4 themes faced by in-house lawyers from LBCambridge September 2016

4 themes faced by in-house lawyers from LBCambridge September 2016

The LBCambridge programme was established in 2006 by LBC Wise Counsel as a residential skills development programme for in-house lawyers. The 21st LBCambridge took place at Queens’ College, Cambridge in September 2016. The traditional opening keynote session on the first full day is designed around themes which the delegates identify as their most pressing issues. We ask the delegates what is “top of mind”, then discuss and debate these ideas with them and then distil these conversations into a presentation.

The presentation I deliver is without slides or notes, but seeks to build on the concerns, opportunities and ambitions of the delegates attending the programme. I try to make it as accessible as possible with as much practical content as I can offer. At September’s event the points that mattered most to this cohort of delegates revolved around defining purpose, becoming more influential, demonstrating value and stepping beyond business-as-usual.

In this report I will explore these themes in a little more detail reflecting the presentation made to delegates at the September 2016 LBCambridge programme.

1. PURPOSE is the key to unlock almost everything.

Without a sense of role and purpose we are left to simply explore ways to get busy. We conflate being busy with adding value, we create dependency using that to justify our needs and we overly on relationships at the expense of data.

However if we define our purpose more substantially several things then fall into place:

  • We see that our role has a scope for which some things are in scope and some things are out of scope. We are immediately empowered to push back when it is out of scope.
  • We can see how we are aligned to the goals of the business and the business can more clearly see the reasons for our involvement and the contribution we make.
  • We can more easily see the measures that will demonstrate we are achieving our in-scope goals.
  • Furthermore it helps us to shape a contribution that steps beyond dependency, plea

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About the author:

Paul is Chief Executive at LBC Wise Counsel, a business he founded in 2000 working predominantly with in-house legal teams and General Counsel around the world.

His focus is on impactful one-to-one mentoring, career counselling, supporting the strategic purpose and operational efficiency of in-house teams, and on designing and delivering residential skills development and leadership programmes.

Clients include international energy conglomerates, global life sciences teams and major banks, as well as a range of FTSE and smaller UK teams. He has designed career development programmes, mentored General Counsel and supported over 100 law firm panel appointment processes.

Before LBC Wise Counsel, Paul qualified as a solicitor in the UK in 1987 and was an in-house lawyer for 12 years including as General Counsel to two UK financial services companies.

Paul has lectured in the US, South Africa and across Europe. He has written six books and published over 150 articles. He was for ten years a Trustee of LawWorks and has been a Law Society Council member representing the in-house sector.