuss their perfor-mance during their first two years of employ-ment with the firm.

3) Annually conduct formal performance reviews with each associate. Before the re-view, obtain specific feedback from each of the partners and have each partner complete a written review of each associate using the associate performance rating form. Ask each associate to conduct a self-evaluation using the firm’s associate performance rating form, and then conduct a detailed review with each associate. The review should be detailed and specific and should be developmental with specific goals and timelines established.

Document the review in the associate perfor-mance rating form. 4) Consider developing an associate career progression program (partnership track) and committing it to writing. The program should outline the timeline for first consider-ation for partnership, competencies and per-formance factors, what partnership means in your firm, how an associate becomes a part-ner, buy-in or capital contribution require-ments, voting, etc.

5) Be honest and open with your associ-ates—don’t try to be Santa Claus—tell them the truth, have the difficult discussions, and make the tough calls. Be accessible.

Mentoring Law Firm Associates: Getting the Basics RightA law firm’s greatest asset is its people, and your associates are your firm’s future. Lack of mentoring is one of the biggest complaints that we hear from associates in on-site inter-views. While you may be too small for a com-prehensive formal mentoring program, you should at least explore an informal program. Start with baby steps and go from there.

The keys to successful mentoring relation-ships involve the mentor and mentee decid-ing on the logistics up front. Many potential mentoring pairs fail to form because the par-ties did not agree on the little things up front. Below are tips designed to help both partici-pants in formal and informal programs:1. Meeting schedule: Decide on an ap-

proximate meeting schedule. Suggest that meetings be scheduled at least once a month.

2. Means to schedule meetings: Share the best way to get on each other’s calendar.

3. Scheduled meetings: Don’t wait until the end of one meeting to schedule the next. Always have the next two or three meetings on the calendar.

4. Length of program/partnership: For formal programs, the firm may suggest a length of time to meet (usually a year). For informal mentoring, suggest having a date on the calendar to review goals and examine the relationship.

5. Confidentiality: Mentors and mentees need to discuss what confidentiality means to them. It is the foundation of trust, which is the basic currency of mentoring. ADMINISTRATOR’S ADVANTAGE

Dr. John W. Olmstead, MBA, Ph.D., CMC, is a Certified Management Consultant and the president of Olmstead & Associates, Legal Management Consultants,

based in St. Louis, Missouri. The firm helps law and other professional service firms improve the operations and management of their practices and the lives of their practitioners. The firm, founded in 1984 serves clients across the Globe assisting them with implementing change and improving operational and finance performance, management, leadership, client development and marketing.Dr. Olmstead is the Editor-in-Chief of “The Lawyers Competitive Edge: the Journal of Law Office Economics and Management,” published by Thompson West. He is currently serving as a Past Chair, Illinois State Bar Association Standing Committee on Law Office Management and Economics and as a member of the Legal Marketing Association (LMA) Research Committee. Dr. Olmstead may be contacted via e-mail at: [email protected]. Additional articles are available at the firm’s web site and firm’s blog: www.olmsteadassoc.com and http://blog.olmsteadassoc.com

Human Resources


Recruiting the Right Fit for Your Firm

By Dale DeMari

Finding and recruiting an employee whose objectives are in line with your company can be difficult and time consuming. When looking at candidates to fill an opening, recruitment professionals often overlook a critical quality: cultural fit. Simply put, you want to find the right hire that aligns with your company’s mission, value and overall personality. While credentials, experience and specialized skills are highly important, even the most qualified worker can fail if their personality doesn’t fit the firm’s culture.

Cultural fit is the shared set of values and vision—along with the assumptions about proper behavior, demeanor or habits. So why is this important? The tone of a company’s culture sets the foundation for how employees act and collaborate—and can be used to measure performance and development such as leadership skills.

Defining your company’s culture is a streamlined process and goes from upper management down to the employee sector. Values that place a strong emphasis on responsibility, personal development, inclusion and recognition are key for any company looking to create a more effective culture. Finding a “firm fit” candidate can be done by evaluating

and defining your company’s culture and incorporating key personality attributes within the hiring process.

When recruiting for an open position, it is important to identify key factors, also referred to as knowledge, skills and abilities (KSA’s). These are core qualities that the ideal candidate must possess to successfully perform the job. Your job description should include the identified KSA’s, as well as an outline of job responsibilities and experience level. Finally, indicate expected behaviors and personality attributes associated with your company culture. For example, candidates must show a commitment toward continued learning and skill development. Remember, it is not just about the candidate’s ability to perform the task; it is also about their ability to fit within the company’s vision and values.

Now that you have defined your firm’s culture, created your job description, and are ready to start interviewing, you must make sure to ask key interview questions. Ask potential employees specific and measurable questions that will be asked of all candidates and will clearly demonstrate that they have the KSA’s to perform the job. During a candidate’s response, observe how well they analyze situations and their ability to

mesh with all levels of office staff. These observations will allow you to determine if the candidate is the right fit within the company’s culture.

When it comes to recruiting, be patient. Choosing the right employee can be as hard as finding the right life-mate. Employers aren’t just hiring someone because of their resume. The fact is, experience and skills can be acquired but personalities cannot. Personalities and “soft” skills such as interpersonal skills, communication skills, and thought processes also play a critical factor in the hiring process—and play a strong role in maintaining your desired company culture and working environment. ADMINISTRATOR’S ADVANTAGE

Dale DeMari specializes in sourcing Avanti’s talent pool. He has successfully recruited Legal, Administrative, Accounting, Marketing, and Graphic

Design professionals at Avanti for 10 years. With a degree in marketing, Dale’s sourcing strategies give clients a clear advantage in their talent acquisition process.


One North Wacker, Chicago, IL 60606


Secrets of Employee Motivation and EngagementBy Mikey Maynard and Darius Green J.D.

As a Leader, your success depends on getting work done through others. So, what motivates your workers, and which “secrets” can we use to keep that motivation alive? And what do we know about the contributors to employee engagement and productivity?

First, let’s define these states of being amongst our employees:

Motivation consists of an employee’s internal needs, tied to behaviors they create to fulfill those needs. The worker who needs social interaction will be highly motivated where they can behave by working together with colleagues, for instance.• Motivation changes by the hour,

throughout the workweek;• People are not motivated by what you

need them to do, rather by what they need internally;

• Motivation affects productivity in the short term; and

• Knowing an employee’s motivational structure allows you to leverage their natural behaviors.

Engagement consists of an employee’s deep emotional connection to their work, feeling a sense of purpose and energy, being challenged – but not overwhelmed. Engaged workers evidence energy while working, and they display personal initiative, adaptability, effort and persistence toward the firm’s goals.1

• Engagement changes over 6 months or longer;

• People who are motivated and energetic still need your support to stay engaged;

• Engagement affects productivity long-term; and

• Knowing an employee’s engagement allows you to lift their performance:2

✔ engaged employees perform 20% better than the workforce as a whole,

✔ engaged employees are 87% less likely to leave the firm.

MOTIVATIONAL SECRETS:So if you want a motivated team, what can you use?

According to the Families and Work Institute, whose studies of what motivates the American workforce span more than two decades3, two durable motivators have stood the test of time:

1. To what extent does my work support my non-work life/interests?

2. Do my workplace leaders give us open, honest communication?

These first two are likely to grow in importance, as Millennials and Gen-Z workers now account for 51% of the American workforce. Plenty of evidence shows these under-37-year-olds require accommodating their outside life

and supporting ad-hoc feedback and mentoring. 4

And in fact, studies consistently show the motivational effect of compensation, recognition, etc. fall substantially behind the first two…3. Nature of the work4. Management quality overall (“well-

led”)5. My supervisor6. Learn new skills7. Control my work content8. Job security9. Co-workers10. Stimulating work

Motivating employees means involving their outside-of-work interests frequently, with open/honest sessions to explore how their work performance has meaning in their world.

EMPLOYEE ENGAGEMENT SECRETS:Since a motivated workforce only affects short-term productivity, what can you do to engage them for the long-term?

Well, first envision what happens if they’re not engaged…

Disengaged employees only proceed as far as directed, they wait for managers to tell them what to do, they’re easily distracted, they freeze-up amidst change, and they won’t accept accountability.


Productive employees, on the other hand, engage with the work they perform, they connect with their colleagues, they bond with the goals of the firm, and they feel the work connects them with a higher purpose. They thrive in an environment where they are held accountable to achieve.

The management habits which you’ve probably noticed get the best results include the following: • Communicate a clear line-of-sight.

Sixty-one percent of employees in a recent study did not know their company’s mission, and of those who did, 57% don’t find it motivating. Make sure you give each employee assignment with a clear tie back to which of the firm’s goals it targets.

• Recognize achievement—not activity. The Gallup Organization says 71% of employees are “Sleepwalking while at work.5 Create meaningful employee recognition programs – not just plaques for tenure – and reward your people for actually achieving results in their area.

Effective recognition programs include:✔ Meaningful in-the-moment feed-

back from managers (I caught you doing a good thing…);

✔ Recognizing progress toward objec-tives, not just the final achievement;

✔ Employees can recognize each oth-er, not just rewards from manage-ment; and

✔ Social media-enabled real-time rec-ognition.

• Set a culture which is “sticky to talent. Only 44% of employees say they like their company’s culture.7

And, especially younger Millennials and Gen-Z workers say a company’s public culture reputation is the primary reason they won’t accept a job offer at a particular firm. 8

Your firm has a culture – whether you plan it or not. Establishing an environment where people’s natural workstyles and work activities are facilitated in a designed way is imperative. Just as we suggested above in assigning work – and tying the assignment back to firm goals – each facet of your firm’s location, physical space, design elements, employee events, reward systems and overall brand need to be coordinated.

With a majority of today’s younger workers envisioning their career tenure in less-than-2-year increments, and with many workers distrusting organizations, the risk of flight is a real threat. By putting in place collaborative work spaces, work-life-balance schedules, coaching/mentoring places, and messages which inspire energy and calm, you make the firm “sticky” for talent.

SUMMARY:You can inspire a motivated, engaged firm. By facilitating open, honest communication and involving each employee’s outside-of-work life, you keep their motivation high, affecting short-term productivity. By establishing clear line-of-sight between work assigned and the firm’s goals, recognizing achievement of objectives, and setting a “sticky” culture, you’ll attract and retain engaged talent, ensuring long-term business results. ADMINISTRATOR’S ADVANTAGE CITATIONS:1. “The Big E – What engagement at work

really means” Laura Hamill, Ph.D. limeade®

2015 p.3

2. Ibid p.7

3. “The Changing Workforce, Highlights Of

The National Study. No. 1, 1993” Families

and Work Institute

4. “CONNECTING WORK TO A HIGHER

PURPOSE AT KPMG” Andrew McIlvaine,

Harvard Business Review October 8, 2015

5. Employee Engagement Index - Gallup

Management Journal

6. “The greatness gap: The state of employee

disengagement” Achievers 2015 North

American workforce survey results

Achievers.com

7. Ibid p.4

8. The New Workforce IQ: 5 Trends Shaping

the Future of Your Workforce Christine

DiDonato Career Revolution 2015

Darius Green is a highly respected commercial real estate professional that is committed to client advocacy, selfless service, and relationships built on trust. Darius leads the Keyser Law Firm Practice Group and works with multiple local,

regional, and national firms. In addition Darius represents tenants across numerous industries ensuring strategic solutions are implemented to achieve client business objectives and to optimize the performance of their real estate portfolios both domestically and internationally.

“Mikey” Maynard brings 35 years of Selfless Leadership to Keyser. He specializes in employee workplace behavior, developing “gifted bosses,” and helping company owners manage their people capital. Forty-two corporations in over

twenty countries rely on Mikey’s expertise in Top Performer Analysis, Psychometric Testing, Selling Skills Training, Leadership Development, and People Analytics to improve corporate performance.Mikey’s passion is advising company leaders on trends in the worldwide workforce which will affect their business in the coming years, and providing leading practices to capitalize on those global changes. He’s a recognized authority on Millennial workers, the aging workforce, safety in the workplace, sales force effectiveness and human performance factors.

Human Resources


Test your knowledge

Answers: 1C 2B 3B

Got CLM?

1. Job specifications include:

A. Description of the work detailing nonessential tasks

B. Description of the working conditions

C. Qualifications necessary for an incumbent to have a reasonable chance of being able to perform the job

D. Description of the work detailing essential tasks

CLM Training Schedule – Human Resources

Date Topics to be Covered Wednesday, December 9

Employee selection, promotion and retention, job analysis, Four-‐fifths Rule, Standard Deviation Rule, job descriptions, interviews, validity

Wednesday, December 16

Disparate impact, disparate treatment, job rotation, Peter Principle, performance management, appraisal procedures, training, motivational techniques, SMART, ratings and rankings

Wednesday, January 6th

Title VII, Civil Rights Act of 1991, Pregnancy Discrimination Act, FMLA, Immigration Reform and Control Act, ADA, ADEA, Affirmative Action, quid pro quo, hostile environment


Employee Polygraph Protection Act, WARN Act, OSHA, FLSA, Equal Pay Act, Fair Credit Reporting Act, Drug Free Workplace Act


Employment at Will, Buckley Amendment of 1974, The Privacy Act of 1974,compensation theories, compa-‐ratios, ranking and pay structures


Job evaluations; employee pay, employee benefits, Mental Health Parity Act of 1996, mandated benefits and voluntary benefits, ERISA, COBRA

Wednesday,

Organizational Development, Leadership Theories, Motivational Theories and Conflict Management

Location: Pugh, Jones & Johnson, 180 North LaSalle Street, Suite 3400 – 5:15 pm to 7:00 pm.

2. Let’s assume you need to develop a strategic employer branding program. Which of the following is one of the least effective methods in positive employer branding?

A. Gathering local confidence by socially responsible actions, i.e., environmentally conscious

B. Providing above-market compensation packages

C. Being on Fortune’s list of America’s “Most Admired Companies”

D. Implementation of flexible work arrangements that reduce turnover by 10%

3. An executive of a law firm makes sexual innuendos to his secretary. However, the Human Resources department and the rest of the organization are unaware of the situation. Which of the following doctrines would still imply the organization is at fault?

A. Punitive damagesB. Vicarious liabilityC. Hostile environmentD. Quid pro quo harassment

CLM Training Schedule - Human Resources

Mary Ann Rojas, CLM, CLM DirectorPugh, Jones & Johnson, [email protected]

February 3rd


Three Steps to Building A Stronger Multigenerational Workforce

Bi-Monthly Event Recap

"What's up with the kids these days?" Let's face it: this expression is as old as time itself. You can imagine a caveman parent saying, "We didn't have the wheel when I was grow-ing up! You have it easy!" Yet now, more than ever, this timeless expression is infiltrating the workplace – particularly in response to Mil-lennial employees. According to SHRM, 72% of companies say that intergenerational con-flict is a workplace issue.

Traditionalists, Boomers, Xers, Millennials and Globals each have their own skill sets, communication styles, work habits, and val-ues which inevitably clash. This creates a challenging dynamic for legal professionals. Luckily there are strategies and best practices to manage and engage your multigenerational workforce:

Share the knowledge. Educate not only yourself but also your team about each genera-tion. Make it a point to openly talk about the preferences and styles with your employees. By making your organization aware, every-one can be more strategic about how to better communicate and work together. Remember: no generation is better or worse – just differ-ent.

Idea: Host a lunch and learn to discuss generational differ-ences and how these manifest at your firm.

Defy the golden rule. At work, don’t treat others the way you want to be treated. Treat others the way THEY want to be treated. Recognize that a “one size fits all” ap-proach does not work with a multigenerational workforce. For example, as a reward, an Xer may prefer a spot bonus while a Millennial would like to be rewarded with a flexible

work schedule.

Idea: To be certain you understand how your employees like to be treated, ASK! Ask what mo-tivates them and how they like to communicate, and make real changes based on their feedback. Remember the spinach. Have you ever come home from work to look in the mirror and

find a huge piece of spinach in your teeth left-over from your salad at lunch? We all know how embarrassing this is, and how frustrating it is that none of your co-workers told you.

Feedback, in many ways, is perceived like spinach. People feel uncomfortable tell-ing someone that they have spinach in their teeth, and people feel uncomfortable giving feedback at work. Lack of communication contributes to 80 percent of workplace issues. Teams must be able to communicate in order to thrive.

Idea: Encourage managers to sit down with em-ployees at least once a quarter to casually discuss how things are going. Empower your teams by challenging them to communicate directly with one another instead of going to managers or HR.

For more information on building a strong multigenerational workforce, visit http://jb-trainingsolutions.com/resources/generations/


Speaker Buddy Bush



“I started my legal career as a human resources professional, and pursued the CLM designation to broaden my knowledge of law office management. Talk about making the right move at the right time. When my firm merged, I was selected as the new office administrator, in part due to my experience and the knowledge I acquired as a CLM. The designation helped elevate me to that position and continues to make me an indispensable asset to my firm.”

The ALA Certified Legal Manager (CLM)SM program has been helping legal managers chart their courses to personal satisfaction and professional success for more than 10 years. Discover how CLM is right for you at www.alanet.org/clm.

Constantly Learning More.Rita Nielsen, CLMwww.alanet.org/clm


Managing Print and Documents Since 1991 • 800-436-1994 • www.genesistechnologies.com

Office Equipment Managed Print Services Software Solutions

Genesis is proud to be a Silver Sponsor for the Chicago Chapter of the ALA! We help Chicago law firms increase productivity, streamline processes and reduce document management costs. As an independent dealer, Genesis partners with industry leaders to provide the best products and solutions that will work for you.

Contact us today to learn how we can help your company!

Best Practices:Coffee & Breakroom Supplies

847-952-1925 Phone • 847-956-5815 Fax • www.warehousedirect.com

• A Variety of Coffee, Coffee Makers & Brewing Systems Customized to Your Firm’s Specific Needs, Plus In House 24-Hour Equipment Service to Keep Your Coffee Flowing• Teas, Cocoa and Other Hot Beverages for the Non Coffee Drinkers in Your Office• Water, Juices, Sodas and Other Cold Drinks to Suit Everyone's Taste• An Array of Prepackaged and/or Microwaveable Meal and Snack Products, Including Many Healthy Alternatives from which Employees can Choose• A Wide Range of Environmentally Sustainable Paper, Cutlery and Cleaning Products• Breakroom Equipment & Appliances That Add to the Utility of Any Size Breakroom

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Call your Warehouse Direct Representative for more information. If not yet a current customer,call Steve Siegel, Coffee & Breakroom Manager, at 847-631-7168.

WORKPL ACE SOLUTIONS


Event Photos

Invoices Court briefings

Following general correspondence items, invoices and court briefings are the most common documents moving to digital formats

Overnight shipping is essential for contracts and client proposals, which are the documents least likely to move to digital formats

Client proposals & contracts

+50%

Will invest in marketing and branding in 201446%

More than half of respondents report that printing a firm’s logo or branding on an express shipping envelope is beneficial

UPS surveyed 450+ attendees at the 2013 Association of Legal Administrators (ALA) National Conference to uncover the most pressing business and operational challenges and key focus areas of law firms in the future.

ALA MEMBER SURVEY: PRODUCTIVITY AND PROFITABILITY TOP OF MIND

The greatest day-to-day challenges

56% Time management

46%

30%

Managing costs & expenses

Office inefficiencies & technology issues

Key focus areas for law firms in 2013

87% of respondents identified

client service as their top priority

Reported marketing and branding as a key focus in 2013

31%

49%47%

41%

$

Clientservice Business

development Costmanagement

Nearly half of ALA members surveyed reported that their firms plan to invest in technologies in the next year to increase competitiveness and grow their business

For more information on UPS services and solutions, contact:

© 2013 United Parcel Service of America, Inc. UPS, the UPS brandmark and the color brown are registered trademarks of United Parcel Service of America, Inc. All rights reserved.

TECHNOLOGY & EFFICIENCY CLIENT SERVICE

DIGITAL VS. PAPERMARKETING & BRANDING

49%

EXPRESS ENVELOPE

YOUR BRAND HERE

Anthony Perrino at 630-800-6654, [email protected], or visit ups.com/professional.


PresortedStandard

U.S. PostagePAID

Palatine P&DC, ILPermit No. 7052

A Chapter of theAssociation of Legal Administrators

P.O. Box A 3936Chicago, IL 60690

Special Thanks to Elk Grove Graphics for printing this issue of Administrator’s Advantage.