Author: TSA Press

Gumbochuma
confirmed
that
the
district’s
medical
team
is
actively
responding
to
the
emergency,
providing
treatment
to
those
affected.

In
a
statement
delivered
to
community
leaders,
Gumbochuma
emphasized
the
importance
of
hygiene
practices
during
this
crisis.

“We
urge
our
people
to
practice
best
hygiene
standards
and
to
visit
the
nearest
clinic
whenever
they
feel
unwell,”
he
said.

This
call
for
vigilance
comes
as
health
officials
work
to
contain
the
outbreak
and
prevent
further
infections.
In
light
of
the
situation,
the
District
Civil
Protection
has
appealed
for
assistance
from
corporates,
NGOs,
individuals,
and
religious
organizations.

“Let’s
all
remain
calm
during
this
trying
time,”
Gumbochuma
urged,
highlighting
the
community’s
resilience
and
the
need
for
collective
action.
The
district
has
identified
several
immediate
needs
to
support
the
ongoing
response
efforts,
including
food
for
the
camp,
tents
for
temporary
shelter,
detergents
to
maintain
hygiene,
fuel
for
the
Emergency
Health
Teams
(EHTs)
and
district
medical
personnel,
and
borehole
leather
cups
and
accessories.
Gumbochuma
expressed
gratitude
for
any
contributions.

“Any
other
items
that
can
be
of
assistance
will
be
greatly
appreciated.”

As
the
district
continues
to
battle
this
public
health
challenge,
the
cooperation
and
support
of
the
community
will
be
crucial
in
ensuring
the
safety
and
well-being
of
all
residents
of
Gache
Gache.
–


Newsday

Post
published
in:

Featured

Ed.
Note:
Welcome
to
our
daily
feature

Trivia
Question
of
the
Day!

Of
the
100
Biglaw
firms
on
the
Law360
Pulse
Leaderboard,
over
the
last
three
years,
which
two
firms
are
tied
for
appearing
in
the
most
federal
district
courts
around
the
country?

Hint:
Both
firms
appeared
in
89
out
of
94
court
districts.

See
the
answer
on
the
next
page.

Legal
Operations
has
always
been
the backbone
of
business
resilience,
establishing
the
governance
structures
and
workflows
that
keep
organizations
running
smoothly,
no
matter
the
challenges.

As
disruptions
—
from
cybersecurity
risks
to
economic
uncertainty
—
become
more
frequent
and
complex,
Legal
Ops
teams
are
well-positioned
to
lead
the
development
of
sustainable,
resilient
frameworks
that
support
long-term
continuity
and
growth.​

From
Cost
Center
to
Strategic
Partner
Through
Collaboration

Legal
departments
have
profoundly
shifted from
being
perceived
as
cost
centers
to
becoming strategic
business
partners that
drive
operational
efficiency.

According
to


Thomson
Reuters’ 2024
State
of
the
Corporate
Law
Department report,
this
transition
requires
a
focus
on technology
adoption,
risk
management,
and
internal
efficiencies that
align
legal
efforts
with
broader
business
priorities​.
Legal
Ops
professionals
are
leading
this
transformation,
ensuring
resilience
is
not
a
reactive
response
to
crises
but
an embedded
part
of
daily
operations.

One
key
element
in
this
evolution
is
breaking
down silos both
within
and
between
departments.
In
many
organizations,
fragmented
planning
leads
to
disconnected
resilience
strategies,
limiting
the
ability
to
respond
effectively
to
disruptions.
Legal
Ops,
however,
operates
at
the intersection
of
people,
processes,
and
technology,
making
it
uniquely
suited
to align
business
units.
By
coordinating
with
IT,
finance,
procurement,
and
external
partners,
Legal
Ops
creates a
unified
approach to
resilience.

At
UpLevel
Ops,
we’ve
seen
the
value
of cross-functional
steering
committees,
where
Legal
Ops
plays
a
central
role
in
aligning
departmental
efforts
around
shared
objectives.
Legal
Ops
professionals
also
act
as translators,
transforming
complex
legal
and
regulatory
frameworks
into
clear,
actionable
steps
that
other
business
units
can
quickly
implement.
This
collaborative
leadership
ensures
that
resilience
strategies
are
not
simply
theoretical
plans
but
practical,
coordinated
efforts
that
drive business
continuity
and
growth.

Research
shows
that
legal
teams
driving
this
transformation
can
create
measurable
value
—
beyond
cost
control
—
by
focusing
on
efficiency
metrics,
such
as
faster
contract
turnarounds,
improved
compliance
monitoring,
and
reduced
reliance
on
outside
counsel​​.

This
shift
from
a
cost-based
model
to
a
value-driven
approach
ensures
that
Legal
is
viewed
not
as
a
passive
support
function
but
as
a critical
enabler
of
business
strategy
and
driver
of
efficiency. 

Managing
Third-Party
and
Outside
Counsel
Risks
for
Operational
Continuity

As
businesses
increasingly
rely
on
vendors
and
external
partners,
third-party
risk
management has
emerged
as
a
critical
component
of
resilience.
Disruptions
within
a
vendor’s
operations
can
create
ripple
effects,
impacting
business
continuity. Legal
Ops
professionals are
uniquely
equipped
to
manage
these
risks,
ensuring
vendors
adhere
to compliance
standards,
meet
disruption
tolerance
thresholds,
and
align
with
strategic
business
goals.

Outside
Counsel
(OC)
management
is
having
a
moment.
Once
viewed
as
a
back-office
function,
it’s
gaining
attention
as
a
strategic
priority
for
Legal
Ops.
Managing
external
law
firms
is
no
longer
about
cost
control
—
it’s
about
ensuring
performance,
efficiency,
and
seamless
service
delivery
that
aligns
with
broader
departmental
and
business
goals.

Legal
Ops
plays
a critical
role in
actively
overseeing
these
relationships
in
today’s
landscape.
Without
proper
management,
outside
counsel
engagements
can
quickly
spiral,
leading
to unexpected
budget
overruns,
operational
delays,
and
inconsistent
legal
support just
when
it’s
needed
most.
The
growing
complexity
of
legal
work
and
increased
reliance
on
external
firms
make proactive
OC
management
essential for
maintaining
financial
control
and
operational
continuity.

At
UpLevel
Ops,
we’ve
found
that
a
well-designed
outside
counsel
management
program
can
make
all
the
difference.
This
includes
defining
alternative
fee
arrangements
(AFAs)
to
control
costs,
conducting
regular
billing
audits
to
avoid
surprises,
and
establishing
backup
relationships
to
ensure
service
continuity
if
primary
firms
are
unavailable.
Beyond
financial
controls,
Legal
Ops
can
also
improve
the
collaboration
between
in-house
teams
and
law
firms,
fostering
stronger
relationships
and
aligning
external
support
with
business
priorities. 

Rather
than
taking
a
reactive
approach,
Legal
Ops
leaders
proactively
engage
vendors
and
outside
counsel
in
joint
planning
sessions.
These
meetings
are
essential
to
align
expectations
and
simulate
potential
disruptions
—
such
as
unexpected
litigation
or
compliance
crises.
By
identifying
risks
early
and
building
collaborative
playbooks,
Legal
Ops
ensures
vendors
and
law
firms
are
ready
to
deliver
when
needed.

This strategic
approach
to
vendor
and
outside
counsel
management mitigates
risks
and
builds
resilience.
By
aligning
external
partners
with
the
company’s
operational
and
financial
goals,
Legal
Ops
ensures
that
the
organization
can
maintain
continuity,
even
in
the
face
of
unforeseen
disruptions.

Building
Resilience
Through
Technology
and
AI

Technology
lies
at
the
heart
of
modern
resilience
frameworks.
Legal
Ops
is
uniquely
positioned
to
drive
the
adoption
of
generative
AI
(GAI)
and
other
emerging
technologies,
thanks
to
its
role
at
the
intersection
of
people,
processes,
and
technology.
Several
of
our
clients’
Legal
teams
already
use
AI-powered
tools
—
such
as
automated
FAQs,
e-billing
platforms,
and
contract
lifecycle
management
systems
—
to
streamline
operations
and
free
up
resources
for
more
strategic
tasks​.

GAI
offers
immense
potential
to
further
enhance
resilience.
By automating
routine
processes,
AI
tools
allow
legal
professionals
to
focus
on
high-value
work,
such
as
managing
complex
litigation
or
regulatory
compliance.
Real-time
AI
insights
also
help
teams anticipate
and
mitigate
risks before
they
become
disruptive.
For
example,
automated
systems
can
monitor
regulatory
changes
or
security
alerts,
providing
early
warnings
that
enable
proactive
action.

Thomson
Reuters
reports
that
departments
integrating
AI
tools
reduce
their
reliance
on
outside
counsel,
lower
legal
spend,
and
improve
internal
efficiency​.
Legal
Ops
leaders
are
critical
to
successfully
adopting
and
integrating
these
technologies,
ensuring
that
AI
initiatives
align
with
business
goals
and
deliver
measurable
value.
This
focus
on
technology-driven
resilience
makes
Legal
Ops
a
powerful
force
that
enables
organizations
to adapt
and
thrive in
uncertain
times.

Resilience
Is
a
Continuous
Journey

Legal
operations
has
always
been
a
key
driver
of
business
continuity,
creating
systems
and
frameworks
that
allow
organizations
to
operate
efficiently,
even
in
challenging
conditions.
As
risks
grow
more
complex,
Legal
Ops
is
uniquely
positioned
to
lead
the
development
of
sustainable
resilience
strategies
that
align
with
business
priorities.
By
focusing
on
collaboration,
technology
integration,
and
proactive
vendor
management,
Legal
Ops
ensures
resilience
becomes
a
core
part
of
daily
operations
—
not
just
a
response
to
disruptions.

Resilience
isn’t
about
surviving
disruptions
—
it’s
about
embracing
change
and
using
it
as
an
opportunity
to
build
better
systems.
The
legal
departments
that
succeed
will
continuously
refine
their
processes,
align
with
business
goals,
and
leverage
technology
to
stay
ahead
of
evolving
risks.
Remember
that
resilience
isn’t
a
destination
—
it’s
an
ongoing
journey
that
requires
a
commitment
to
operational
excellence.

Corporate
law
departments
are
in
for
“an
attrition
wave,”
according
to
a
new
Axiom
report
flagged
by
Law360.

The
2024
In-House
Survey
Report,
based
on
a
survey
of
300
in-house
counsel,
says
that
70%
of
lawyers
believe
that
to
advance
their
career
they
will
have
to
change
employers.
And
58%
are
already
actively
looking
for
or
open
to
a
new
job.

According
to
the
study,
increasing
job
dissatisfaction,
stress,
and
lack
of
engagement
are
fueling
attrition.
More
than
half
of
lawyers
surveyed
(54%)
reported
low
job
satisfaction.
In
addition,
97%
reported
experiencing
stress
and
burnout,
81%
said
their
departments
lack
the
necessary
staffing
resources
to
do
their
jobs
effectively,
and
96%
said
they
find
aspects
of
their
work
unengaging.

“To
retain
in-house
talent,”
the
report
suggests,
“companies
must
strike
a
harmonious
balance
between
meeting
their
staff’s
career
aspirations
and
overcoming
the
persistent
resourcing
hurdles
they
face.”

Do
Most
In-House
Attys
‘Have
One
Foot
Out
the
Door’?

[Law360
Pulse]



2024
In-House
Counsel
Survey
Report
–
Legal
All-Stars
Are
Eying
the
Exit

[Axiom]

Ed.
note:
This
is
the
latest
in
a
series
providing
a
comprehensive
guide
to
networking
at
conferences. Read
the
previous
installment
here. 

As
we
continue
with
“Conquering
Conferences,”
let’s
turn
to
a
lighter
topic
—
the
missteps
and
faux
pas
of
networking.

Just
like
on
the
dance
floor,
certain
moves
in
networking
can
lead
to
awkward
moments.
Let’s
explore
these
with
a
sense
of
humor
and
learn
how
to
avoid
them.

A
Few
Missteps
to
Avoid

Networking
at
conferences
can
come
with
its
own
set
of
social
missteps.

It’s
all
about
finding
the
right
balance
between
being
engaging
and
respectful,
and
certain
networking
behaviors
can
hinder
your
chances
of
making
meaningful
connections.

Let’s
face
it,
networking
can
sometimes
feel
like
navigating
a
minefield
in
a
blindfold.
To
save
you
from
some
common
blunders,
here
are
a
few
humorous
don’ts:

1. 
   The
   Monologue
   Marathon:
   
   Remember,
   this
   isn’t
   your
   one-person
   show.
   Avoid
   hogging
   the
   conversation
   —
   nobody
   wants
   to
   be
   stuck
   with
   the
   person
   who
   talks
   for
   20
   minutes
   about
   their
   “groundbreaking”
   case
   on
   municipal
   zoning
   laws.
2. 
   Jargon
   Jamboree:
   
   Sure,
   you
   know
   what
   “res
   judicata”
   means,
   but
   throwing
   around
   legal
   jargon
   like
   confetti
   isn’t
   going
   to
   win
   you
   any
   friends.
   Keep
   it
   simple
   —
   this
   isn’t
   a
   bar
   exam.
   Be
   yourself!
3. 
   The
   Business
   Card
   Bomber:
   
   Handing
   out
   your
   card
   to
   everyone
   who
   makes
   eye
   contact
   can
   seem
   a
   bit
   desperate.
   It’s
   about
   quality
   connections,
   not
   collecting
   cards
   like
   Pokémon.
4. 
   The
   Awkward
   Lingerer:
   
   Lingering
   too
   long
   in
   a
   conversation
   or
   group
   after
   the
   chat
   has
   died
   down
   can
   be
   awkward.
   Know
   when
   to
   
   make
   a
   graceful
   exit
   —
   no
   need
   to
   overstay
   your
   welcome.
5. 
   The
   Oversharer:
   
   It’s
   great
   to
   be
   open,
   but
   remember,
   a
   networking
   event
   is
   not
   the
   place
   for
   your
   entire
   life
   story.
   Keep
   it
   professional,
   with
   just
   the
   right
   dash
   of
   personal.

Remember,
networking
at
a
conference
is
about
creating
harmony
and
connection,
not
discord
and
discomfort.

By
being
aware
of
these
common
mistakes
and
steering
clear
of
them,
you’ll
ensure
your
networking
experience
is
enjoyable
and
productive.

Now
that
we’ve
laughed
at
our
potential
blunders,
let’s
shift
our
focus
to
the
heart
of
networking
—
building
genuine
friendships
and
lasting
connections.
Stay
tuned
for
insights
on
how
to
transform
your
professional
contacts
into
meaningful
relationships.

A
Few
Missteps
to
Avoid

✔️
Steer
clear
of
common
networking
blunders.
✔️
Create
harmony
and
connection,
not
discord
and
discomfort.

Sejal Patel is
the Founder
of
Sage
Ivy,
a
New
York-based
consultancy
specializing
in
empowering
attorneys
with
innovative
practice
development
strategies.
With
over
20
years
of
experience,
Sejal
applies
her
expertise
in
assisting
clients
convert
their
relationships
into
revenue
by
applying
individualized
strategies
to
their
networks
and
leveraging
their
unique
styles
authentically.