Unquestionably, corporate lawyers are tremendous assets to their companies, using their well-crafted expertise to address everything from labor problems to mergers to corporate governance. But after spending three years in law school and much of their careers learning to be risk averse and never to rule out an option, in-house attorneys may sometimes struggle with the need to make rapid decisions, often with limited information. If they are new to management, supervising others may also prove to be a challenge. However, companies increasingly rely on corporate lawyers for proactive business counseling, participation in key decisions and effective management of their teams.
Failing to define roles and the big picture
In-house lawyers are often responsible for overseeing the work of associates, paralegals and other legal professionals who are typically intelligent, confident and largely self-motivated. Nonetheless, to gain the maximum value from staff, corporate attorneys must take the time to provide adequate direction and motivation to these individuals.
No manager can hope to maintain a productive team if people’s roles and responsibilities are not clearly delineated. Supervising attorneys need to regularly hold one-on-one conversations with direct reports to make sure employees’ understanding of their responsibilities are in sync with their own. This is also the time to define any new expectations and how these may differ from staff’s current responsibilities.
Many in-house lawyers fail to share key details about company goals, either believing legal staff is already aware or will not be interested. But defining the strategic implications of cases and projects – or how a number of these may inter-relate in the larger picture – will help legal professionals better understand the value of their contributions. In the end, they are likely to feel more ownership in the outcome of their work and less insecure about any changes that may lie ahead.
Employing poor decision-making
Company counsel should gather all the information they can, but avoid procrastinating in reaching a conclusion. There are many helpful resources accessible online and through business seminars that suggest strategies managers can use to make responsible choices. Tools for evaluating whether or not to take a specific course of action can range from simple cost/benefit analyses to behavioral and ethical assessments, the latter of which are especially relevant in today’s business climate.
Failing to listen
Holding all of the authority
Forgetting to praise
If legal staff feel undervalued, turnover risks increase greatly – particularly as the economy improves and the best legal professionals recognize they have other options. It is simply human nature to want to be recognized for one’s contributions, which makes taking time out of a busy schedule to acknowledge exceptional efforts critical. Simple gestures such as offering praise during a group meeting or private discussion can go a long way in making staff feel appreciated. In addition to commending outstanding performance, supervising attorneys should not forget to acknowledge those who frequently accept added responsibilities or increased workloads. Their contributions are also critical to the team’s success.
As the role of corporate attorney expands to encompass larger business issues, in-house counsel will become increasingly dependent on the backup of a stable, productive staff. Strong leadership includes the ability to motivate and take full advantage of the skills and knowledge of each individual in the department.
Charles A. Volkert is executive director of Robert Half Legal, a leading staffing service specializing in the placement of attorneys, paralegals, legal administrators and other legal professionals with law firms and corporate legal departments. Based in Menlo Park, Calif., Robert Half Legal has offices in major cities throughout the United States and Canada.