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Revitalizing Your Inhouse Team

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

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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…?

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

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