2009 04 21 ntihi faculty course 110
DESCRIPTION
A Perspective on Management of a Law DepartmentTRANSCRIPT
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Law Department Management 110
Managing PeopleManaging RelationshipsManaging InformationManaging Planning and Processes
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Managing People
• You - Manage Up, Across, and Down
• Your Lawyers
• Your Paralegals
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Management Foundation - Individual Excellence• Legal Knowledge is only part of the goal, in house
practice requires more
• Leadership http://tinyurl.com/NTIH1
– Presentation Skills
– Negotiation Skills (The Power to Persuade)
– Knowledge of corporate goals
– Risk Calculus - must be “in front” for others to follow
• Be part of the team, but keep your independence and integrity intact
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Managing Lawyers• Alignment with corporate goals• Setting Expectations
•The Dreaded Performance Review
• Balancing Important vs. Urgent– Policies, manuals, compliance events– Use the bonus plan!
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Dealing with poor performance
• The best surprise is ……..
• Guide, predict, diagnose
• Don’t wait – early intervention is best –problems do not improve with age
• Be Professional
• Provide an action plan – not just criticism
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Who Does the Work?
• Paralegals and Legal Assistants
– Delegation
– Methods
– Resources
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Delegation • Don’t need to see & review everything
Supervision and Delegation
• Paralegals can do everything except Give legal advice/opinions Appear in court Set fees Establish an attorney-client relationship
• Empower Paralegals and Legal Assistants
Use tools to enable them to take action and make decisions within
pre-defined parameters
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Methods
• Tiered-Review PolicyEstablish when matters require attorney review
• Standard and Form Templates Use technology to your advantage
• Negotiating Toolkit for Common ProvisionsProvide fallback provisions and guidance for
common situations
• Training
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Use of Fallback Provisions EXAMPLE: COMPANY EXCLUDES “AFFILIATES” FROM LICENSEE DEFINITION
Option 1 “Affiliate” means any property or casualty insurance company (or entity that
provides employees or services solely for the benefit of Licensee or a property or casualty insurance company Affiliate in connection with either’s internal business operations) identified on Exhibit A to this Agreement that controls, is controlled by, or shares common control with Licensee, with “control” being defined as having more than a 50% controlling interest.
Option 2“Affiliate” means any property or casualty insurance company (or entity that
provides employees or services solely for the benefit of Licensee or a property or casualty insurance company Affiliate in connection with either’s internal business operations) identified on Exhibit A to this Agreement that controls, is controlled by, or shares common control with Licensee, with “control” being defined as having more than a 50% controlling interest. Upon notice to Company and subject to Section 5.3.1 of this Agreement, Licensee may add additional Affiliates under this Agreement. Notwithstanding the foregoing, absent Company’s prior written consent, an Affiliate will not include any entity that has an effective agreement with MSB at the time it becomes affiliated with Licensee
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Resources
• ABA Model Guidelines - Utilization of Paralegal
Services http://tinyurl.com/NTIH6
• Customer Contract Review Policy & Procedure
(reference materials)
• Negotiating Toolkit for Key Provisions (reference
materials)
• “The 4-Hour Work Week”™ Timothy Ferriss
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Managing Relationships
• Outside Counsel
• Community
• Customers
• Shareholders
• Cross functional Teams
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Outside Counsel• Policies, Selection and Engagement• Easily Outsourced?
– Advice/Narrow issue requiring current expertise– Recurring matters (subpoena defense, collections)
• Evaluation and communication• Post Mortems• Formal Evaluations
• Resources
• ACC Value Challenge
• ACC InfoPaks• ABA Ethics Rules
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Community• In house practice world extends beyond
your desk– Pro Bono support– Professional associations
• Legal – ACC, ABA, SCSGP• Other – IACCM, ARMA
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Cross Functional Teams
• What is Legal’s Role - Leader or Supporting cast?
– Internal Investigations; RIF’s; IP Audits; Policymaking; EDRP
• How to get buy-in for the project– “The first best practice”
» http://tinyurl.com/NTIH3
• Keeping the team on schedule
• Tracking Progress with Technology
MS Sharepoint ; Project Management SW; MS Excel
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Managing Process
• Financial Management
• Budget Process
• Accounting for Lawyers
• Risk Management Perspective
• Information Management
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Financial Management
• Using Your Budget to Show Value– Size comparisons– Value of “insourcing”
• Managing Outside Expense is Key– After employee related costs, outside counsel will
typically be the largest % of your budget AND the most controllable by effective management
It’s not about you anymore! Challenges of being a Cost Center
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Budgeting Tools• Requests for Proposals RFP’s
• Retention Guidelines/Engagement Letters/Litigation Policies
• Require Outside Counsel to Actively Participate in Your Budget Forecasting– Treat as partners– Hold accountable – cannot exceed provided budget by 10%
• Bill Other Departments for Time • Show Cost Savings/Revenue Additions (requires good
presentation skills!)
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Risk Management How can you make a difference?
• Credit Risk – • Review corporate credit policies• Review credit and collection practices manual• Standardize escalation letters
• Know your insurance program
• Crisis Response Planning and Communication
Bonus objectives?
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Information Management
• Developing e-File and Hard file systems– Adopt a standardized naming procedure
• 2009-05-19 DOCTYPE PARTY– Create and maintain a master file list– Develop a taxonomy process
List Folders Categories
Resources: “Establishing Alphabetic, Numeric and Subject Filing Systems” ANSI/ARMA ISBN 1-931786-25-9
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Folder Storage – Electroni c and Hard Copy
• Email vs. Logical drive?– Treat your drive like a file cabinet
• Folders and subfolders (see sample)
• Follow the same convention in your email folder system
• Write Open and Close File Procedures
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Beyond file names and folders• Document management
Retention Policy
• Matter Management– Database Tools– E-Billing
• Automation furthers measurement (“Metrics”) by systematically collecting data
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e-Discovery Reference Model
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Records Retention and eDiscovery
Things you should know• Record retention policy• Org charts• IT backup procedures email,
blackberries, voice mail• Default settings for file save• Custodian of Global Data Map• Default Settings for “File Save”• What is metadata?
Things you should do• Build an e-Discovery response
team* – legal/IT/HR/Business
• Std. hold letter/email • Focus on what to KEEP• Minimize storage of ESI• Maximize access to relevant
ESI• Train employees
* http://tinyurl.com/NTIH4
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Work flow analysis
• Detailed analysis of process steps
• Goals - improve cost time or quality
A picture is worth ………
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Flow Charts and Diagrams
• Expose gaps in understanding
• Highlight duplication of effort
• Highlight steps that can run concurrently
• Suggest tasks that could be delegated
• Identify hidden costs
• Clarify bottlenecks
• Provide a map for automation/technology
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Examples and Resources
• Policy Approval Process• Contract Approval Process• SOX Reviews
– MS Excel– Smart Draw– Visio
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Managing Goals and Objectives
• Budgeting vs. Planning
• Alignment with Corporate Objectives– What does this mean for Lawyers?
• Benchmarking and Metrics– If you don’t measure results, how do you
know its working?
Strategic Planning
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Why are metrics important?
• Guiding strategy, and informing tactics• Quantify your support of corporate goals• Set department standards• Improve costs, outcomes• Present information the way your clients will
understand it
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Smart Metrics
• Specific
• Measurable
• Actionable
• Relevant
• Timely
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Metrics – A time for every purpose
• Start at the beginning -collect reliable data!
• Set review periods
• Plan for 2 or more years
• Faster than the speed of light
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Examples of Metrics
• Annual files opened/closed
• Total Legal Expense Inside/Outside
• Total SGA Cost per attorney
• Mix of cases (%) by subject matter
• Employment cases by Business Unit
Resources: www.altmanweil.comwww.hildebrandt.com
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Metrics Comfort foodor
Soup of the day?
FEEDIN
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MONST
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