One of the biggest obstacles in-house legal teams are up against is time. Finding the time to respond to another email, or take a quick look at another RFP, or sit in on another meeting. It all adds up.
In fact, many in-house legal counsel say they’re held back by repetitive tasks that add very little value, a recent UUÂãÁÄÖ±²¥ survey found.
The best performing in-house legal teams are those with a strategy in place that streamlines processes, encourages autonomy and empowers the wider business.
How can you create such a strategy? Consider these eight approaches to improving the in-house legal function:
1. Take advantage of legal guidance tools – Is finding answers to legal questions eating up precious time in your team’s day?
Without access to legal guidance tools, your team could be relying on outdated, untrustworthy or inefficient resources. In fact, the UUÂãÁÄÖ±²¥ Bellwether 2022 survey found 74% of lawyers are using Google to research legal matters – yet, 63% of lawyers admit that it’s riskier and that it takes longer.
Save your team the time and stress by investing in a legal guidance tool that’s designed to help legal counsel work faster and perform better, freeing up time for more important tasks. UUÂãÁÄÖ±²¥ has legal news and guidance that’s curated especially for in-house legal teams – and integrates within the Microsoft environment.
2. Exploit workflow management tools – There is a growing number of project workflow management tools on the market that can enable in-house teams to oversee legal operations will greater efficiency, freeing up legal counsel for the hands-on technical legal work.
These tools don’t have to be specific to the legal market. Talk with other departments within your organisation to see which project management tools they’re using and get a feel for what you need. These tools can also help identify the need for work referrals and allocation among the team (and occasionally, externally).
There can be a time in a company’s life that the need arises for a niche intellectual property lawyer; or an experienced corporate finance lawyer who would bring value to major up-coming transactions.
Depending on business demands, forging relationships with external lawyers who have specialist legal skillsets can prove a cost-effective way to manage demand, particularly when legal budgets are being squeezed. These lawyers can be called upon on a contract basis - often proving the most efficient way to address niche legal issues. The UUÂãÁÄÖ±²¥ practice note on legal outsourcing strategy includes comprehensive, up to date information and is a great place to start.
4. Encouraging ‘group-think’ – Strong, collaborative teamwork produces speedier and more effective results than decisions made in isolation. The UUÂãÁÄÖ±²¥ practice note on team coordination and sharing know-how with legal colleagues is a good starting point. The robust management of in-house legal counsel encourages team-wide communication and knowledge-sharing; collective thinking; and better informed, risk-free decision-making. It also leads to strong relationships and – importantly for any legal team – reduces the risk of high staff turnover.
Effective teamwork draws successfully on each individual lawyer’s skills to produce an informed view or decision that reflects a defined purpose. You can achieve a productive team culture by encouraging each lawyer to involve others who offer unique skills and insight; bounce ideas off each other; to listen to colleagues; and encourage them to disseminate the latest know-how across the team.
5. Creating shared goals and a shared purpose – Your legal team is a fundamental part of the business as a whole, but its role is much more than simply advisory. It is wise to consider what strategic steps you could take to encourage your team to better integrate within the business as a whole.
A key challenge is creating and focusing on the shared purpose and vision of the business – maximising profits (of course), and striving for greater efficiencies while maintaining an ethical approach to all elements of the business and its core values. Have frank discussions with senior management to determine the most pressing concerns and goals; talk with key clients/customers to find out how general counsel can better support them. These discussions will inform how you consider reprioritising your work and restructure the work of your in-house team.
Work to developing a deeper level of understanding of shared commercial goals between the lawyers and the other teams and roles within the company, for example, better customer service and smoother supply chains.
6. Maintaining the highest standards – The ability to maintain high standards across the team can prove challenging, but the integrity of the business demands it. It should be a given that general counsel can consistently give accurate and timely legal advice; but they must also demonstrate commercial acumen, consistency and clarity in performing their role, the ability to work collaboratively and demonstrate sound project management skills. The UUÂãÁÄÖ±²¥ practice note on collaborating with legal colleagues to achieve quality and consistency is a welcome starting point for managers striving for high standards.
Your team culture should have minimum expectations and standards embedded within it, drawn to their attention through regular training and support. Team members should be individually monitored, backed up with periodical performance reviews that go beyond a mere paper exercise. And when you’re onboarding new in-house lawyers, lay a clear framework setting out your standards and expectations. Provide the training and tools they need to achieve them.
7. Give praise when due – We all like to be recognised for a job done well. Praise feels good, bolsters relationships and drives performance. If you don’t recognise achievements and give praise when it is deserved, morale and sense of self-worth falls and standards are likely to drop. Be willing to recognise excellence within the team and reward it when called for.
8. Lead by example – If you expect in-house lawyers to communicate their knowledge and collaborate with colleagues, make a point of sharing your own know-how with the team on a regular basis. If you’re encouraging the team to use legal tech to improve their workflow, can they see you doing the same? Lead from the top and you’ll see the best results across your team.
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