Advice to the Workworn

Dear Weary Administrator:

Your invitation struck a chord. A myriad of ideas came flying through my mind. One suddenly grabbed me. From time to time I have thought of a bit of advice for my friends still active in legal administration. Instinct tells me to accept this opportunity to render it.

A career in legal is all about your three well-chosen words, “achievements, challenges, rewards.”

Each time I think of a fourth word I realize it is already covered by one of those three.

I remember a smiling administrator saying goodbye and smugly announcing to some of us his happy news. He was about to escape the demands and stresses of the legal environment and begin a new position at “XYZ Company.” I sensed a degree of sympathy for those of us left behind. A few months later that same administrator attended a Chapter meeting, again smiling, and again employed within the legal community. More than once I have known a legal administrator to leave the profession, only to return.

Take pride in the knowledge that today you diffused a bad situation, salvaged a good plan, or solved a problem that most people would be unable to solve. I retired from what I often referred to as the best job in town. I hope most ALA Chapter members are fortunate enough to feel that their own job is the best job in town. It’s a great feeling.

I do enjoy retirement. I have enjoyed taking courses at local schools, travel, participating in Elderhostal programs such as a weeks study of the Dead Sea Scrolls in San Francisco, living for a week in a dorm at the University of Southern Oregon, studying Shakespeare and attending the Shakespeare festival in Ashland, playing bridge, and building closer bonds with my grandchildren. My son is a single parent. He told me I was a Godsend when I spent two weeks in his home while he was away for serious back surgery and rehab. I was glad I could relieve some of his concerns, although I did not enjoy nagging my grandson until he finally dragged himself from the bed and got ready for school. Neither did I enjoy constantly chasing the cat away from the kitchen cabinets. She seemed to win every race I had with her.

I am active in a 110-member woman’s club which raises money for charity and conducts organized bridge play. A former Chapter member told me she could not believe I would join a woman’s club. I did, and I enjoy it. But we have things to do and to talk about other than how our husbands like their eggs.

None of this sounds very bad. The simple truth is I miss working, and not only on the 1st and the 15th. I miss sharing ideas and solutions to common problems with members of ALA. One may grow weary, but legal administration is a challenging profession. We have the energy and ability to meet the challenge. Go ahead and dream of plans for retirement. Most of the fun is in the anticipation anyway. My advice to you is to consider the timing carefully. Retirement can be boring.

Eunice is a Life member of the Dallas Chapter. She served as Administrative Manager of the Law Department at Dresser Industries from 1959 to June 1985, when she became eligible for one of many early retirement offers made by Dresser prior to its acquisition by Halliburton. She joined Strasburger and Price as Human Resources Manager in January 1986, and retired once again at the end of 1995.

	Next ALA General Meeting – September 8th.

Dallas Chapter ALA announces an opportunity to Support Our Troops Overseas!

Please help the Dallas Chapter ALA afford to send some much needed items to our family members and friends stationed overseas in Afghanistan and Iraq. Personal care products, snack foods, reading material and fun stuff to help pass the time are in short supply on the front lines. Here's how you can get involved and make a difference for a soldier or an entire unit.

1. Provide contact information for a family member or friend who is stationed overseas. We will ship them a gift box of assorted necessities, some fun stuff that will help remind them of home, and a note letting them know that we support and appreciate their bravery.

2. Make a donation to this cause so that we can generously support as many family and friends (and the unit) as possible. Your check should be made payable to "Dallas Chapter ALA" and can be mailed to Sandy Reinhardt (our Treasurer) at Hartline, Dacus, Barger, Dreyer & Kern, LLP., 6688 N. Central Expressway, Suite 1000, Dallas, TX 75206. We would greatly appreciate donations of $20 or more, but we will gladly accept smaller contributions, pocket change, and gold bullion.

3. Volunteer to assist with collecting donations (in July), shopping for the supplies (in August) and packing the gift boxes for shipment (in September). Contact Jeff Gill at 214-939-5720 or jeff.gill@hughesluce.com to volunteer and for more information.

Following is a list of the items that we want to purchase and send to your family members and friends.

	Personal Care Products:
	Baby wipes (for personal hygiene; showers can be rare)
	Toothpaste, toothbrushes, dental floss
	Deodorant
	Waterless antibacterial hand sanitizers
	Lotion (to combat the low humidity, heat, blowing sand, and sun)
	Disposable razors
	Sun block & aloe vera
	Insect repellent and fly paper
	Eye drops (again, the blowing sand)
	Blistex, Chapstick, Vaseline, Carmex
	Saline spray
	Q-tips
	Ointment for athletes foot and foot powder
	Small portion sized laundry detergent
	Socks, socks, socks
	T-shirts

	Food Items:
	Drink mixes including, coffee, cocoa, tea, Tang, Crystal Light & Gatorade
	Gum, Lifesavers, mints
	Nuts, sunflower seeds, peanuts, trail mix
	Fruit cocktail in cans
	Cheese & crackers
	Canned tuna fish
	Power bars, nutrition bars, granola bars, pop tarts
	Candy (no chocolate due to temperatures > 120 degrees)
	Slim Jims
	Nacho cheese dip

	Fun Stuff:
	Frisbees, Nerf footballs, hackey sack balls
	Deck of cards
	CDs and DVDs
	Batteries - AA, AAA & C
	Books & magazines

July 7th Facilities Meeting - Scrapbook

Ken Covington	Patrick Duron	Richard Cantrell & Russell Huddleston	Russell Huddleston & Ellen Boydstun
The Facilities Section met on Thursday, July 7, 2005. Our speakers, Jennifer Schwen and Jason Johonnesson of Interior Maintenance Specialists, gave a presentation on stone resto-ration and maintenance.   Speaker Jennifer Schwen and Manny Valdez

July 28th HR Meeting - Scrapbook

Kris Marohn & Becky Longmore Nancy Bennett & Oma Conn Pam Pam Breier & Barbara Seymour

On Tuesday, June 28th, Brian Dodge inspired and entertained the group with his message entitled, “How to Build a Better You”.     July 14th General Meeting Need Help with Your Worklife? Downsized or Outsourced? Searching for Meaning and Money? On a Treadmill Going Nowhere? Living Only for Your Free Time? At our July 14th General Meeting - Capitalizing on Career Chaos - Dr. Helen Harkness, Ph.D., detailed the attitudes needed to support a radical new approach to aging and working in the coming century. With inspiring stories of people who created their most satisfying careers at an   Speaker Helen Harkness & Patty Stewart of people who created their most satisfying careers at an age when others were being “put out to pasture,” Dr. Harkness shattered the myth that growing older equals biological, mental, psychological, and creative decline and encouraged us instead to reset our career clocks. She charted a course for rethinking our future and finding career fulfillment in later life. She gave practical information showing us how to find the order in the chaos of our Information Age, how to shake loose from old stereotypes to creatively integrate aging and working, how to tell time differently - functionally, not chronologically - and how to develop success criteria and the action steps needed to get there. “Freedom is Knowing your Options” is her creed. She is the author of four books, “Best Jobs for the Future,” 1995; “The Career Chase,” 1997; “Don’t Stop the Career Clock,” 1999; and “Capitalizing on Career Chaos,” 2005. In these books, she teaches adults how to work and thrive in our current age of constant change and complexity. Helen Harkness, Ph.D., is a career consultant and the founder of Career Design Associates, Inc. You may contact her at options@career-design.com or 972.278.4701 to explore your options of career moves and to discover your best worklife path. Lori Bounds & Brenda Homan Bob Rapp, David Turner & Bob Gordon   Rhonda Hudson & Mona Seidl Lori Bounds & Brenda Homan Bob Rapp, David Turner & Bob Gordon Mary Anderson Susan Rogers The next ALA general meeting is our Vendor Appreciation Luncheon and it will be held September 8th at the Belo Mansion located at 2101 Ross Avenue. Our speaker will be Barbara Miller and her topic will be “How to Communicate with an Impact.” Lunch service begins at 11:45 a.m. Please RSVP no later than noon August 29th to the ALA General Meeting Reply Line at 214/746-5737 or via email to dcarlton@jenner.com. Please be sure to note whether you are bringing a guest. Guest fee is $20. We look forward to seeing you there!

Confronting Substandard Behavior by Chris Kane

Our images associated with confrontation are usually negative, probably accounting for our avoidance whenever possible. Most of us have only bad memories of attempts to confront lack of performance or unacceptable conduct in the workplace. Yet we all know that confrontation is sometimes necessary and deplore the unwillingness or inability of supervisors or colleagues to confront substandard behavior when necessary.

In the law firm, the organizational tendency to avoid confrontation is aggravated by the legal personality—so comfortable with problem solving and confronting a hostile witness, yet so ill at ease with the world of feelings. Yet, confrontation is unlikely to succeed without acknowledging the importance of feelings. To increase competency in this crucial skill, we borrow from the litigator’s manual by exploring confrontation from the following perspectives: What, Why, Who, When, and How1

…we can think of confrontation as the bringing together of people face-to-face to look at the same situation-to place the truth, as one person sees it, in front of another.

Confrontation Defined

A dictionary definition of confrontation is “to bring face-to-face.” Thus, contrary to common usage, this definition allows people to come together as friends as well as adversaries. For present purposes, we can think of confrontation as the bringing together of people face-to-face to look at the same situation—to place the truth, as one person sees it, in front of another.

Notice that this definition leaves room for differences of opinion as to truth. We all view the world from different and limited perspectives—no one has a monopoly on truth. The successful confronter will be genuinely interested in hearing the other person’s story and communicating his own.

Why Confront?

One reason to confront is to hear a supervisor’s version of the facts concerning the alleged harassment of a subordinate. Let’s say the example involves a male partner and a female paralegal. To be successful, an investigator must communicate to both the alleged harasser and the victim that their respective accounts are important—that the entire truth does not lie in one individual but in all the witnesses—and that a search for the whole truth motivates this confrontation.

A pre-arranged agreement for accountability can be another reason for confrontation. If an employee has agreed to meet certain expectations, a supervisor has the right to confront if performance or behavior is inconsistent with such expectations.

Care and concern for a colleague can also motivate confrontation. For example, a confrontation of a colleague with a drinking problem, if motivated by genuine concern for the individual has a real chance for success. But if the message is simply that the colleague must change or leave the firm, the result is more likely to be anger and denial.

Who Should Confront?

In a law firm, the supervisor who is charged with confronting substandard performance or behavior is likely to be the managing partner, practice group leader or, in the case of staff, the firm administrator. If the supervisor conveys an impression that confrontation is a distasteful job that is reluctantly undertaken, the process is probably doomed from the start. Communication of care and concern for the subordinate is necessary for real dialogue and agreement.

This is a difficult challenge in law firms because most lawyers are not feelers by nature. A recent study of more than 3,000 lawyers who completed the Myers-Briggs personality preference test confirms what lawyers and law staff already know-78% of all lawyers prefer thinking over feeling. This explains a lot about law firm miscommunications and avoidance of difficult conversations in the workplace. Thinkers prefer a quick, decisive, efficient confrontation while outnumbered feelers urge a more gradual, individualized, and personal process. The adversarial mentality of thinkers in a partnership meeting wears thin on feelers concerned about how other lawyers will feel about a decision.

Sensitivity to personality preferences—particularly the supervisor’s—is important to successful confrontation. Thinkers can also search out and consult with a feeler before confronting a subordinate. With practice and forethought, thinkers can become proficient in exploring a subordinate’s story, invariably involving feelings as much as facts. It’s not that thinkers don’t care; rather, they prefer to keep their feelings under wraps. Their challenge is to develop their “right brain” weak side to communicate better in difficult conversations.

Choosing the Best Time and Place

It is important to choose a time and place that will give the best chance for success. A supervisor should avoid confronting a paralegal for a mishandled exhibit when the trial team has been working around the clock preparing for trial. Physical or emotional exhaustion can easily lead to hostile shouting matches. Don't ask a subordinate if he or she has a couple of minutes to discuss something that has been bothering the supervisor. Too often a lack of control moves a confrontation into a conflict. Instead, a supervisor might state that
(1) he or she would like to discuss an issue;
(2) it will probably take "x" minutes; and
(3) what would be a good time and place to meet.

It is usually advisable to inform the person in advance of the issue to be discussed. This eliminates the element of surprise triggering defensiveness. Offering the other person an opportunity to reflect or talk with a third person before a meeting delivers a message that both parties should have time to prepare. Showing fairness and respect for the other person often creates an environment for mutual understanding. On the other hand, if there is a prior understanding that issues should be resolved immediately, prior notice may not be necessary. Similarly, in situations involving alleged work-place harassment, surprise may be necessary to search out the truth or stop the conduct in question. Unilateral scheduling of a confrontation in the supervisor's office can also backfire because the subordinate feels a loss of control. Obviously, delivering observations of substandard performance from behind the boss's oversized desk is not conducive to constructive dialogue. If the subordinate has a private office, that can be an ideal place for a confrontation. A neutral conference room is a good second choice. If the supervisor's office pro-vides the only privacy, the subordinate should be invited to sit around a conference table or coffee table.

How to Confront?

The skills needed to effectively confront another in the work-place can be boiled down to the following principles and guidelines:

1. Confront, if possible, in the first person. Phrases, such as “It has come to my attention that…or “Several of your co-workers say…” communicate that the organization is “ganging up” on the person being confronted. If the per-son doing the confronting can speak from personal observation, this usually increases the chances for a successful outcome.

2. Own your own thoughts and feelings. Don’t confront on behalf of others. Sometimes a leader will be asked to confront a colleague on behalf of other partners. If a leader does not share the group’s concerns, he or she should work with the group to clarify the issues and goals. If the leader is still unconvinced, the group should be encouraged to communicate directly with the individual.

3. Be assertive. Assertiveness means expressing a supervisor’s own wants and needs (and those of the organization if shared by the supervisor) while respecting the wants and needs of the person being confronted. Assertive personalities communicate openly, honestly, directly and appropriately. Notice that there is an essential element of caring and compassion in this definition. Initiators of confrontation who are direct but lack understanding and respect for the other person’s story are often met with hostility. The goal is to combine direct and honest communication with a sense of caring for the other person. Being assertive also implies that the supervisor has communicated clear standards of behavior as well as previous failures to comply.

4. Confront concrete examples of the behavior - not the employee. Focusing on behavior and not the person is sometimes a challenge. Nor can a supervisor assume that the person being confronted will be able to make the same distinction. Nonetheless, the goal should be to avoid the perception that the observations attack personal values and identity. Don't start out, "I was very upset by what you said in front of our client." The implicit message is that you undermined me-at best, you were stupid. Instead think "out-of-body" like a mediator who describes two stories-yours and the person being confronted-as a disinterested observer. The goal is to get both parties to sign on to the same description of what's happening.

5. Focus on the behavior-not the intent. Any behavior can and usually does have multiple causes unknown to both participants. Mind readers are cautioned to avoid speculation and stick to the facts.

6. Be an active listener who is willing to be confronted. Recalling the basic premise that each person has only part of the truth, the initiator must encourage the other person to share how the situation looks from his or her perspective. This mind frame challenges supervisors to suspend assumptions and keep an open mind. Listening well means paying attention to body language. Be careful not to give the impression that the initiator of a confrontation is too busy to give this matter his or her full attention (by taking a telephone call, for example). Remember that 80% of communication is body language.

7. Explore their story and yours as the confrontation moves from observations through feelings and needs to requests. Express your feelings/needs and tune into the feelings/needs of the other person. Explore issues and negotiate needs/wants of both parties. Seek solutions that benefit both parties-a win/win for the employer and employee. Summarize and bring closure: What has been agreed? How will the agreement be evaluated? What has been learned?

Conclusion:
There are no magic bullets that will assure success in confron-tation. Learning to be assertive yet compassionate is a difficult balance to achieve. Success usually comes only after much trial and error. Nonetheless, it is a skill that law firms and law-yers need to develop and promote. The reward will likely be fewer complaints from disgruntled employees as well as more loyalty and commitment to the organization and its mission.

Reprinted with permission from Soundings, the newsletter published by the Puget Sound Chapter of the Association of Legal Administrators, December 2002.
1. Difficult Conversations-How to Discuss What Matters Most (Stone-Patton-Heen) Penguin-Putnam, Inc. 1999, and Collaboration (Sofield-Juliana) Ave Maria Press, 2000
2. Lawrence R. Richard, The Lawyer Personality, Altman Weil, Inc., 1993.
Chris Kane is an attorney as well as a consultant associated with Seattle-based Reid & Associates Consulting. Chris focuses most his energy on helping organizations and their leaders become more effective in managing conflict and change. He also has investigated allegations of employment discrimination and harassment for organizations as an independent contractor. Chris can be contacted at ckane@rediconsulting.biz or at (206) 528-3780.

Member profiles

The Dallas Chapter is fortunate and proud to have Tina Cunningham’s and Sandy Robertson’s contributions. Although they have been members only one year, they have already assumed leadership roles by serving as Co-Chairs of the Facilities Section.

Tina Cunningham

	Akin Gump Strauss Hauer & Feld LLP    Facilities/Conference Services Manager Q. What did you do prior to your present job? A. I was an Assistant to the Firm Administrator Q. What are your responsibilities and title at your present law firm/organization? A. Facilities/Conference Services Manager Q. How long have you been in law office management? A. 4 Years Q. How long have you been a member of ALA? A. 1 Year Q. What do you enjoy best about being a part of ALA? A. The networking opportunities and the access to a wide variety of information. Q. How has your affiliation with ALA helped your career? A. It has enabled me to network with peers at other firms and to find innovative ways to do my job. Q. What outside interests do you have? Tell us something about your personal life, i.e., married, single, hobbies, pets, organizations you participate in, family, friends, etc. A. I enjoy reading and spending time with friends.

Sandy Robertson

	Gardere Wynne Sewell LLP    Director of Administrative Services Q. What are your responsibilities and title at your present law firm/organization? A. I have been at Gardere Wynne Sewell, LLP, for 28 years. I started my career at Gardere as a legal secretary, then moved into adminis-tration after approximately two years. A few years later, I assumed the newly created role of Facilities Manager. I am now Director of Administrative Services. The firm’s contin-ued growth and expansion into other cities has afforded me challenging growth opportu-nities. Q. What outside interests do you have? Tell us something about your personal life. A. Married to Randy Robertson, have a 21 year old daughter, 27 year old stepson, the cutest 4 year old grandson you have ever seen, and three weenie dog/people that run our house. Quilting is my hobby. The saying “She who dies with the most fabric wins!!” would qual-ify me for first place. I also love to read and garden (newly acquired hobby since moving to the country last year). Q. What do you enjoy best about being a part of ALA? A. Dallas legal facilities managers have rec-ognized that a professional organization has been needed for many years to address our needs. I joined ALA last year after the Facilities Section was formed. We have a great group of Section members. It is so ben-eficial to be able to discuss issues and share information and resources with others who are facing the same issues as I face every day. I am very impressed with the ALA members, not only in the Facilities Section, but through-out the Chapter.

July 21th Summer Social

The Chapter escaped the heat at the Summer Social at Campisi’s. This great event was generously sponsored by Scott Sweet of Northwestern Mutual Financial Network and Steve Gwinn of Strategic Employee Benefit Services Competition for door prizes was fierce, but the final winners were:

	Sandy Reinhardt - Campisi’s gift certificate
	Pam Breier - Borders gift certificate
	Sandi Corcoran - Borders gift certificate
	Bob Gordon - Luna De Noche gift certificate
	Terri Barton - Rangers tickets
	Cindy Stanley - Rangers tickets
	Lily Bussey - Neiman’s spa certificate
	Cindy Stanley is going to a Rangers game!
	Terri Barton - Rangers tickets
	Amy Flowers with Hosts Scott Sweet and Steve Gwinn

Amy Flowers with Hosts Scott Sweet and Steve Gwinn		Cindy Stanley is going to a Rangers game!