ss by Winning Workplaces, deserves much of the credit for Reno & Cavanaugh’s transition to a flexible work culture. Seven years ago, when her daughter, Simone, was born, Glasheen experienced firsthand the challenge of balancing work and personal life. Realizing that her strugWhen most people think of a law firm, they do not think of a workplace with a great deal of flexibility built in for its attorneys, paralegals and support staff. In fact, most people, including those in the industry, picture a work/life balance that tips heavily toward the “work” side, with billable hours being the primary goal.

Yet, most law firms are not Reno & Cavanaugh, PLLC. In recent years the 30-year-old Washington, DC-based firm, which focuses on housing and community development law, has worked to translate the concept of flexible scheduling from a conceivable practice to a readily used, highly visible one. For instance, Paralegal Barbara Walder, who will celebrate her eleventh anniversary with the firm next month, is able to determine what time she arrives and leaves each day as long as her allocated hours are completed. “Where I live, we don’t have a true bus schedule,” she says. “So during daylight savings time I’m able to change my hours to suit my bus schedule in order for me to get home at a reasonable hour.”

Managing Member Megan Glasheen, named a 2006 Best Boss by Winning Workplaces, deserves much of the credit for Reno & Cavanaugh’s transition to a flexible work culture. Seven years ago, when her daughter, Simone, was born, Glasheen experienced firsthand the challenge of balancing work and personal life. Realizing that her strugg

ork” side, with billable hours being the primary goal.

Yet, most law firms are not Reno & Cavanaugh, PLLC. In recent years the 30-year-old Washington, DC-based firm, which focuses on housing and community development law, has worked to translate the concept of flexible scheduling from a conceivable practice to a readily used, highly visible one. For instance, Paralegal Barbara Walder, who will celebrate her eleventh anniversary with the firm next month, is able to determine what time she arrives and leaves each day as long as her allocated hours are completed. “Where I live, we don’t have a true bus schedule,” she says. “So during daylight savings time I’m able to change my hours to suit my bus schedule in order for me to get home at a reasonable hour.”

Managing Member Megan Glasheen, named a 2006 Best Boss by Winning Workplaces, deserves much of the credit for Reno & Cavanaugh’s transition to a flexible work culture. Seven years ago, when her daughter, Simone, was born, Glasheen experienced firsthand the challenge of balancing work and personal life. Realizing that her strug

scheduling from a conceivable practice to a readily used, highly visible one. For instance, Paralegal Barbara Walder, who will celebrate her eleventh anniversary with the firm next month, is able to determine what time she arrives and leaves each day as long as her allocated hours are completed. “Where I live, we don’t have a true bus schedule,” she says. “So during daylight savings time I’m able to change my hours to suit my bus schedule in order for me to get home at a reasonable hour.”

Managing Member Megan Glasheen, named a 2006 Best Boss by Winning Workplaces, deserves much of the credit for Reno & Cavanaugh’s transition to a flexible work culture. Seven years ago, when her daughter, Simone, was born, Glasheen experienced firsthand the challenge of balancing work and personal life. Realizing that her strug

hours are completed. “Where I live, we don’t have a true bus schedule,” she says. “So during daylight savings time I’m able to change my hours to suit my bus schedule in order for me to get home at a reasonable hour.”

Managing Member Megan Glasheen, named a 2006 Best Boss by Winning Workplaces, deserves much of the credit for Reno & Cavanaugh’s transition to a flexible work culture. Seven years ago, when her daughter, Simone, was born, Glasheen experienced firsthand the challenge of balancing work and personal life. Realizing that her strug

ss by Winning Workplaces, deserves much of the credit for Reno & Cavanaugh’s transition to a flexible work culture. Seven years ago, when her daughter, Simone, was born, Glasheen experienced firsthand the challenge of balancing work and personal life. Realizing that her struggle was not unique, she worked with her partners and staff to increase flexibility without sacrificing quality. “There’s a real effort for everybody to be treated equally, to be listened to and respected and to be engaged in the office, and that makes a big difference,” says Jaime Lee, a four-year veteran of the firm who became a partner this month.

Glasheen is excited about Lee’s promotion, both in terms of how it will affect Lee’s career and how it helps the firm retain good talent – a danger area right now in the practice of law. “People are leaving law firms in droves,” Glasheen says. “I think the takeaway from what we’re doing is that you can have a good work environment and still be a profitable business, and that it makes sense for the bottom line because it retains people.”

What else is the firm doing to help its workers succeed? For one, it features a changing roster of operational decision-making committees which are each staffed with employees at all levels, from administrative support staff to senior partners. Martin Walsh, an associate and three-year veteran of Re