The following In-house Advisor practice note provides comprehensive and up to date legal information covering:
This note offers practical guidance and tips for in-house lawyers on how to build and improve relationships within the legal team by way of better coordination of effort and work allocation, improving consistency and encouraging better sharing of resources.
A popular operating model is for each in-house lawyer to be the account manager for a group of business colleagues or a business area, acting as the first point of contact for incoming work. The account manager should be supported by another member of the team, to whom work is passed regularly so that they can gain a similar level of familiarity as the account manager. This model has a number of advantages which are set out in Practice Note: Boosting quality, productivity and transparency within the legal team.
Clearly you can only operate this model if the head of the team adopts it, but to the extent possible you should be working collaboratively with colleagues.
Read Practice Note: Supporting legal colleagues and sharing know how.
The secret to collaboration is to develop some agreed expectations, which will entail you and others accepting some constraints on your freedom of manoeuvre. If you are serving the same business colleagues, it is vital to have some basic co-ordination and consistency.
You should have clarity about:
any account management responsibility you or another colleague has—it is not indispensable
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