Course dates
Course overview
This course will examine the pressures and opportunities that exist for In-House Legal Counsel. The pressures on in-house departments in today's tough economic conditions are increasing as result of:
- business people expecting the in-house legal departments to reduce headcount in line with cost reduction programmes
- the need to reduce legal spend or keep it under even tighter control
- and more at stake with business failure and unreliable commitments
It is not possible for a legal department to take on additional work with a reduced staff. Management of legal risk has to be a joint effort by business managers, the in-house function and external advisers.
Management of legal risk has to be a joint effort by business managers, the in-house function and external advisers.
This timely course helps heads of legal departments to ensure that their in-house teams have the right focus, motivation and capabilities. In a time of job insecurity it is an even greater challenge to bring the best out of the team. Good management and leadership is vital.
Summary of course content
A stimulus for those managing, or aspiring to manage, in-house legal functions to:
- Manage relationships activities to mitigate legal risk
- Adopt a strategic approach to sourcing legal services which meet the needs of their organisations
- Manage the in-house legal resources and narrow the gap between levels of demand and delivery capability
- Deal with the heightened cost pressure and resource squeeze
- Bring the best out of the legal team at a time of job insecurity and limited remuneration options
Methodology
This programme encompasses the sharing of ideas, the evaluation of sample materials, debate on issues and comparison of solutions - it is not just training, it delivers collective consulting.
Who should attend this training course?
Professionals responsibe for managing legal services
- Head of Legal
- Senior In-House Lawyers
- Private practitioner contemplating a move in-house
- Compliance and regulators
- Risk Managers/directors
Supporting publication
Day 1
Management and ownership of legal risk
The need and options for legal services
- Stepping back and looking ahead
- Aligning with business priorities
- In-house or external and at what cost?
Concurrent workshops on improving the interface between the business and in-house legal function
Managing expectations and adding value
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Allocating resource
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Encouraging coherent use of the in-house team
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Boosting proactive efforts in place of reactive ones
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Management reporting and dialogue
Raising legal awareness
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The pros and cons
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Proven techniques to get the legal dimension across
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Synchronising their appetite and your capabilities
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Self help – does it create more problems than it solves?
Conclusion of day one
Day 2
Orchestrating external advisers
- Selecting and appointing
- Building the relationship and interface with the business
- Managing costs
- Good client and good adviser attributes
Maximising performance of the in-house team
- Motivation and accountability
- Skills development
- Know how sharing
- Coaching
Business impact
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Commercial acumen
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Influencing
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Adding value
Leadership challenges
- Reporting structures
- Managing a dispersed team
- The demands on your time
- Career progression
Conclusion of day two
There will be a guest speaker on contribution
InterContinental Grand Stanford Hotel, Hong Kong, Hong Kong
This programme takes place on a non-residential basis at the InterContinental Grand Stanford Hotel. Non-residential course fees include training facilities, documentation, lunches and refreshments for the duration of the programme. Delegates are responsible for arranging their own accommodation, however, a list of convenient hotels (many at specially negotiated rates) is available upon registration.
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Mark Prebble
During his 21 years as an employed in-house lawyer, Mark worked for ICI and The BOC Group plc in the UK, and Biogen and SGS in Switzerland. He held the positions of General Counsel at SGS and Group Legal Adviser at The BOC Group plc. He spent a considerable amount of time in Asia during his career. Since 1998 when he established a consultancy for lawyers in business, Mark has worked with in-house legal departments, providing coaching and support for in-house lawyers, wherever located, on management issues, legal department performance and projects involving raising legal awareness.
Mark runs workshops for in-house lawyers in Europe and Asia. He also undertakes project management work for businesses, which have no legal department and for legal departments, including interim management assignments. He has written 'Right in It - where in-house lawyers should be.'
Interested in holding this course in-house? Please fill out your details and a member of our team will be in touch with more information.
Course dates