1001 Ways to Energize Employees (1997) (Table of Contents)
Take the brakes off your business. From management specialist and author of the innovative best-seller 1001 Way to Reward Employees comes a practical handbook chock full of ideas for increasing employee involvement and enthusiasm—the key to an organization’s success. Weaving together case studies, examples, suggestions, and quotes from hundreds of America’s most energized businesses and business leaders, 1001 Ways to Energize Employees is a how-to for getting not just the most—but the best—from everyone in the organization.
1001 Ways to Reward Employees (2005) (Table of Contents)
Whether you manage a department, oversee a division, lead a company—or run a family business with just one employee—there’s an essential principle to follow that’s too often overlooked: What most motivates the people who work for you is recognition.
A chock full guide to rewards of every conceivable type for every conceivable situation, 1001 Ways to Reward Employees polls the whole of the American business community, finding innovative ideas in every corner; and from the spontaneous gesture of praise to formal company-wide programs, it presents hundreds of ways to say thank you to the people who truly deserve it.
101 Sample Write-Ups for Documenting Employee Performance Problems (2010) (Table of Contents)
No manager relishes the task of disciplining problem employees—but it’s a task every manager must face at one time or another. One of the toughest parts of the job is actually writing up the disciplinary session—a critical requirement for both legal protection and clear employee communication. Now, 101 Sample Write-Ups for Documenting Employee Performance Problems makes this job easier by providing ready-to-go model documents that cover every kind of problem you can imagine—substandard work quality, absenteeism, insubordination, sexual harassment, e-mail misuse, drug or alcohol abuse, and more. 101 Sample Write-Ups for Documenting Employee Performance Problems also includes a diskette in Microsoft Word, containing all the sample documents.
200 Ways to Make your Law Firm an Extraordinary Place to Work (2005) (Table of Contents)
Rosemary Shiels and Sue Umbdenstock (Editors)
This book grew from a recognition that legal administrators are often just as interested in creating an extraordinary place to work as they are in any other management project or task they face. It is only by creating an extraordinary firm that law firms and law departments can build loyalty and trust among their staff—attributes that contribute to the firm’s or department’s success and future stability.
500+ Steps to Becoming a Profitable, Happy, Efficient Law Office (1997)
Jay G. Foonberg
The list of 500+ questions is designed both as a set of goals for new lawyers beginning a law practice and as a check list for lawyers and firms who may think they already have gone as far as they need to go to have a well-managed happy profitable law firm. The list represents what Jay G. Foonberg believes to be the necessary steps to what an almost perfectly run law firm would have in place.
Alternative Work Arrangements (2009)
Association of Legal Administrators
Jeannie Foster and Lori A. Johnson
The pressure to provide alternate work arrangements for staff and attorneys is strong. But there is much more involved in setting up these arrangements than allowing someone to work from home.
America’s Greatest Places to Work with a Law Degree (1999) (Table of Contents)
Kimm Alayne Walton, J.D.
“Where do your happiest graduates work?”
That’s the question that Kimm Alayne Walton asked of law school administrators around the country. Their responses revealed the hundreds of wonderful employers profiled in America’s Greatest Place to Work with a Law Degree.
In this remarkable book, you’ll get to know an incredible variety of great places to work, including: Glamorous sports and entertainment employers—the jobs that sound as though they would be great, and they are!; the 115 best law firms to work for, between 15 and 1200 attorneys; companies where law school graduates love to work, and not just as in-house counsel; wonderful public interest employers—the “white knight” jobs that are so incredibly satisfying; court-related positions, where lawyers entertain fascinating issues, tremendous variety, and an enjoyable lifestyle; and outstanding government jobs, at the federal, state and local level.
Beyond learning about incredible employers, you’ll discover: the nineteen traits that define a wonderful place to work…the sometimes surprising qualities that outstanding employers share; how to handle law school debt, when your dream job pays less than you think you need to make; and how to find—and get!—great jobs at firms with fewer than 20 attorneys.
And no matter where you work, you’ll learn expert tips for making the most of your job. You’ll learn the specific strategies that distinguish people headed for the top…how to position yourself for the most interesting, high-profile work…how to handle difficult personalities…how to negotiate for more money…and what to do now to help you get your next great job!
Annotated Model Rules of Professional Conduct (2007) (Table of Contents)
ABA Center for Professional Responsibility
The sixth edition of the Annotated Model Rules of Professional Conduct presents an authoritative and practical analysis of the lawyer ethics rules and the cases, ethics opinions, and other legal authorities essential to understanding them.
This new edition of the Annotated Model Rules of Professional Conduct represents a major refinement of previous editions. It takes into account all amendments through February 2007, as well as the American Law Institute’s Restatement (Third) of the Law Governing Lawyers (2000).
Ask the Career Counselors (2003) (Table of Contents)
Kathy Morris and Jill Eckert
Many lawyers still wonder what they want to be when they grow up. Some think about jobs they were drawn to in college, or even earlier, such as owning a bookstore, presiding over an ice cream shop, being an architect planning and erecting buildings, running an international adventure travel enterprise. Less dramatic but equally compelling, many lawyers who are committed to the profession yearn to change jobs, even if not careers, and become judges, teachers, or simply lawyers off the clock, in different workplaces, with different daily goals.
Kathy Morris and Jill Eckert know this to be true. They created the American Bar Association Career Resource Center to help lawyers, law students, and pre-law students make better, more individualized choices about their careers within and beyond the practice of law. Author and attorney, Morris has been a career counselor since the mid-80’s, and teams with J.D./M.B.A. Eckert in this manual to provide quick tips, articles, and exercises to assist their readers and propel them toward a more satisfying professional life.
Being Prepared—with CD (2008) (Table of Contents)
Lloyd D. Cohen and Debra Hart Cohen
Being Prepared is the essential workbook and guide for protecting your law practice against casualty or other unexpected event. If you haven’t started thinking about, or formulating, and action plan to properly protect your law firm, your clients, and your family in the event of temporary disability, incapacity, or other unexpected event, this book will jump start the process! It is a “how-to” workbook designed to lead you through a series of active and immediate steps aimed at establishing your protection plan. Use this book to safety-net your financial and professional liability.
BONUS: This book is accompanied by a companion CD-Rom, which contains a wealth of material with easy-to-use checklists, questionnaires, forms, sample agreements, blog site, and website links to state-specific resources. It provides an effective way to communicate vital information to family, friends, colleagues and clients. Use both the workbook and CD-Rom to get your protection plan started today! Then continue to use it to quickly and effectively organize your entire practice.
COBRA Compliance Alert (2009)
Association of Legal Administrators
Paul M. Hamburger, PC
The recent economic stimulus package signed into law includes significant changes to COBRA administration -- and provides a short deadline for employers, insurers and third-party administrators to comply. The changes will be numerous, complicated and vexing.
The Complete Reference Checking Handbook (1998) (Table of Contents)
Edward C. Andler
Pretty surprising (and scary), isn’t it? Especially when you’re faced with the challenge of finding the ones who don’t lie—the ones most likely to make good employees. Checking references is the best way to identify the bad (and good) candidates. Unfortunately this task is too often mishandled, with painful and costly consequences. The Complete Reference Checking Handbook is the only comprehensive guide available on the delicate art of reference checking. It provides all the tools you need to handle this critical part of the hiring process.
Do-it-Yourself Public Relations (1995) (Table of Contents)
David E. Gumpert
Some lawyers have used their own wits and energies to establish do-it-yourself PR programs for their firms. Now, you can do the same. David Gumpert, an experienced public relations expert who has worked with numerous lawyers, lays it all out for you in this book: Do-it-Yourself Public Relations: A Success Guide for Lawyers. He tells you the secrets of good media relations, insider tricks of the trade, and practical suggestions for implementing a workable public relations program in your office.
Down but Not Out (2009)
Association of Legal Administrators
Employees are being asked to do more with less in the face of work hour reductions, pay cuts, or layoffs. How do you help your employees remain productive and your managers focused on growing your business? Learn how to respond quickly to declining motivation and plummeting morale with tips from Lee Innocenti, founder and Principal of Performance Strategies, Ltd.
The Effective Associate Training Program (1999) (Table of Contents)
Austin G. Anderson and Arthur G. Greene
The ABA Standing Committee on Continuing Legal Education of the Bar is committed to offering lawyers, across the broad spectrum of the profession, quality CLE. Using a variety of formats, this continuing legal education helps enable lawyers to meet their professional goals, to better serve their clients, to meet MCLE requirements in those jurisdictions which mandate CLE and, in general, to raise the level of quality service in the profession. The Standing Committee recognizes, however, that stand-alone CLE can never fully replace the training and mentoring which law firms and corporations can offer their associates. We are therefore very pleased to bring you this manual, full of practical and valuable information and suggestions for blending CLE with in-house training of lawyers and for maintaining a strong plan for the professional development of lawyers which can guide young and new lawyers as they progress towards leadership roles in their workplace and in the profession.
Effectively Staffing your Law Firm (2009) (Table of Contents)
Jennifer J. Rose (Editor)
With the advent of sophisticated office technology and software programs, lawyers are tempted to rely more on themselves than staff to run and operate their law offices. But can you do it all yourself—or do you need help? Effectively Staffing Your Law Firm will provide you with the necessary tools to manage your workload and determine staffing needs that make sense for your firm.
Employing additional staff frees you to do what you do best—practice law. but the reality is that more employees mean more responsibilities: hiring, firing, supervising, and training staff.
Although staff can help you bring in more profits and clients, ineffective supervision can cost you money—and potentially lose clients and harm your professional reputation. Effectively Staffing Your Law Firm provides insight to help guide the many decisions that face a lawyer who is running a firm, whether solo or staffed.
The Essential Formbook Volume 2 (2007) (Table of Contents)
Gary A. Munneke and Anthony E. Davis
Effective management is the key element. For some lawyers this presents a serious obstacle. Lawyers are trained to be independent thinkers and actors, and management can be a difficult concept when it means being managed by someone else, or following someone else’s policies or procedures. Nevertheless, carefully designed management systems off the only effective way to reconcile our two goals—serving clients better and making law practice profitable. It is easy for some lawyers to say: “I am making lots of money from my practice; I don’t need more management.” And it is also tempting to think, “But my partner or associate down the corridor could do better, he or she needs management.” Let us be clear now: Management does not work that way. There are no exceptions to this rule. ALL lawyers need—and can benefit from—effective practice-management systems.
Fair Measure Toward Effective Attorney Evaluations 2nd Edition (2008) (Table of Contents)
ABA Commission on Women in the Profession
Fair Measure, Second Edition provides a step-by-step guide to implement and conduct an evaluation program with unbiased evaluations. Its review of the current literature on stereotyping is an important tool in raising evaluators’ consciousness of the various ways, many of which are subliminal, that gender bias can impact performance reviews. Checklists and sample evaluation forms make this book a practical, easy-to-use manual for all involved in the evaluation process.
Fair, Square, and Legal (2004) (Table of Contents)
Donald H. Weiss
It’s a fact that employees today have more legal rights than ever before—and they’re more willing to sue if they think those rights have been violated. It’s also a fact that this can spell trouble (with a capital “T”) for you and your company. If you’re not aware of the innumerable risks surrounding every interaction with someone who works for you, you’re opening yourself up to potential legal problems—and all their associated costs.
So there couldn’t be a better time for a new edition of Fair, Square, and Legal, the classic guide that’s been helping managers stay out of legal hot water for almost a decade. Now completely updated and revised to reflect new regulations and court decisions, Fair, Square, and Legal is the perfect antidote to an increasingly litigious workplace. You’ll find the most current information on a variety of legal concerns surrounding: New EEOC guidelines and the confusions they create; new legislation governing team formation; new court decisions regarding sexual harassment; defamation and violation of privacy; recruitment and hiring; evaluations and promotions; discipline and firing; affirmative action issues (including the ramifications of Proposition 209); negligent hiring practices; managing people with disabilities; the Family and Medical Leave Act; and other issues.
But despite its subject, Fair, Square, and Legal is NOT full of legalistic jargon. What it IS full of is clear, concise jargon-free language, definitions of important terms, practical guidelines for what to say and do, fictionalized stories that illustrate both problems and solutions, and actual case studies of precedent-setting court decisions. This book is EXACTLY what you need to treat your employees fairly and keep yourself and your company out of court—or at least defend your actions if you do wind up there.
Gender on Trial (2003) (Table of Contents)
At a time when overt sex discrimination is declining, persistent gender stereotypes still plague the legal workplace. This compelling and important book—based on extensive interviews with both men and women—creates an indelible portrait of a profession struggling with issues such as: the decline of traditional sexual harassment and the spread of underground tactics like “story making;” the “generation gap” between older and younger attorneys on gender issues; the challenges for both males and females when women wield authority; subtle forms of “competency testing” of women by skeptical male colleagues; different ways of mentoring male and female attorneys; cynicism about alternative work schedules, because “real lawyers don’t work part time;” attitudes about motherhood, fatherhood and “being a good parent;” and much more.
Written about lawyers but relevant to virtually all professions, Gender on Trial: Sexual Stereotypes and Work/Life Balance in the Legal Workplace looks unflinchingly at behavior, intentional or not, that forces both men and women into outdated and unhealthy gender roles. It also examines the steps that can be taken, individually and systematically, to create a workplace free of gender bias.
Handling Personnel Issues in the Law Office (1997) (Table of Contents)
Francis T. Coleman and Douglas E. Rosenfeld
This best-selling Manual has been completely updated and expanded! Every law office should have a formal staff manual. Such a manual formalizes basic operating policies and procedures and helps prevent miscommunications or misunderstandings among all staff—legal and administrative. Most important it centralizes information about the firm’s responsibilities and obligations to its employees and clients so that you’ll have a ready resource about key office practices and policies. You’ll also save time and aggravation using it as a training tool for new employees and associates, or as a reference guide for temp workers.
Included in this 1996 edition are new sections: Diversity; The Family and Medical Leave Act; Code of Personal and Professional Conduct; Stress Management; Child Care; Marketing; Malpractice. Also included are sections on these important issues: AIDS/HIV policies; ADA compliance; Sexual harassment; Substance abuse.
Keeping Good Lawyers (2000) (Table of Contents)
M. Diane Vogt and Lori-Ann Rickard
Now that your firm has recruited top legal talent, do you know how to maximize it? Keeping Good Lawyers is filled with easy-to-implement suggestions for building and maintaining high levels of motivation and career satisfaction within the work environment. Discover how to train and retain good lawyers and keep them emotionally engaged with their work, their career development, and the success of the firm. Includes invaluable appendices for drafting an effective mission statement, “vision map,” and associate development plan.
The Law Firm and the Public Good (1995) (Table of Contents)
Robert A. Katzmann (Editor)
With this book, the Brookings Institution copublishes a project of the Governance Institute addressing the responsibilities of large law firms to the public good. Much time is spent attacking lawyers for the high cost of justice and for the excessive litigiousness in society generally; too little attention is devoted to the role of large law firms in addressing the legitimate, unmet needs of millions who cannot afford access to the legal system. This volume brings together the work of several distinguished lawyers eager to foster debate about what large law firms can do to contribute to the common good. It argues that self-interest, apart from moral justifications, should lead law firms to deepen their commitment to community service. The volume offers a blueprint to guide firms as they develop, implement, and monitor programs reflecting that expanded concern.
The Law Firm Associate’s Guide to Connecting with your Colleagues (2009) (Table of Contents)
Barbara Miller and Martin Camp
Associates who communicate well with all levels of law firm hierarchy succeed and those who do not fail. The good news is that the skills needed for success in the law firm environment can easily be learned, acquired, and perfected. This new book provides step-by-step guidance to help you acquire the skills necessary to succeed. Included is valuable guidance on how to: Effectively communicate with everyone you meet and build lasting relationships that can sustain and advance you as your career progresses; Create a strong and lasting good impression; Develop communication skills that will allow you to understand and meet the expectations of those who rely on you; Prioritize responsibilities and manage difficult situations, including learning how and when to say “no” to assignments; and Understand others so that you can best relate to them and accomplish your goals, regardless of whom you are asked to work for or work with.
The authors provide concrete action steps that you can begin implementing from your first day as an associate. They provide tips for becoming an effective communicator and the best legal advocate and service provider to both internal and external clients. By reading this manual, you will avoid many pitfalls that you may encounter.
The Law Firm Associate’s Guide to Connecting with your Colleagues—Training Manual (1995) (Table of Contents)
Barbara Miller and Martin Camp
A key companion to the Law Firm Associate’s Guide to Connecting with your Colleagues, the Trainer’s Manual is a fundamental tool for groups and associates large and small. Associates who communicate well with all levels of law firm hierarchy succeed an those who do not fail. The good news is that the skills needed for success in the law firm environment can easily be learned, acquired, and perfected. This new book provides step-by-step guidance to help you acquire the skills necessary to succeed. Included is valuable guidance on how to: Effectively communicate with everyone you meet and build lasting relationships that can sustain and advance you as your career progresses; Create a strong and lasting good impression; Develop communication skills that will allow you to understand and meet the expectations of those who rely on you; Prioritize responsibilities and manage difficult situations, including learning how and when to say “no” to assignments; and Understand others so that you can best relate to them and accomplish your goals, regardless of whom you are asked to work for or work with.
For educators, recruiters, and mentors, this Trainer’s Manual goes even further by translating concepts into actionable exercises that produce even greater results.
Lawyer Law (2005) (Table of Contents)
Thomas D. Morgan
This book should be useful in getting a quick, reliable account of the law on topics of the reader’s interest. As with research of any serious legal issue, however, such a snapshot may not present a complete picture. To do more thorough research into the issues presented in this book, and lawyer should consult a recent version of the ABA’s Annotated Model Rules of Professional Conduct, and the full Restatement Third, The Law Governing Lawyers, including its Reporter’s Notes and annual pocket parts. Other useful references may also be found in the ABA/BNA Lawyers’ Manual on Professional Conduct, including its excellent Current Reports. In addition, the court rules governing lawyer conduct in the jurisdictions in which the lawyer acted or will act—and cases interpreting those rules—may supersede the statement of general law found in this book.
Listening to Conflict (1999) (Table of Contents)
Erik J. Van Slyke
Sometimes the most obvious solution is the most effective one—and the one least considered. Take conflict resolution. It’s not the persuading, cajoling, arguing, or even trying to win that’s going to solve the problem. Instead, the key to finding effective, lasting solutions to combative disputes is simply to listen.
Listening, as author Erik J. Van Slyke defines it, isn’t the same thing as nodding your head in passive agreement. To really work, listening has to be active and empathetic. It’s got to lead to a sincere understanding of the other party’s motivation and objectives—and to be the foundation for taking positive, constructive steps toward resolution.
And that’s exactly what this unique, refreshing book will help you do. Filled with original exercises, examples, and models, Listening to Conflict shows you how to successfully resolve workplace disputes by practicing and perfecting the art of listening. You’ll find probing insights and step-by-step guidelines on how to: Develop self-awareness—or “listening to ourselves,” understanding our preferences, perceptions, and resulting behaviors—to set the stage for better relationships; Turn self-awareness into self-mastery, thus changing the action/reaction cycle that so often leads to impasse during disputes; Use empathetic listening techniques to convey understanding and encourage open communication; Incorporate listening into a six-step collaborative resolution process; Create a culture of constructive conflict; and more.
And Listening to Conflict helps you solve not only your own conflict. You’ll also learn to referee disputes between employees, co-workers, customers, suppliers, or even senior managers. By putting this listening-based approach into action, you’ll establish your position as an objective mediator…you’ll guide combative parties toward constructive solutions…and you’ll build the kind of productive relationships that don’t allow natural conflicts to deteriorate into destructive disagreements.
Everyone has to deal with workplace disputes. They’re forever simmering under the surface, sometimes even boiling over in nasty explosions. But while conflicts are inescapable, they ARE solvable. Not by fighting or sulking or bulling, but by learning to employ the powerful art of listening.
Managing Workplace Negativity (2001) (Table of Contents)
Gary S. Topchik
Pessimists and fault finders...criticizers and scapegoaters...not-my-jobers and rumor-mongers. Every office has them. In fact, you might even be one of them--at least once in a while. Workplace negativity is emerging as a disease of the 21st century corporation. And according to organizational development expert Gary Topchik, like any chronic illness, it has the potential to undermine current operations and cripple long-term growth.
In Managing Workplace Negativity, Topchik explains how to spot this insidious killer of workplace efficiency, as well as how to put negative individuals, teams, and organizations back on the road to recovery.
Maximizing Law Firm Profitability (2006) (Table of Contents)
Susan G. Manch and Marcia Pennington Shannon
Looking at the unique aspects of and effective strategies for hiring, training, and developing productive lawyers forces the investigator to face the reality of the challenge. Any one of these three tasks might prove to be the undoing of even the most capable senior partner or experienced administrator of a successful firm, but desiring to establish competency in all three sets the bar very high indeed. Yet that will be the stated goal of this book—establishing competency (or at the very least sharing information designed to help employers of lawyers get a good start in doing so) as thoughtful recruiters, focused trainers, and insightful guides of professional development. The authors will work toward accomplishing two objectives: First, to carefully examine the unique attributes of successful hiring, training, and professional development practices employed in shepherding lawyers on the path from student to practitioner; and second, to set forth best practices and recommended strategies that stand out as being effective in ensuring that these tasks are accomplished.
The National Conference on the Employment of Lawyers with Disabilities—with CD (2009) (Table of Contents)
ABA Commission on Mental and Physical Disability Law
We have taken significant steps in making our profession more open to women, to persons of color, and to those who come from racially and ethnically diverse backgrounds. We must now hake similar first steps on behalf of lawyers with disabilities. That is why we sponsored the first every ABA National Conference on the Employment of Lawyers with Disabilities on May 22 and 23 of this year (2006). As far as we know, it was the first such conference. It must not be the last.
The Conference Report captures the substance and spirit of this historic gathering. Over the decades, we, as a profession, have held countless seminars and conducted numerous initiatives to improve diversity for women lawyers and lawyers representing racial and ethnic minorities. Now the same must happen for this heretofore under-represented community of lawyers with disabilities. We trust that the Conference and this Report lay the appropriate foundation upon which we can and must continue to build.
Preventing and Managing Workplace Violence (2008) (Table of Contents)
Mark A. Lies, II (Editor)
Although workplace violence cannot be eradicated, employers can take steps to prevent the likelihood of a violent incident, and to better manage the aftermath if one does occur. This book is a practical guide for those charged with addressing workplace violence concerns either on behalf of their employer or their client. The contributing authors represent a variety of experiences and opinions, including mental health clinicians, security experts, workplace safety researchers and practitioners, and lawyers and provide valuable information and advice on: The problem of workplace violence and the different forms it takes; The underlying psychological factors that may prompt someone to act out violently; Potential legal issues, such as employer liability or due process rights of public employees; and Tools available to employers to avert or reduce the likelihood of an incident.
Recruiting Lawyers (2000) (Table of Contents)
Marcia Pennington Shannon and Susan G. Manch
The greatest asset to any law firm is its intellectual capital—the lawyers. Recognizing the importance and complexity of lawyer recruitment, authors Shannon and Manch have thoroughly researched law firm hiring practices and its many shifts over the past 30 years. Recruiting Lawyers is the culmination of their efforts, providing you with practical searching and screening strategies, smart hiring practices, and constructive ideas that you can incorporate immediately into your recruitment procedures.
Rest Assured (2006) (Table of Contents)
Lori Simon Gordon
In the war for human capital, lawyers' workplaces of all sizes nationwide find sabbaticals to be a workable, worthwhile tool in their attorney retention arsenal. Lori Simon Gordon, a Northwestern J.D./M.B.A., who took a sabbatical from her partnership at Latham & Watkins, authored this practical, 140 page manual. The manual includes written sabbatical policies and practice success stories from firms such as Arnold & Porter, Perkins Coie and Holland & Hart, as well as corporate best practice comparisons. The manual addresses common management concerns and client reactions, and covers the reasoning and logistics of making time for lawyer sabbaticals in busy, thriving practices. Order this manual and discover why sabbaticals are viewed by workplaces throughout the country as an investment in productivity and loyalty.
The Safe Hiring Audit (2008) (Table of Contents)
Lester S. Rosen, Esq. and Michael Sankey
The Safe Hiring Audit provides a blueprint to evaluate and improve a company’s hiring procedures. Companies of all sizes can identify potential problems and insure compliant hiring practices.
Supervisory and Leadership Skills in the Modern Law Practice (2006) (Table of Contents)
Paul J. Zwier
There are two answers to the question of why to take the time to supervise. First, professionalism and professional responsibility require it. Second, in law firms—large and small—and for-profit enterprises with in-house legal departments, it is in the senior lawyer’s economic interest to train and to give feedback. In not-for-profit and government law organizations, the institution and its client base are best served by well-trained and productive junior lawyers.
Click HERE to read a review by Tamara Pester in The Colorado Lawyer.
Visible Invisibility (2006) (Table of Contents)
ABA Commission on Women in the Profession
The report is not an end unto itself. It is a tool for law firm managing partners to implement change so that they retain women of color and enable these women to join the ranks of leadership. Women of color must be visible at all levels within private firms. If the legal profession is to move forward and reach its full potential, then it must reflect the diversity of society. Anything less is unacceptable.
What Every Manager Needs to Know about Sexual Harassment (2005) (Table of Contents)
Darlene Orlov and Michael T. Roumell
Do you know what sexual harassment really means? Can you tell the difference between apparently innocent socializing and behavior that is a legal liability? Do you know how to prevent sexual harassment from happening at your organization—and what to do if it does? If you’re not certain of the answers to any of these questions, you and your company could pay dearly—in money, lost time, decreased productivity, lower employee morale, and damaging publicity.
Find out how to protect yourself, your employees, and your company from all the misery associated with sexual harassment claims in What Every Manager Needs to Know about Sexual Harassment. This straight-talking, comprehensive primer was designed specifically to help managers recognize, prevent, and deal with sexual harassment in the workplace.
Written in reader-friendly, nonlegalese language that everyone can understand, this book explains clearly what constitutes sexual harassment and what you can do to keep your company from becoming a defendant in one of the approximately 15,000 sexual harassment cases brought before the EEOC each year. Ideal for any level of manager—from CEO to front-line supervisor—it will help you to: Recognize and modify (if necessary) your own behaviors and attitudes about sexual harassment; Better understand the laws of sexual harassment and how the EEOC and courts deal with them (including the most recent U.S. Supreme Court ruling); Prepare and apply sexual harassment prevention policy—complete with the four components that must be included in any policy of this kind; Investigate sexual harassment complaints in an efficient manner; Devise effective disciplinary procedures for sexual harassment offenders, including how to follow up with both the offender and the victim; and Design and implement a sexual harassment avoidance training program for all employees—from the rank and file right up to the boardroom.
What Every Manager Needs to Know about Sexual Harassment also includes helpful self-tests, checklists, and true-to-life case scenarios that make this complex subject easier to understand. In short, if you want the most up-to-date information and advice on a phenomenon with frightening repercussions for you and your business, this is the book to read.
Why Can’t Everybody Just Get Along? (2007)
Association of Legal Administrators
How do you handle inter-employee disputes - not out and out conflict? Maybe it's just personality differences but you know employees have to work together for the good of the firm. They need to act professionally without the rest of the office knowing there may be troubled waters between them.