Revitalizing Your Inhouse Team

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IQPC Corporate Counsel Exchange, April 2010 -- Presentation on revitalizing your inhouse team in a challenging marketplace....

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  • From American Corporate Counsel CLO Survey for 2010
  • From American Corporate Counsel CLO Survey for 2010
  • From American Corporate Counsel CLO Survey for 2010
  • Change Leadership – Elements – © 2007 Ruth Gunther McGrath.
  • © 2007 Ruth Gunther McGrath
  • Women, who manage differently from Men will place greater emphasis on collaboration, as well as many other attributes, as they climb the corporate ranks. Companies like ARAMARK selling services to companies run, owned, or managed by women and minorities will need sales forces that look and act like the clients they seek to sell to. For the first time in history, we have 4 generations in the workplace. In the next decade, those above 55 will be 20% of the US workforce. Generational differences have implications for employers. Gen X and younger value Work/Life Balance, and Compensation is the greatest driver. For Baby Boomers, Job Security is of utmost importance, and Communication between employees and senior management is highly valued. Interbellum – born 1900-1914 – Grew up during World War I, the   Roaring Twenties   and through   Prohibition Greatest – born 1915-1929 – Grew up during the Depression, fought in WWII, created corporate culture in the 1950s Silent – born 1930-1944 – Born during the Depression, grew up during WWII and Korean War Baby Boomers – born 1945-1964 – Grew up during the 1960s counterculture, equal rights, and environmentalism Generation X – born 1965 -1979 – Baby bust (parents gain access to birth control) , grew up as latch-key kids (of double income or single parents) Millennials (a.ka. Gen Y or Echo Boomers) – born 1980-1999 – Boomers children, grew up as mobile phones, PCs and portable entertainment devices became affordable and readily available Moderns – born 2000-2015 – Gen-X and early Millennials ’ children born during George W. Bush and Obama presidencies ??? – born 2016-2030 – Millennials’ children (and Boomers’ grandchildren)
  • Revitalizing Your Inhouse Team

    1. 1. PRESSING BUSINESS CHALLENGES? Revitalize your In-House Legal Team IQPC 5th Corporate Counsel Exchange, April 25-27, 2010
    2. 2. <ul><li>Globalization…..complexity </li></ul><ul><li>Global competition.....revenue/margin impact </li></ul><ul><li>Increasing regulation.....compliance cost/risk </li></ul><ul><li>Demographics…..your customers and EE’s </li></ul><ul><li>Social responsibility / social impact…..cost / reputational risk </li></ul><ul><li>Connectivity / social media……reputational risk increases with connectivity </li></ul>“ Macro” factors & Challenges
    3. 3. <ul><li>ACC CLO December 2009 Survey Results </li></ul><ul><li>53% of respondents have 1000 or more EE’s </li></ul><ul><li>49% have revenues > $500M </li></ul><ul><li>23% have revenues > $2B </li></ul><ul><li>43% private, 32% public , remainder non-profits, US subs, other organizations </li></ul><ul><li>79% of CLO’s report to CEO or President </li></ul>CLO’s are responding
    4. 4. <ul><li>All implemented practices to create cost / time efficiencies, and/or to create value </li></ul><ul><li>44% -- alternative fee arrangements – top of the charts – 4 th in 2008 </li></ul><ul><li>35% -- increased use of paralegals, contract admins, other admin staff </li></ul><ul><li>In 2008, top 3 -- paralegals/other staff (48%), K mgmt (44%) and doc mgmt (43%) </li></ul><ul><li>Here’s a summary of the actions… </li></ul>“ Survey says…”
    5. 5. CLO actions implemented…
    6. 6. Continuing impact of downturn…
    7. 7. <ul><li>29% plan to hire additional staff in 2010, up from 23% for 2009 , down from 32% for 2008 </li></ul><ul><li>Not sure – 15% for 2009 vs 13% </li></ul><ul><li>No plans – 56% for 2009 vs 64% </li></ul><ul><li>For those planning to hire, here’s the breakdown…. </li></ul>CLO action plans for 2010…
    8. 8. CLO Hiring Plans for 2010
    9. 9. <ul><li>To meet Pressing Business Challenges, CLO’s have… </li></ul><ul><ul><li>-- Invested in systems in 2008 </li></ul></ul><ul><ul><li>-- Leveraged fixed “personnel” cost (lawyers, paralegals, contract administrators) </li></ul></ul><ul><ul><li>-- Worked to reduce / smooth out variable cost (O/C) through alternative fee arrangements in 2009…..and…. </li></ul></ul><ul><ul><li>-- Are looking to add to fixed “personnel” cost </li></ul></ul>Conclusions…
    10. 10. <ul><li>In an environment of constant change, leadership becomes essential </li></ul><ul><li>Many definitions of “Leadership” </li></ul><ul><li>Common elements: </li></ul><ul><ul><li>--- Develop strategy / Provide direction </li></ul></ul><ul><ul><li>--- Create alignment / Mobilize commitment </li></ul></ul><ul><ul><li>--- Drive for results / Regularly reassess </li></ul></ul>Change never stops …
    11. 11. <ul><li>Mission – core values, core purpose </li></ul><ul><li>Strategy – fulfill purpose </li></ul><ul><li>Objectives to be met </li></ul><ul><li>People, Processes and Tools (Systems) </li></ul><ul><li>Metrics to chart progress </li></ul>Develop Strategy / Provide Direction
    12. 12. <ul><li>“ Interior Position” </li></ul><ul><li>Business acumen </li></ul><ul><li>Strategic agility </li></ul><ul><li>Relationship – build / maintain / expand </li></ul><ul><li>Execution – ability / desire to execute </li></ul><ul><li>Cost / value advantage </li></ul>Differentiators
    13. 13. <ul><li>Interior Position </li></ul><ul><ul><li>-- Same physical space </li></ul></ul><ul><ul><li>-- Organize by BU / Functional Group </li></ul></ul><ul><ul><li>-- Global law departments – lawyer in-country </li></ul></ul><ul><li>Business Acumen </li></ul><ul><ul><li>-- Learn the industry, learn your Company & BU / FG </li></ul></ul><ul><ul><li>-- Use Company Training Programs </li></ul></ul>Maximize Your Differentiators
    14. 14. <ul><li>Strategic Agility </li></ul><ul><ul><li>-- High skill level </li></ul></ul><ul><ul><li>-- Encourage dialogue, exchange solutions </li></ul></ul><ul><ul><li>-- Courage / Character - “not a sin to disagree” </li></ul></ul><ul><li>Relationships </li></ul><ul><ul><li>-- O/C - control selection / billing / budget </li></ul></ul><ul><ul><li>-- Internal onboarding of new execs </li></ul></ul><ul><ul><li>-- “Teacher” / “Coach” </li></ul></ul>Maximize Your Differentiators
    15. 15. <ul><li>Execution </li></ul><ul><ul><li>-- Your work, and your client’s </li></ul></ul><ul><li>Cost / Value Advantage </li></ul><ul><ul><li>-- e billing systems showing savings </li></ul></ul><ul><ul><li>-- Capture / report the savings / costs avoided </li></ul></ul><ul><ul><li>-- Annual budgeting, monthly reporting </li></ul></ul><ul><ul><li>-- Advisory billing…? </li></ul></ul>Maximize Your Differentiators
    16. 16. <ul><li>Communication – create the sense of shared need, of discomfort </li></ul><ul><li>Communication – shape the vision, involve the team </li></ul><ul><li>Communication – mobilize commitment </li></ul><ul><li>Communication – feedback – give / get </li></ul><ul><li>Lead the charge for change…. </li></ul>Create Alignment / Mobilize Commitment
    17. 17. Change Leadership – Elements Copyright 2007 Ruth Gunther McGrath Dissatisfaction Activities: Create a Shared Need Vision Activities: Shaping the Vision Process Activities: Mobilize Commitment Current State Transition State Future State Organization Alignment Realignment
    18. 18. Change Leadership – Execution Success <ul><li>Personal: Organization is comprised of Individuals </li></ul><ul><li>Dimensional : Process must be translated – Leadership thru Lowest Level </li></ul><ul><li>Dynamic: As progress is made vehicles for “Discomfort” require modification – all levels </li></ul>D = Discomfort V = Vision P = Process V P D D D V V P P Action followed By Chaos Successful Lasting Change Low Priority/ Urgency Anxiety & Frustration = X X X X X X X X = = =
    19. 19. Change Leadership - Inventory <ul><li>Your BU Counsel </li></ul><ul><ul><li>Discomfort </li></ul></ul><ul><ul><li>Vision: </li></ul></ul><ul><ul><li>Process: </li></ul></ul><ul><li>Your BU Counsel’s direct reports </li></ul><ul><ul><li>Discomfort: </li></ul></ul><ul><ul><li>Vision: </li></ul></ul><ul><ul><li>Processes: </li></ul></ul><ul><li>Your Internal Client organization / group of individual Internal Clients </li></ul><ul><ul><li>Discomfort: </li></ul></ul><ul><ul><li>Vision: </li></ul></ul><ul><ul><li>Processes: </li></ul></ul><ul><li>Your Supervisor </li></ul><ul><ul><li>Discomfort: </li></ul></ul><ul><ul><li>Vision: </li></ul></ul><ul><ul><li>Process: </li></ul></ul>
    20. 20. <ul><li> Vision: Compete at the Highest Level of Their Profession </li></ul>Professionals Create Discomfort <ul><li>Accomplishments </li></ul><ul><li>15 Grand Slam Singles Titles </li></ul><ul><li>21 career Grand Slam finals Appearances </li></ul><ul><li>Ranked Number 1, 5 years running </li></ul><ul><li>Named the Laureus World Sportsman of the Year for Four Consecutive Years </li></ul><ul><li>Process Fundamentals </li></ul><ul><li>Practice 8 hours/day </li></ul><ul><li>4-5 hrs. Tennis </li></ul><ul><li>1 hr. sprints </li></ul><ul><li>1.5 hrs weights </li></ul><ul><li>30 min running </li></ul><ul><li>575-625K practice balls a year </li></ul><ul><li>Accomplishments </li></ul><ul><li>14 Olympic Gold Medals </li></ul><ul><li>Broken 37 world records </li></ul><ul><li>World Swimmer of the Year Award in 03, 04, 06, 07, 08, 09 </li></ul><ul><li>American Swimmer of the Year Award in 01, 02, 03, 04, 06, 07, 08, and 09 </li></ul><ul><li>Process Fundamentals </li></ul><ul><li>Practices 6 days/week </li></ul><ul><li>Swims 9 miles/day </li></ul><ul><li>Weight Training </li></ul>
    21. 21. Changes in the team you lead… SOURCE: U.S. Bureau of Labor Statistics; SHRM 2008 Job Satisfaction 2008. US Labor Distribution by Generation - 2020 Millennials Gen X Baby Boomers Values Realism Confidence Social Skepticism Fun Informality Optimism Involvement Work Ethic Multitasking Self-reliance Workaholics Style Participative Entrepreneur Team Player, Meetings Communication Text Messaging Email Voice-mail Direct Immediate In-person Work/Life Balance Balance Live to Work
    22. 22. <ul><li>Disciplined execution – process focused, eyes on the goal, model the expected behaviors, redirect and reward, coach </li></ul><ul><li>Be ready to delegate, with Schwartzkopf’s Rule 11 and Rule 12 </li></ul><ul><li>Regularly re-assess, and encourage the team to re-assess with you </li></ul><ul><li>Be open to changing direction </li></ul>Drive for Results / Re-assess
    23. 23. <ul><li>Changes and Challenges are ever-present </li></ul><ul><li>CLO’s and Legal Departments are responding </li></ul><ul><li>Leadership becomes key </li></ul><ul><li>Leadership sets strategy, creates alignment and drives for results </li></ul><ul><li>The Change Leadership Model is one tool to achieve Department and Company objectives </li></ul>Take-aways
    24. 24. <ul><li>… .Thank you very much for your time…. </li></ul>Questions…?

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