ALA Fall 2016:Sept-Oct new layoutmdala.org/wp-content/uploads/2014/01/Fall-2016.pdf4 Fall 2016...

A CHAPTER OF THE ASSOCIATION OF LEGAL ADMINISTRATORS

FeaturesPresident’s Message . . . . . . . . . . . . . . . 5

What the Heck is Metadata . . . . . . . . . .6

Moving Checklist . . . . . . . . . . . . . . . . . . 9

Advanced LeadershipConsortium . . . . . . . . . . . . . . . . . . . . 14

The Ugly Password Method . . . . . . . . 17

Movies and Machines . . . . . . . . . . . . . 18

5 Ways to Master YourWorkday Energy . . . . . . . . . . . . . . . . 20

CLM Corner . . . . . . . . . . . . . . . . . . . . . .22

Member Input . . . . . . . . . . . . . . . . . . . .25

Mission Statement . . . . . . . . . . . . . . . .27

HR Quiz . . . . . . . . . . . . . . . . . . . . . . . . .28

Copyright ©2016 Maryland Chapter, Association ofLegal Administrators.

disclosures is published four times a year and is dis-tributed to Chapter members and law firm managingpartners. To submit articles, contact Vickey Wagnerat 410.230.3806.

Article reprints are available upon written request.

disclosures is copyright protected and is not to bereproduced in any form without written permissionfrom the publisher.

the newsletter of the Maryland Chapter of The Association of Legal Administrators, Inc.

FALL 2016www.mdala.org

Cookie Month and

National Pizza Month

disclosures Fall 2016 3

For more detailed information on these eventsplease visit the Chapter website: www.mdala.org

Calendar of Events

OCTOBER6-8 Business of Law Conference (AZ)

13 Educational Program (Finance)

27 Business Partner Exhibition Event

27-29 Business of Law Conference (IN)

NOVEMBER2 New Member Lunch

17 Managing Partner Event

DECEMBER1 Charitable Giving Event

JANUARY 201712 Educational Program (Work/Play)

Child Safety Protection Month and

Peanut Butter Lovers Month

BINGO Monthand

Write A FriendMonth

www.deximaging.com

MARYLAND CHAPTER2016-2017

PresidentSteve ShafferFranklin & Prokopik, [email protected]

Immediate Past PresidentRenee Lane-KunzShapiro Sher Guinot & Sandler, [email protected]

President-Elect/MembershipRuth FrySaul Ewing, [email protected]

Vice President/ProgramsDebbie MelnykBeveridge & Diamond, [email protected]

TreasurerEthel [email protected]

SecretaryKristi PeytonSilverman, Thompson, Slutkin,White, [email protected]

4 Fall 2016 disclosures disclosures Fall 2016 5

Did you know . . .

October 13, 1792 – the cornerstone of the White House was laid by GeorgeWashington. The building, located at 1600 Pennsylvania Avenue, is three sto-ries tall with over 100 rooms, and was designed by James Hoban. InNovember of 1800, President John Adams and his family moved in. Thebuilding was first known as the “Presidential Palace,” but acquired the name“White House” about 10 years after its completion. It was burned by Britishtroops in 1814, then reconstructed, refurbished and reoccupied in 1817.

By: Steve ShafferFranklin & Prokopik

[email protected]

How time flies! Was it only a short eight months ago that Maryland was blanketed with30+ inches of snow which was followed by our typical hot and humid Baltimore sum-mer? Fall signals the end of summer vacations and renewal of many things - the begin-ning of school, shorter days AND a return of the Chapter activities. Recently nine chap-ter members (including two scholarship recipients) were in Boston for the RegionalConference (which replaced the Business of Law Conference, which, in turn, replacedthe original Regional Conference name). The conference had a number of very informa-tive educational sessions. The Boston Chapter also invited attendees on a cruise of theBoston harbor on a beautiful, summerlike night.

The Executive Board has a full slate of programs ready for you. By the time this issue ispublished, the chapter will have already had our popular HR Roundtable program onSeptember 15 which was hosted by Ober/Kaler. This will be followed by a presentationby Steven Manekin, CPA, on October 13, our annual business partner exhibition eventon October 20 and our annual Managing Partners event on November 17. Before youknow it, the holidays will be here again and we will have our charitable giving event onDecember 1. Please mark your calendars now so that you will be able to attend theseevents.

Our monthly Board meetings are open to all members and we invite you to attend. If any-one would like to join a Committee , we are always looking for volunteers. Our chapteris for the benefit of our members and we want to hear from you. If there are any ques-tions or concerns that you may have, please do not hesitate to contact me or any mem-ber of the Executive Board.

ExecutiveBoard of Directors

President’s Message


In a few short words, Metadata is data that describes data. It’s the hidden information that is embedded in electronicfiles and yes, you should worry about it.

This data often includes tracked changes, revisions, comments, annotations, custom properties and other relevant content information.

Maryland’s Rules of Professional Conduct do not require the receiving attorney to notify the sending attorney that theremay have been an inadvertent transmittal of privileged material. This makes the handling and awareness of Metadataan important aspect when exchanging any type of file.

We should be cognizant that Metadata does exist and understand that there are ways that it could be used once litiga-tion ensues.

There are several third party programs such as Workshare Protect that can analyze and remove Metadata from a largegroup of files in one fell swoop and there are also tools built into Microsoft Word and Adobe Acrobat that you can usenow.

Starting with Microsoft Office 2007, Microsoft quietly released its Document Inspector tool to facilitate the removal ofMetadata. This tool is now included with each version of Office and it’s very easy and straightforward to use.

Adobe Acrobat has also incorporated a “Remove Hidden Information” feature beginning with version 9 that is also easyto use.

Another common method that removes a majority of Metadata from your Word documents is to simply save it as a PDFfile.

Remember Benjamin Franklin’s quote, “An ounce of prevention is worth a pound of cure”.

We’ll demonstrate how to remove Metadata using Word 2016 and Adobe Acrobat DC with the following steps.

Adobe PDFTo check for and remove personal information from Adobe PDF files from Acrobat versions DC and above:Open the PDF document.Choose “Tools” and then select “Redact.”Choose “Remove Hidden Information” and wait for the tool to finish running.If any items appear in the Results, click “Remove.”Save the file. Note that identity information is not removed until the file is saved.

To check for and remove personal information from Adobe PDF files from Acrobat versions 8, 9, and X:Open the PDF document.From the “Document” pull-down menu, select “Examine Document” and wait for the tool to finish running.If any items appear check marked, click “Remove.”Save the file. Note that identity information is not removed until the file is saved.

What the Heck is Metadata and Should I Worry About It ?

Microsoft Word filesTo check for and remove personal information from Word 2010 thru 2016 files:Click the File tab at the top-left corner of the window.Click “Info” in the column at the left side of the window.Click the “Check for Issues” drop-down menu, and then click “Inspect Document.”Check the “Document Properties and Personal Information” box (you can uncheck the rest of the options), then click the“Inspect” button.Click the “Remove All” button at the top of the window, and then click the “Close” button. Be sure to save the documentafter making all of your changes.

To check for and remove personal information from Word 2007 files:Right click the Word file.Click “Properties” and select the Details tab.Click “Remove Properties and Personal Information.”Choose “Create a copy with all possible properties removed” and click OK, or choose the radio button for “Remove thefollowing properties from this file,” check mark your selections, and click OK. This removes hidden personal information from the copy that Word has created. The new file has “copy” added to theoriginal file name.

John Pardoe founded Byte Right Support, Inc. in 1999 to support Law Firms and Legal Technology.

Byte Rights team of professionals provide support to over 450 firms in the Maryland/DC area and has been recognizedby the Baltimore Business Journal as being one of the top service providers in Maryland.

As the President of Byte Right Support, John is very active with various Bar and Legal Associations.

When he’s not running the day to day operations of Byte Right Support, John can be found in his vineyard pruning grapesand enjoying wine.

[email protected] Right Support, Inc.335 N. Charles StreetBaltimore, MD 21201410-347-29831-855-736-4437

May 12, 2016Affordable Care Act Program

at the Hotel Monaco

disclosures Fall 2016 98 Fall 2016 disclosures

Experts say the most stressful life occurrences are death of a loved one, divorce, illness, job loss, and MOVING. No won-der members frequently inquire about a moving checklist. Tracy Byers was kind enough to share her work. Tracy’s origi-nal checklist had columns to indicate who the task was assigned to, target completion date, and actual completion datebut those items were removed for formatting purposes.

1. Project Development and Space Selection1.1 Develop timeline and project schedule1.2 Employee census and occupancy review1.3 Bid and award architect, project manager or both1.4 Site survey and facility review of current and proposed locations1.5 Do test fits, choose location & negotiate lease1.6 Do detailed construction drawings of floor plan for new space that identifies work stations, equipment centers,

offices, conference room needs, fixtures, and other support spaces (include seating assignments for all)1.7 Develop office relocation budget1.8 Bid and award construction contract1.9 Bid and award moving contract

2. Technology2.1 IT infrastructure assessment of current and proposed locations2.2 Inventory of all technology assets2.3 Evaluation of current cabling and network via industry best practices2.4 Evaluation of technology upgrades for potential project consolidation2.5 Inventory of critical business and support applications2.6 Evaluation of network downtime options versus redundant hardware and applications during cut over2.7 Desktop relocation support strategy and resources2.8 Identify any changes necessary to be made in accounting system for new address2.9 Evaluate other equipment (take v. replace) - fax machines, postage machine, other?2.10 Evaluation of power, AC, ventilation, network and equipment positioning requirements

3. Selection of furnishings3.1 Furniture selection criteria and specifications3.2 Comprehensive furniture inventory3.3 Evaluation of furniture options: (Reuse existing furniture, Repurpose existing furniture, Purchase new furniture,

Purchase refurbished options, Sell/decommission old furniture)3.4 Order needed office furniture3.5 Evaluate artwork - taking v. discarding3.4 Arrange for elevator lobby signage3.5 File all warranty info for new furniture & equipment

4. Telecom4.1 Evaluation of phone system: order new or relocate existing4.2 Phone numbers: order new or transfer existing through carrier4.3 Data services: order new or transfer existing (POTS, T-1, ISDN, DSL)

5. Paper and Supplies5.1 Manage supplies as move date approaches5.2 Order all printed materials with new address (stationery, business cards, envelopes, bill paper, ___________ )5.3 Notify banks of new address and order new checks for all firm accounts (remind attorneys who have individual

escrow accounts to do the same)

(continued on next page)

Moving Checklist


5.4 Order name plates for all5.5 Order move t-shirts

6. Communications6.1 Internal communications plan for employees6.1.1 Prior to move - All Personnel MOVE Meeting (schedule several?) - give out 'move' t-shirts6.1.2 New building rules6.1.3 Parking procedures6.1.4 Move dates6.1.5 Move and packing procedures6.1.6 Network outage and contingency plan6.1.7 Phone list - update for personnel, conf rooms, other spaces6.1.8 Required HR postings6.1.9 Organize fun stuff (see 6.6)6.2 Create communications plan for clients, courts, opposing counsel, other lawyers, referral sources, government

agencies, bar associations, announcements, website, social media sites, other?6.2.1 Building signage6.2.2 Update website and print and e-collateral materials to reflect new information6.2.3 Revise advertising (including Yellow Pages and other directories)6.2.4 Notify post office of change of address6.2.5 Message scripts for communicating with external constituents6.2.6 Announcements mailed6.2.7 Vendors – notify re: change of address - supply or update your mailing list if you want vendors to get an

e-announcement related to move and new address6.2.8 Notify others as indicated above in 6.26.2.9 Email campaigns: (1) pre-move: announce upcoming move and (2)on move date: announce new address6.2.10 Press release6.3 Plan party - employees, clients, etc. - once in new space6.4 Put together branding welcome pack for staff (internal map, printer locations, coffee mug filled with candy, other

branded gift)6.5 Arrange for staff to tour new premises a few weeks prior to move6.6 Organize fun stuff - ideas:6.6.1 Guess how many truckloads the firm will ship to its new location6.6.2 Guess the exact minute someone will leave a message letting everyone know they can enter the building6.6.3 Have bazaar & give-aways of old marketing materials, outdated supplies, etc.6.6.4 Have t-shirt design contest for the branded t-shirts6.6.5 Have firm leaders come up with contest gifts6.6.6 Conduct poll re: everyone's favorite and least favorite piece of art

7. Document Management (hard copy files)7.1 Plan for on-site storage needs7.2 Continue file cleanup efforts

8. Move Preparation8.1 Identify building restrictions for move hours8.2 Schedule parking and unloading at old and new sites8.3 Obtain any special moving and/or parking permits8.4 Reserve elevators & loading docks for moving day8.5 IT staff to manage disconnect and reconnect of servers and data centers8.6 Arrange to have sensitive items packed and moved8.6.1 Computers

8.6.2 Telephone equipment8.6.3 Networking equipment and servers8.6.4 Copiers8.7 Determine employee packing requirements8.8 Determine common area packing requirements8.9 Order packing supplies (ask mover about crate rental vs. boxes)8.10 Communicate packing/labeling guidelines – professional movers will provide custom packing instructions and

labels8.10.1 Color-code furniture to a color-coded floor plan8.11 Packing schedule: determine what can be packed in advance vs. last minute so your business can continue to

operate as efficiently as possible with the least amount of interruption8.12 Ask employees to take valuables or fragile items home (includes partners with personal furniture that won't be

moved)8.13 Ensure boxes or containers are properly packed and labeled with office location or name, importance, and

contents8.14 Name conference rooms8.15 Order parking cards and ensure they come in8.16 Order building access cards and ensure they come in8.17 Check insurance coverage for move8.18 Distribute building access cards to everyone8.19 Collect and return old building access cards8.20 Distribute parking cards8.21 Collect and return old parking cards

9. Vendor arrangements9.1 Furniture installation/reconfiguration9.2 Architectural9.3 Cabling9.4 Telephone/data (POTS, T-1, ISDN, DSL)9.5 Network (upgrade, back up, prepare for move)9.6 Security system9.7 Secure document destruction and removal9.8 Janitorial9.9 Plant watering9.10 Vending9.11 Supplies9.12 Courier

10. Moving Day10.1 Have A/C on - both locations

11. After move11.1 Distribute branded 'welcome pack' for employees11.2 Artwork to be hung in public spaces (and in offices?) - make special arrangements11.3 First aid kits mounted11.4 Employee Move Orientation Meeting (include security, fire & safety procedures)11.5 Hang bulletin boards – HR stuff11.6 Follow up on all remaining punch list items11.7 Ensure lobby directory is updated

Moving Checklist (continued)

May 22-25, 2016National Conference


Did you know . . .

November 6, 1860 – Abraham Lincoln was elected as the 16th U.S. Presidentand the first Republican. He received 180 of 303 possible electoral votes and40 percent of the popular vote.

KRISTEN D’ANGELO

What profession would you choose if you weren’t a legal administrator?I would most likely be a therapist or a social worker. I am at my best when helping others resolve their problems and giving them tools they can use to make their lives easier and more fulfilling. Luckily, this is part of my job as a legaladministrator!

What was the first job you ever had?My first “real” (i.e. tax-paying) job was in high school as a Sales Associate for KB Toys (during Christmastime!). I haveworked several retail and service industry jobs over the years, and the lessons I’ve learned from these jobs about customer service (client service) and dealing with difficult personalities have been invaluable in navigating the corporateworld.

What do you do for fun when you’re not “administrating”? Impromptu dance parties with my daughter, playing board games with friends, planning my next vacation.

What do you enjoy most about your job?Every day as a legal administrator presents unique challenges, and I feel fortunate that I get to use different aspects ofmy abilities – whether technical, logistical, or interpersonal – to address these challenges. There’s never a dull moment!

What do you consider to be the biggest challenge of law firm management? Communication: keeping everyone informed and on the same page, getting people to listen to one another and take thetime to understand issues from different perspectives.

New Member Spotlight

I B S U N Z Q Q I W K K A W H C L I X TJ R F U D L C T T S R V G P O D U O C FC E R K O Q N N N Q Q C L N Y E F E T IY A I E I I A U I E O H S K L B T G I HU T Y M S I C J X U C I T B D M H N D MG H W R D I C A R H D I A K N K G I I ES T B A V V S T R E E K F T S R U T G KR A R G I Y E T R G R D F I X G O E N IK K D F M O V A I A M R A K N E H V I DE I D A U M T P M B O U H Y G G T I F SP N T S Y E S E T O L F D B T F A R I NB G C M Z V R S T U P E N D O U S M E RR R E T I S I U Q X E T J N V Q B Y D LG N I L L A R H T N E K K A Z U L Q G TH D U L E J D K T R K I C K E K D T S IX Z A S L C T X R N S G F L J K U B A CR N I K I I B Q A F J Y S O F Y F W K KA Y V R Z B A W O M L E I K B I E E I FQ U P E O Q L N X C B H D B K R W N K CT N L S T K R X T Y V R H T O Z Y J H L

BREATHTAKING

BRILLIANT

CONSIDERATE

COURTEOUS

DIGNIFIED

ENTHRALLING

EXQUISITE

GRACIOUS

Words to Use More Often

IRRESISTIBLE

MAGNIFICENT

RADIANT

REMARKABLE

RIVETING

STUPENDOUS

THOUGHTFUL


Preventing and Responding to Crisis involving Active Shooters

The Advanced Leadership Consortium (ALC) is a dedicated team of law enforcement, public safety, and criminal justiceexperts committed to broadening the strategic growth in the complex field of public safety. Founded in 2012, ALC spe-cializes in the training, development and assessment of strategic programs that reduce crime and enhance relationshipsbetween the community and law enforcement agencies. Working with its vast network of public safety experts, ALC hasextensively worked with criminal justice agencies throughout the Mid-Atlantic region in the assessment, developmentand training of innovative public safety programs. In the past year, ALC partnered with Yale University, Loyola University,and New Psalmist Baptist Church in Baltimore to conduct several regional summits that examined national violencetrends and active shooter incidents. During these summits, ALC facilitated presentations to thousands of public safetyprofessionals and education executives on violence prevention, active shooter trends, crisis planning, and post incidentrecovery.

Understanding Active Shooter IncidentsThe United States Department of Homeland Security has described an active-shooter as an individual, or individu-als, actively engaged in killing or attempting to kill people in a confined and populated area. These incidents are oftencharacterized by seemingly illogical actions and motivations of the perpetrator and overall incident chaos. They oftenleave us feeling that violence and tragedy can strike at any time and in places where we feel most safe.

In 2014, the FBI released the one of the most comprehensive studies on prevailing trends in active shooter incidentswithin the United States. The report entitled, a “Study of Active Shooter Incidents in the United States Between 2000and 2013” examined 160 active shooter incidents over a thirteen year time period and included several of our Nation’smost heartbreaking events, including the tragedies at Virginia Tech, Sandy Hook Elementary School, and the Cinemark’sCentury 16 movie theater in Aurora, Colorado. Some of the most significant findings of this research includes:

• Active shooter incidents are a significant problem in the United States. Over the span of the study, these incidentsresulted in the death or serious injury of 1,043 people.

• The frequency and lethality of active shooter incidents is increasing at a significant rate. During the first seven yearsof the study, the United States average 6.4 incidents per year. From 2007 to 2013, this average rose substantially to16.4 incidents per year.

• Commercial establishments and academic institutions are targeted most frequently. Nearly half (45.6%) of all inci-dents took place in the commercial or workplace environment, followed by nearly a quarter (24.3%) of incidents occur-ring in colleges and schools.

Public safety experts and researchers point to April 20, 1999 as a pivotal date in the escalation of the active shooterphenomenon in the United States. On this date, two adolescent students planned, prepared and executed an elaboratetactical attack at their own high school in Columbine, Colorado. For law-enforcement this incident is frequentlydescribed as a watershed event that changed how police respond and mitigate incidents of active-shooters. AtColumbine the police followed conventional training protocols of the time. They secured a perimeter and waited for spe-cially trained tactical units to arrive and enter the school. Sadly, this delay in entry into the building extended the dura-tion of the rampage and over the span of nearly 40 minutes, the suspects systematically injured and killed 33 of theirfellow classmates and teachers.

The story of Columbine has been re-told and sometime glamorized through a variety of mediums within pop culture.Several movies attempt to capture the perspective of the perpetrators and in some ways glorify their actions.Additionally, at least two highly controversial video games have been created and widely distributed. These video games

Advanced Leadership Consortium

give users the ability to assume the roles of the Columbine shooters and to act out the sequence of events. This sensa-tionalizing of the Columbine tragedy has unintentionally given the Columbine shooters postmortem fame. Manyresearchers believe that this attention and fame has been the primary catalyst and motivator that has incrementallyincreased the frequency of active shooters in the United States. We know now that many post-Columbine shooters, studypast events and develop elaborate plans with the hopes of outdoing their predecessors.

Safety and Preparation is Everyone’s ResponsibilityOne of the primary lessons of Columbine, is that time is of the essence in an active shooter incident. How potential vic-tims and public safety officials prepare and react during the initial stages of an active shooter event has a significantimpact in the overall outcome. Since Columbine, law-enforcement has changed active-shooter response protocols andregularly trains to take immediate action during the critical first seconds and minutes when they arrive on scene. Schoolsystems around the country now regularly train for active shooter events by preparing students and teachers with codewords and practicing response drills. In many jurisdictions, law enforcement and school systems have established mean-ingful partnerships and work together to look for potential warning signs and proactively reduce the potential threat ofan active shooter event.

However, the tremendous gains in preparation found within most school systems have not been replicated in most com-mercial or workplace environments. Despite the increased like hood of a potential threat, most commercial institutionsand businesses remain woefully underprepared. We often hear from many businesses that they lack time and resourcesto adequately prepare or that safety, preparation and planning is a responsibility of only security or local law enforcement.Sadly, this limited perspective creates an institutional dynamic where attention and change only occurs when it is toolate, in the aftermath of a tragedy. School systems have recognized the peril of this perspective and adopted a philoso-phy that safety and preparation is responsibility shared by all. Every person, regardless of position, must be empoweredthrough training to recognize potential threats, participate in planning and practice crisis response.

The Advanced Leadership Consortium has facilitated training sessions on violence prevention, active shooter trends andcrisis planning for over 1000 of public safety practioners, school executives and private business partners. On June 7,2016 the ALC had the distinct honor of training the Maryland Chapter of the Association of Legal Administrators (MDALA)during their quarterly meeting. During this training session, it was apparent that MDALA recognizes the importance oftraining and preparing legal administrators throughout the region on crisis planning. This meeting was an excellent stepforward in building internal capacity in the development of planning and preparation.

Though some private businesses have recognized the importance of providing their staff with active-shooter training,many are still behind the curve. Based on the progress of law-enforcement and educational institutions, many tragicevents have been adverted and lives have been saved. The private business world now needs to take action and ensurethat their communities are prepared to prevent incidents, and react if disaster strikes. Awareness and training are thebest solutions, and ALC is available to assist you with your planning, preparation and training needs.

ALC contact information: Web-site- alcleadership.comEmail- [email protected] – (443)550-1252.

Operating PartnersJohn SkinnerWilliam Davis

June 7, 2016Workplace Violence /Active Shooter Training


The EASY way to create “UGLY” passwords that are easy to remember yet relatively secure.

Here’s how to build your UGLY password:

STEP 1 - Pick something abstract and uncommon, but extremely familiar to you, then create a hint. EXAMPLES:

I grew up on Starkington Drive. (Hint: Kid Street)My father’s first car was a Gremlin. (Hint: Dads Car)I loved the drink Tang as a kid. (Hint: Fav Drink)

Note capitalization: Many sites require upper and lower case passwords.

STEP 2 - Pick a number that is extremely familiar to you, but nothing obvious, and then create a hint.EXAMPLES:

My football number in high school (23) & college (65). 2365 (Hint: High&Coll Football)My phone number when I was a kid was 555-123-6789. (Hint: Kid phone)The year I was born is 1978. That backwards is 8791. (Hint: Born-back)

STEP 3 - Look at the website you are visiting and pick the first 3 letters (web3).EXAMPLES:

www.gmail.com gma (web3) or gm (web2)www.Live.com liv (web3) or l (web1)www.Toshiba.com tos (web3)

STEP 4 - Pick a special character. (! “ # $ % & ‘ ( ) * + , - . / : ; < = > ? @ [ \ ] ^ _ ` { | } ~)EXAMPLES:

! (Hint: wow)% (Hint: part)

* (Hint: in the sky)Note: Many sites require a special character because they increase the level of security of a password.

STEP 5 - Now create your password hint: EXAMPLES:

1. For the site Toshiba.com - Dads car, High & Coll Football, web3, wow2. For the site live.com – Born-Back, Fav Drink, web1, web3, part3. For the site gmail.com - KidStreet, Kid phone, web2, web3, in the sky

Decoded hint/your password: Look at your contact for your hints, then decode in your head. 1. Gremlin2365tos!2. 8791Tanglliv%3. Starkington6789gmgma*

Password managers are another viable option to store/remember and easily retrieve your passwords, my preference isthis methodology because they are only exposed when I’m logging into that specific site. However, as we have learnedfrom recent security breaches, you can’t be 100% secure.

This article originally appeared in ILTA’s Winter 2015 Peer to Peer magazine titled “Security, Up High and Down Low”and is reprinted here with permission. For more info about ILTA, visit www.iltanet.org.” And the second sentence isoptional.

By Phillip SultanCIO/CFMO of Watt, Tieder, Hoffar & Fitzgerald, LLP, [email protected].

The Ugly Password Method

June 11, 2016Habitat for Humanity


I love everything about the movie-going experience: the massive mounds of popcorn doused with streams of butter, thebuckets of Coca Cola that could quench a camel’s thirst, the way the theater magically fills with fifty movie critics as soonas the previews begin, and that Dolby Digital sound.

This past week was my first trip to my neighborhood theater since it underwent renovations earlier this summer. Uponentering, I first noticed the once-expansive ticket counter was now a row of self-serve kiosks. There had been kiosks inthe lobby before so this wasn’t a drastic change. They also redesigned the concession area to include two self-servesoda fountains. Half of the theater was now automated, practically overnight.

As I stood there watching each person in front of me become oriented with this new process, I began to think about theimpact automation will have on my industry. Our endless pursuit of efficiency and cost-cutting has led to an ever-increasing list of services and products provided without human intermediaries, placing more responsibility on the consumer.

Consumers are willing to accept this burden because the rewards of cheaper products and faster service outweigh thepotential costs. Press the wrong button, get the wrong soda. An annoyance? Certainly. A catastrophe? Not remote-ly. But what happens when the stakes are higher? What happens when the implications reach farther than our tastebuds?

Attorneys, accountants, doctors, and financial advisors have all seen the landscapes of their professions change inrecent years as automation and do-it-yourself digital solutions have provided individuals cheaper and quicker access tothose professions’ knowledge and expertise. LegalZoom, TurboTax, WebMD, and financial robo-advisors have all disrupted their respective industries. Consumers continue to leverage these resources, seeking free or inexpensiveguidance.

The problem is that this technology is not yet advanced enough to interpret the complexity of human nature. We are notobjective beings. This opens the door for mistakes that far outweigh the short-term benefits of cost savings. You knowimmediately if you get the wrong soft drink. A mistake on a will drafted online might very well not be discovered until theperson’s death. Similarly, a careless mistake while completing one’s online tax return could take years to discover,resulting in costly back taxes.

While these robo-solutions can be valuable resources, we have to be careful about when to utilize their capabilities. Theyexecute functions and programs. They do not think. They do not remember. They do not draw upon previous experi-ences and apply that knowledge to a unique situation. And – most critically – they are confined to the information pro-vided by the user. Currently, the technology simply does not exist for these do-it-yourself digital solutions to completelysupplant their human counterparts. The costs of a mistake are simply too high. But for how long will we maintain thisadvantage?

Google and Apple are pouring hundreds of millions of dollars into developing cognitive assistants – artificial intelligenceadvanced well beyond the capabilities of Siri and Google Now. Toyota announced last year that it is committing two bil-lion dollars to its research and development. As artificial intelligence continues to advance, so too will the complexityof the jobs it intends to replace.

Until technology is able to autonomously interpret the range of our subjective tendencies, humans will remain the bestresource for addressing our most complex situations.

Tyler A. Eure is a registered representative of and offers securities, investment advisory and financial planning ser-vices through MML Investors Services, LLC. Member SIPC. Supervisory office: 11350 McCormick Rd., Executive PlazaIV, Suite 200, Hunt Valley, MD 21031, 410-785-7654. TriBridge Partners, LLC is not a subsidiary or affiliate of MMLInvestors Services, LLC or its affiliated companies.

By Tyler A. Eure

Movies and Machines

Three 8-ounces cups of coffee and a half of pound of sugar per day is what the average American is consuming! Why?Besides being addictive and delicious both of these substances give out instant energy and boy are we in an energydeficit. The majority of professionals are sick and tired and since they don’t even have the energy necessary to make thechanges in their life to get at the root cause of their fatigue they turn to quick fixes. These stimulant band-aids give fakeenergy, create dependencies, disconnect us from our body’s signal exacerbate lifestyle mismanagement, deplete thebody of energy-generating resources, and allow professionals to push beyond the limits of the body and mind. Combined,this all leads to the fattest, sickest, least engaged, most depressed and most exhausted workforce ever. There has gotto be another way!

Here’s an alternative perspective...if we respect and care for ourselves enough to manage how we move, eat, rest, andcreate happiness we wouldn’t need fake energy. It really can be that simple. Below are 5 Ways to Master Managing YourWorkday Energy that I present to my clients in guiding them towards more natural energy and vitality.

1. Live Life like a Sprint Not Marathon

In an attempt to experience the very best life possible, most professionals live and work as if they are running amarathon, but they have it completely wrong. Marathons are long, slow, chronic stress. Today’s professional is always on,working well beyond 9 to 5, and never unplugs. Endurance sports and distance cardiovascular exercise is known torelease stress hormones that have a catabolic effect of eating away muscle tissue and deteriorating joints. With sprint-ing you have short, intense bursts of stress followed by lots of rest and recovery. It’s this rest that allows the body andmind to rebuild muscles and replenish energy stores. Set up your day in blocks of activities and time frames as if youare running a series of sprints with scheduled rest and breaks!

2. Plug Into All Four Energy Sources

Professionals have a one-dimensional view of their energy, but there are three other energy plugs beyond just the phys-ical that can be tapped into. Professionals can gain significant energy by plugging into the mental, emotional, and spiri-tual sources of energy as well. The mental plug gives your energy focus and comes from intellectual stimulation throughcreative expressions, problem solving, novel and challenging projects, learning, reading, and inspiring conversations. Theemotional plug influences the quality of your energy and is cultivated through connection with your tribe and team, pets,social interactions, mentoring, and volunteering. The spiritual plug is the force behind your energy and it deeply rootedin having a purpose outside of oneself or a vision bigger than oneself. Physical energy should be addressed first andforemost, if you are still experiencing fatigue, make sure you are plugged into these other three sources as well.

3. Recharge Your Bio-Battery from Bottom Up

Physical energy or one’s capacity for energy can be divided into six lifestyle factors: breathing, hydration, sleep, nutrition,strength, and cardiovascular activity. The majority of professionals only put their attention and effort into their cardio andstrength workouts, but neglect the true foundation of physical energy. When you are already tired, a hard, long workoutwith cardio and strength will only drain your bio-battery even more. Recharge from the bottom up and only when you havethe natural energy to do a cardio and/or strength workout should you. Invest your effort in improving slow diaphragmat-ic breathing patterns, drinking half your body weight in water, sleeping 7+ hours and taking naps, and eating the rightbalance of organic plant and animal foods for you.

By Lance BregerExecutive Wellness Coach & CEO of Infinity Wellness Partners

Five Ways to Master Your Workday Energy

4. Don’t Underestimate the Power of a Short Break

In the book The Power of Full Engagement, the authors conducted studies on world champion tennis players. The differ-ence between the champions and the top tier was their ability to recover between points. They found that in only 16 to 20 seconds between points during a tennis match, the heart rates of the top competitors dropped as much as 20beats per minute! This was done by having specific, repeatable, and efficient positive energy routines for the athletes torecover. Don’t think you need a long break for it to be effective. What can you do between points?

5. Power Hour

It was discovered in the 1970’s that we have 90-120 minute cycles throughout our waking hours that account for our riseand fall of energy called ultradian rhythms. Heart rate, hormonal levels, muscle tension, brain-wave activity, and alert-ness all increase during the first part of the cycle. After an hour, these measurements start to decline and somewherebetween 90 and 120 minutes the body begins to crave a period of rest and recovery. Signals of that break craving includedesire to yawn, stretch, hunger, increased tension, difficulty concentrating, procrastination, day dreaming, and higher inci-dence of mistakes. We can override these natural cycles with our quick fixes, but only by activating the fight-or-flightresponse and stress hormones.

Lance Breger is an Executive Wellness Coach and Founder of the comprehensive corporate wellness company, InfinityWellness Partners. Lance has prepared hundreds of legal administrators, attorneys, as well as law firms across thecountry for the most productive and healthy work-life. Lance’s company provides online/on-site training in four pillarsof wellness.


June 23, 2016Business Partner Social


Did you know . . .

December 5, 1933 – The 18th Amendment (Prohibition Amendment) to the U.S.Constitution was repealed. For nearly 14 years, since January 29, 1920, it had out-lawed the manufacture, transportation, and sale of alcoholic beverage in the U.S.

Life Cycle of RecordsThe records management premise that records pass through three stages: creation, maintenance and use, and disposition.

Volume DiscountsLaw firm reduces its hourly rates in return for client guaranteeing a certain volume of legal work.

Useable AreaThe measured area of an office area, store area, or building common area on a floor. The total of all usable areasfor a floor plan shall equal floor usable area of that same floor.

Escalation ClauseSpecified in lease agreements where renewals of lease period are built in. It involves an increment in the base rentat every renewal of a lease agreement and in general, a percentage rate that is either pre-agreed or negotiatedbefore the renewal of the lease agreement.

Professional Employment Organization (PEO)An organization that enters into a joint-employment relationship with an employer, by leasing employees to theemployer, allowing it to share and manage many employer-related responsibilities and liabilities. Employers out-source their human resource functions, such as employee benefits, compensation & payroll administration, workers’compensation and employment taxes.

Disparate ImpactOccurs when members of a protected class are substantially underrepresented as a result of employment decisionsthat work to their disadvantage.

CLM Corner

July 14, 2016MD Chapter Members

Summer Social

24 Summer 2016 disclosures disclosures Summer 2016 25

A Harvard Medical School Division of Sleep Medicine report says the negative effects of sleep deprivation are so pro-found that people who are legally drunk can outperform the chronically tired. The CDC says sleep deprivation costs U.S.employers $63 billion per year.

Reprint credit: HR Specialist

Favorite Holiday Party Locations

• Rusty Scupper

• We have had it in our office for the last 8 years. The staff enjoys it more.

• Chop House, Annapolis

• The World Trade Center for panoramic view of the Inner Harbor and the City. Great location and a long list ofcaterers to choose from.

• A 3 day trip to New Orleans!

• The Wine Market in south Baltimore. It is a small venue – probably for 100 or less.

• Roy’s in Harbor East for a holiday luncheon. Great food, service and ambience. They are only open for dinner sowe have the place to ourselves for the afternoon.

• Rams Head OnStage

• The Center Club

• Cosima located at Mill No. 1, 3000 Falls Rd, Baltimore, MD 21211

• Hayfields in Hunt Valley

• Gramercy Mansion

• The Oceanaire Seafood Room, Harbor East

• Hard Rock Café! The employees party with you and the food is awesome!

Member Input

2015/2016Maryland

Chapter Committee

Chairpersons and Members

Advisory CouncilLaine Czapski, 410-823-1800(Chair)

Bar LiaisonLisa Mangus, 410-752-1040 (Chair)

Business Partner RelationsHope Bazerman, 443-627-2026Laine Czapski, 410-823-1800Janice Jewson, 410-767-7281Lisa Mangus, 410-752-1040Robyn Seabrease, 410-576-4286 (Chair)Kristi Stevenson, 301-670-7030P.J. Thomas, 410-659-7751

Chapter WebmasterJesse Mowen, 410-986-0814 (Chair)

Community ConnectionsTonya Anderson, 410-727-6464Joanne Edwards, 410-528-6671 (Chair)Ruth Fry, 410-332-8876Sophia Papantonakis, 410-234-1000

Diversity & InclusionTonya Anderson, 410-727-6464Ruth Fry, 410-332-8876Mark Henderson, 410-727-6600(Chair)Janice Jewson, 410-767-7281Robin Welbourn, 410-938-8708

Managing Partner EventShirley McIntyre, 410-865-5412(Chair)

NewsletterAmanda Albright, 410-752-1630Cynthia Cherry, 410-230-7139Daniel Ludwig, 410-553-3492Lisa Mangus, 410-752-1040David Roden, 410-783-4000Alyce Verville, 301-575-0370Vickey Wagner, 410-230-3806(Editor)

Suburban GroupAlthea Hunt, 301-294-2110 (Chair)Kristi Stevenson, 301-670-7030

Salary SurveyMark Henderson, 410-727-6600(Chair)


ALA is the undisputed leader for the business of law, focused on the delivery of cutting-edge management and leadership productsand services to the global legal community. We identify and provide solutions to the most strategic and operational challenges ourmembers and customers face today, while we prepare them for the opportunities and challenges of tomorrow.

ALA’s GOALS

Develop and deliver programs and products that will provide high-quality, competency-based education to members of the legal management team;Improve and strengthen the flow of information to and from the members;Enhance the services and benefits available to members;Increase the visibility and credibility of the Association of Legal Administrators and its members in the legal community through effec-tive marketing and communications, and through partnering efforts with the bar and other law-related associations;Retain and recruit members from all components of the legal management team;Maintain the Association’s strong economic base;Increase diversity in the Association, in the legal management community and in all legal service organizations;Promote and continue an organizational structure which clearly and effectively allocates the policy and operational roles and respon-sibilities of volunteers and staff through Governance Policies that ensure that organizational resources are best-used to achieve theAssociation’s Mission and Goals.

ALA Code of Professional Responsibility

As legal management professionals, members of ALA shall abide by high ethical standards. This ALA Code of ProfessionalResponsibility sets forth standards for the administration of legal management practices. Legal administrators at all levels have aresponsibility to uphold and incorporate these standards into their everyday performance. This Code applies to the administration oflegal organizations including private firms, corporate legal departments, legal clinics, government agencies and courts.

Responsibilities to the Profession of Legal Management:

A. Uphold the ALA Code of Professional Responsibility and the mission of the Association of Legal Administrators; B. Conduct oneself with integrity and project a positive image of the legal management profession; C. Pursue continuing education to maintain a high level of proficiency in management procedures and issues; D. Promote initiatives for civic, economic and social well-being within our communities; and E. Advocate increased diversity in the legal management community and in all legal service organizations. II. Responsibilities to the Legal Employer and its Employees:

A. Foster an environment that promotes the use and improvement of sound business practices where all employees can develop, contribute and prosper;

B. Be truthful and forthright in all forms of professional and organizational communication; C. Report financial information promptly, completely and accurately, and in a manner that facilitates informed decision making; D. Implement policies and procedures to address professional responsibility, business ethics and conduct; E. Establish an appropriate grievance and appeals process tailored to the legal organization’s size and structure; and F. Promote a work environment that does not discriminate, intimidate or allow harassment based on race, color, ethnicity, national

origin, gender, age, religion, disability, veteran’s status, marital status, sexual orientation or other legally protected characteristics.

III. Responsibilities to those Outside the Legal Organization:

A. Respect the customs and practices of clients, prospective clients, business partners and the community at large; B. Avoid actual or apparent conflicts of interest and advise all appropriate parties of potential conflicts; C. Refrain from soliciting or accepting any fee, commission, gift, gratuity, discount or loan on behalf of oneself, family or friends, that

may influence business decisions; D. Ensure the existence of policies and procedures to provide quality client service; E. Utilize confidential and proprietary information solely for legal practice or management purposes and not to further private interest

or personal profit; and F. Support outreach activities that cultivate pro bono assistance and law related public education to meet community needs.

MissionStatement

Did you miss ALA’s Annual Conference & Expo this year? Great news! ALA is offering three of the top sessions virtuallyincluding “The Changing Role of the Legal Secretary,” “Problematic Partners: Handling Underperformance andMisbehaviors,” and “De-Mystifying Data Breaches and Information Security Compliance.” These sessions are availableonline and you can earn CE credits from watching them. https://nsp.performedia.com/ala/ac16-on-demand/welcome

28 Fall 2016 disclosures

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- disclosures Fall 2016 29

Test your HR Knowledge – Family and Medical Leave Act

When was the FMLA enacted?a. During the Johnson administration and coincided with Title VII of the Civil Rights Act.b. During the Obama administration when the Obama Health Care plan was rolled out.c. During the George W. Bush administration in 2005.d. During the Clinton administration in 1993.

When is an employee eligible to receive the benefit of the FMLA?a. On the first of the month following employment.b. After three months and while on full-time status.c. After having worked 1250 hours in the preceding 12 months.d. Whenever it is needed.

What is the purpose of the FMLA? (Select all that apply.)a. To provide employees job protected and unpaid leave when absent from work for their own serious and chronic

illness.b. To provide employees job protected and unpaid leave during maternity leave.c. To provide employees job protected and unpaid leave when they have exhausted all other paid leave and want to

go on an already paid for vacation.d. To provide employees job protected and unpaid leave to care for an ill or injured service member.

An employee has returned to work after being absent for six weeks recovering from hip replacement surgery. Theemployee’s physician prescribed physical therapy three days a week, which will require the employee to be absentfrom work one hour for each day. How would you categorize this type of FMLA absence?a. This short-term treatment would not be covered under FMLA.b. This would not be covered because the employee already exhausted FMLA.c. Intermittent, and it counts towards the 12 workweek allowed leave.d. Intermittent, and it does not count towards the 12-week allowed leave.

How much time can an employee take under FMLA?a. As much as they need if verified by a physician.b. Whatever the employer allows.c. Twelve weeks or 26 weeks, depending on the circumstance.

Which employers are covered under FMLA?a. All employersb. Employers with 50 or more employees within a 75 mile radius.c. Only those who apply for the benefit through the Department of Labor

Who is not eligible for FMLA?a. Domestic Partnersb. Teachersc. Elected Officialsd. Part-time workers who worked fewer than 1250 hours in the preceding 12 monthse. Employees who need time off to recover from short-term or common illnesses (ex., cold)

Answers:dca, b, dcc – 12 weeks for your own serious illness, birth or adoption of child, care for seriously ill family member; 26 weeks

to care for ill or injured service memberb – This answer is correct for Federal FMLA, but may vary by Statec, d, e

HR Quiz

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