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Fes$ve	
  Season	
  Kick	
  Off	
  &	
  Networking	
  Evening	
  
In-­‐house	
  Seminar	
  II	
  –	
  October	
  28,	
  201...
the best legal opportunitiessydney: 02 9233 7977 melbourne: 03 9938 8700 nc@nclegal.com.au www.nclegal.com.au
The	
  development	
  of	
  in-­‐house	
  legal	
  departments	
  is	
  an	
  increasingly	
  
important	
  topic.	
  	
  ...
CHRIS	
  WOODFORDE	
  
Bridgewater	
  Strategies	
  	
  
College	
  of	
  Law,	
  Adjunct	
  Lecturer	
  
MATT	
  SINNAMON...
LESLIE	
  MOORE	
  
General	
  Counsel	
  
PIP	
  DEXTER	
  
Human	
  Capital	
  Consul$ng,	
  
Director	
  
Leslie Moore, General Counsel, Deloitte
Pip Dexter, Human Capital Consulting, Director, Deloitte
Naiman Clarke
Developing ...
Introductions
7 © 2010 Deloitte Touche TohmatsuThe path toward alignment: lessons on the journey
Mitigate major strategic risks
Improve productivity in working
across boundaries
Improve resource alignment to objectives
...
As One Challenge – The Spam Act
Shared Identity
Shared Identity
17 © 2010 Deloitte Touche TohmatsuThe path toward alignment: lessons on the journey
Excerpts from the voting on Teaming and Recognition
Question: should we use consistent “Legal team” branding?
18 © 2010 De...
Excerpts from the voting on Teaming and Recognition
Question: should we combine the Legal section and Client Service Lawye...
Excerpts from the voting on Teaming and Recognition
Question: should we represent ourselves as the Legal team first and fo...
Excerpts from the voting on Teaming and Recognition
Question: should we agree on a blurb about the Legal team that we will...
Shared Identity: As One Results for the Legal team
22 © 2010 Deloitte Touche TohmatsuThe path toward alignment: lessons on...
Shared Identity: As One Results for the Legal team (by
gender)
23 © 2010 Deloitte Touche TohmatsuThe path toward alignment...
Shared Identity: As One Results for the Legal team (by tenure)
24 © 2010 Deloitte Touche TohmatsuThe path toward alignment...
Directional Intensity
Lift the table using two fingers
Committed
Supportive
Undecided
Unaware
Opposed
Committed	

Supportive	

Undecided	

Unaware	

Opposed
Excerpts from the voting on the Legal team’s 2015 Strategic
Plan
Question: should we engage in business development with e...
Excerpts from the voting on the Legal team’s 2015 Strategic
Plan
Question: should all team members participate in the firm...
Excerpts from the voting on the Legal team’s 2015 Strategic
Plan
Question: should all team members participate in the Lega...
Excerpts from the voting on the Legal team’s 2015 Strategic
Plan
Question: should all team members engage in networking (b...
Directional Intensity: As One Results for the Legal team
38 © 2010 Deloitte Touche TohmatsuThe path toward alignment: less...
Common Interpretation
What do you see?
DIRECTIVE	

EMERGENT	

CREATIVE	

SCRIPTED
Architect & Builders
43
Common Interpretation: As One Results for the Legal team
44 © 2010 Deloitte Touche TohmatsuThe path toward alignment: less...
Captain & Sports Team
45
Concluding Reflections
46 © 2010 Deloitte Touche TohmatsuThe path toward alignment: lessons on the journey
General information only
This presentation contains general information only, and none of Deloitte Touche Tohmatsu Limited...
KATRINA	
  JOHNSON	
  
Director	
  of	
  Legal	
  Affairs	
  
&	
  Company	
  Secretary	
  
Katrina	
  Johnson	
  
Director	
  of	
  Legal	
  Affairs	
  and	
  Company	
  Secretary	
  
eBay	
  Marketplaces	
  
E: 	
...
MATT	
  SINNAMON	
  
Head	
  of	
  Legal	
  &	
  Compliance,	
  
Company	
  Secretary	
  
THE LIFECYCLE OF THE LAWYER
DEVELOPING THE BEST IN-HOUSE COUNSEL
THE LIFECYCLE OF THE LAWYER
!  Recruit
!  Retain	
  
!  Release	
  
RECRUIT
!  Screening
!  Assumptions	
  
!  Fit	
  
RETAIN
!  Expectations
!  Motivations	
  
!  Goals and challenges	
  
!  Continued improvement	
  
RELEASE
!  Performance management
!  Termination 	
  
CHRIS	
  WOODFORDE	
  
Bridgewater	
  Strategies	
  
College	
  of	
  Law,	
  
Adjunct	
  Lecturer	
  
2010
Developing the Best In-house
Counsel
Training and developing in-house lawyers
Chris Woodforde, The College of Law
Nature of the challenge
•  How do you help people gain skills,
experience and knowledge?
•  How do you broaden and deepen ...
Masters of Applied Law (In-
house Practice)
•  Practical problem-based Masters degree
•  Uses a range of reading materials...
Masters of Applied Law (In-house Practice) con’t…
Developed specifically for the needs of:
•  corporate and government law...
How the course operates
•  Delivered online, with occasional face-to-face
or real-time activities
•  Seven subject Masters...
For more information
•  Attend an online information session
on Wed 17 November via web
conference (1/2 hour duration)
•  ...
IN-­‐HOUSE	
  COUNSEL	
  NETWORK	
  
From	
  the	
  In-­‐house,	
  	
  Private	
  Prac$ce	
  
and	
  Support	
  teams	
  at	
  	
  
Naiman	
  Clarke,	
  
we	
 ...
Developing The Best In House Counsel Seminar Ii
Developing The Best In House Counsel Seminar Ii
Developing The Best In House Counsel Seminar Ii
Developing The Best In House Counsel Seminar Ii
Developing The Best In House Counsel Seminar Ii
Developing The Best In House Counsel Seminar Ii
Developing The Best In House Counsel Seminar Ii
Developing The Best In House Counsel Seminar Ii
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Developing The Best In House Counsel Seminar Ii

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This seminar is the second in a series of seminars uniquely focused on the in-house legal space. We were joined by market leading counsel including, Matt Sinnamon from ING Direct, Leslie Moore and Pip Dexter from Deloitte, Katrina Johnson from eBay and Chris Woodforde from Bridgewater Strategies on behalf of the College of Law.
Please enjoy the presentation - if there is any more information you need please feel free to get in touch via LinkedIn.

Phillip Hunter
In-house Legal Consultant (Recruitment)

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Transcript of "Developing The Best In House Counsel Seminar Ii"

  1. 1. Fes$ve  Season  Kick  Off  &  Networking  Evening   In-­‐house  Seminar  II  –  October  28,  2010   DEVELOPING    THE    BEST   IN-­‐HOUSE    COUNSEL   Proudly  the  Major     Sponsor  of  the   2010  Na$onal     ACLA  Conference   WELCOME…  
  2. 2. the best legal opportunitiessydney: 02 9233 7977 melbourne: 03 9938 8700 nc@nclegal.com.au www.nclegal.com.au
  3. 3. The  development  of  in-­‐house  legal  departments  is  an  increasingly   important  topic.    Legal  departments  are  growing  and  businesses  are   favouring  internal  legal  models  –  so  how  do  you  create  the  best  in-­‐ house  legal  counsel?  This  presenta$on  will  provide  an  insight  into  what   makes  a  successful  legal  team.    This  will  include;   !  Hiring  and  iden$fying  talent   !  Training,  developing  and  retaining  your  legal  counsel   !  Team  management  and  structure   !  Managing  and  developing  internal  client  rela$onships   INTRODUCTION   SEMINAR  II   DEVELOPING  THE  BEST  IN-­‐HOUSE  COUNSEL  
  4. 4. CHRIS  WOODFORDE   Bridgewater  Strategies     College  of  Law,  Adjunct  Lecturer   MATT  SINNAMON    Head  of  Legal  &  Compliance,   Company  Secretary   KATRINA  JOHNSON    Director  of  Legal  Affairs   &  Company  Secretary   LESLIE  MOORE  –  General  Counsel   And  PIP  DEXTER  –  Human  Capital     Consul$ng,  Director   OUR  PRESENTERS  
  5. 5. LESLIE  MOORE   General  Counsel   PIP  DEXTER   Human  Capital  Consul$ng,   Director  
  6. 6. Leslie Moore, General Counsel, Deloitte Pip Dexter, Human Capital Consulting, Director, Deloitte Naiman Clarke Developing the best in-house counsel Thursday, 28 October 2010 The path toward alignment: lessons on the journey
  7. 7. Introductions 7 © 2010 Deloitte Touche TohmatsuThe path toward alignment: lessons on the journey
  8. 8. Mitigate major strategic risks Improve productivity in working across boundaries Improve resource alignment to objectives across the organisation Reduce strategy implementation costs through targeted, efficient interventions Getting As One right 9
  9. 9. As One Challenge – The Spam Act
  10. 10. Shared Identity
  11. 11. Shared Identity 17 © 2010 Deloitte Touche TohmatsuThe path toward alignment: lessons on the journey
  12. 12. Excerpts from the voting on Teaming and Recognition Question: should we use consistent “Legal team” branding? 18 © 2010 Deloitte Touche TohmatsuThe path toward alignment: lessons on the journey 94% 6% Yes No
  13. 13. Excerpts from the voting on Teaming and Recognition Question: should we combine the Legal section and Client Service Lawyers section on DAIS (the Deloitte Intranet)? 19 © 2010 Deloitte Touche TohmatsuThe path toward alignment: lessons on the journey 100% 0% Yes No
  14. 14. Excerpts from the voting on Teaming and Recognition Question: should we represent ourselves as the Legal team first and foremost rather than emphasising sub-teams such as Disputes, Corporate, and Commercial? 20 © 2010 Deloitte Touche TohmatsuThe path toward alignment: lessons on the journey 100% 0% Yes No
  15. 15. Excerpts from the voting on Teaming and Recognition Question: should we agree on a blurb about the Legal team that we will all use as a basis for introducing ourselves, for giving training, and for engaging in other public tasks and presentations? 21 © 2010 Deloitte Touche TohmatsuThe path toward alignment: lessons on the journey 87% 13% Yes No
  16. 16. Shared Identity: As One Results for the Legal team 22 © 2010 Deloitte Touche TohmatsuThe path toward alignment: lessons on the journey
  17. 17. Shared Identity: As One Results for the Legal team (by gender) 23 © 2010 Deloitte Touche TohmatsuThe path toward alignment: lessons on the journey
  18. 18. Shared Identity: As One Results for the Legal team (by tenure) 24 © 2010 Deloitte Touche TohmatsuThe path toward alignment: lessons on the journey
  19. 19. Directional Intensity
  20. 20. Lift the table using two fingers
  21. 21. Committed
  22. 22. Supportive
  23. 23. Undecided
  24. 24. Unaware
  25. 25. Opposed
  26. 26. Committed Supportive Undecided Unaware Opposed
  27. 27. Excerpts from the voting on the Legal team’s 2015 Strategic Plan Question: should we engage in business development with external clients or potential clients (law firms, other professional services firms, etc)? 34 © 2010 Deloitte Touche TohmatsuThe path toward alignment: lessons on the journey 62% 38% Yes No
  28. 28. Excerpts from the voting on the Legal team’s 2015 Strategic Plan Question: should all team members participate in the firm’s Innovation program? 35 © 2010 Deloitte Touche TohmatsuThe path toward alignment: lessons on the journey 56% 44% Yes No
  29. 29. Excerpts from the voting on the Legal team’s 2015 Strategic Plan Question: should all team members participate in the Legal team’s Innovation initiative? 36 © 2010 Deloitte Touche TohmatsuThe path toward alignment: lessons on the journey 75% 25% Yes No
  30. 30. Excerpts from the voting on the Legal team’s 2015 Strategic Plan Question: should all team members engage in networking (building relationships that may or may not lead to work for the firm)? 37 © 2010 Deloitte Touche TohmatsuThe path toward alignment: lessons on the journey 62% 38% Yes No
  31. 31. Directional Intensity: As One Results for the Legal team 38 © 2010 Deloitte Touche TohmatsuThe path toward alignment: lessons on the journey
  32. 32. Common Interpretation
  33. 33. What do you see?
  34. 34. DIRECTIVE EMERGENT CREATIVE SCRIPTED
  35. 35. Architect & Builders 43
  36. 36. Common Interpretation: As One Results for the Legal team 44 © 2010 Deloitte Touche TohmatsuThe path toward alignment: lessons on the journey
  37. 37. Captain & Sports Team 45
  38. 38. Concluding Reflections 46 © 2010 Deloitte Touche TohmatsuThe path toward alignment: lessons on the journey
  39. 39. General information only This presentation contains general information only, and none of Deloitte Touche Tohmatsu Limited, Deloitte Global Services Limited, Deloitte Global Services Holdings Limited, the Deloitte Touche Tohmatsu Verein, any of their member firms, or any of the foregoing’s affiliates (collectively the “Deloitte Network”) are, by means of this presentation, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This presentation is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your finances or your business. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this publication. Confidential This document and the information contained in it is confidential and should not be used or disclosed in any way without our prior consent. About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/au/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms. Deloitte provides audit, tax, consulting, and financial advisory services to public and private clients spanning multiple industries. With a globally connected network of member firms in more than 140 countries, Deloitte brings world-class capabilities and deep local expertise to help clients succeed wherever they operate. Deloitte's approximately 169,000 professionals are committed to becoming the standard of excellence. About Deloitte Australia In Australia, the member firm is the Australian partnership of Deloitte Touche Tohmatsu. As one of Australia’s leading professional services firms. Deloitte Touche Tohmatsu and its affiliates provide audit, tax, consulting, and financial advisory services through approximately 4,500 people across the country. Focused on the creation of value and growth, and known as an employer of choice for innovative human resources programs, we are dedicated to helping our clients and our people excel. For more information, please visit our web site at www.deloitte.com.au. Liability limited by a scheme approved under Professional Standards Legislation. Member of Deloitte Touche Tohmatsu Limited © 2010 Deloitte Touche Tohmatsu
  40. 40. KATRINA  JOHNSON   Director  of  Legal  Affairs   &  Company  Secretary  
  41. 41. Katrina  Johnson   Director  of  Legal  Affairs  and  Company  Secretary   eBay  Marketplaces   E:  katrina.johnson@ebay.com   P:  +612  8288  0024   F:  +612  8288  0001  
  42. 42. MATT  SINNAMON   Head  of  Legal  &  Compliance,   Company  Secretary  
  43. 43. THE LIFECYCLE OF THE LAWYER DEVELOPING THE BEST IN-HOUSE COUNSEL
  44. 44. THE LIFECYCLE OF THE LAWYER !  Recruit !  Retain   !  Release  
  45. 45. RECRUIT !  Screening !  Assumptions   !  Fit  
  46. 46. RETAIN !  Expectations !  Motivations   !  Goals and challenges   !  Continued improvement  
  47. 47. RELEASE !  Performance management !  Termination  
  48. 48. CHRIS  WOODFORDE   Bridgewater  Strategies   College  of  Law,   Adjunct  Lecturer  
  49. 49. 2010 Developing the Best In-house Counsel Training and developing in-house lawyers Chris Woodforde, The College of Law
  50. 50. Nature of the challenge •  How do you help people gain skills, experience and knowledge? •  How do you broaden and deepen your own experiences? •  How do you or the people on your team prepare for new challenges? •  How does ACLA help the profession and its members to prepare?
  51. 51. Masters of Applied Law (In- house Practice) •  Practical problem-based Masters degree •  Uses a range of reading materials sourced from a diverse set of sources rather than black letter law •  Designed by the College of Law in consultation with Australian Corporate Lawyers Association (ACLA) •  Unique in its focus on government and corporate in-house practice •  Broad based student enrolment – PQE, seniority and geography
  52. 52. Masters of Applied Law (In-house Practice) con’t… Developed specifically for the needs of: •  corporate and government lawyers who want to expand their skills and knowledge •  lawyers in private practice looking to move an in-house role •  lawyers in private practice wanting to better understand their corporate or government clients
  53. 53. How the course operates •  Delivered online, with occasional face-to-face or real-time activities •  Seven subject Masters, four subject Graduate Diploma •  10 subjects to choose from with a government or corporate focus •  Varied practical assessment – board papers, mediations, tender panels, drafting policies/legislation •  Two 15 week semesters per year – March and August
  54. 54. For more information •  Attend an online information session on Wed 17 November via web conference (1/2 hour duration) •  Email alp@collaw.edu.au for details or call Angie Zandstra on 9965 7104 •  Visit www.collaw.edu.au/alp
  55. 55. IN-­‐HOUSE  COUNSEL  NETWORK  
  56. 56. From  the  In-­‐house,    Private  Prac$ce   and  Support  teams  at     Naiman  Clarke,   we  wish  you  a  safe  and  happy   Fes$ve  Season.   THANK  YOU  

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