Legal news and trends for Canadian in-house counsel and c-suite executives
Issue link: https://digital.canadianlawyermag.com/i/50889
supervised and worked on collabora- tively." This approach enables in-house counsel to manage workflows effectively and to address their major headache, keeping cognizant of issues that might have new or continuing legal ramifica- tions. "It enables us," says Armstrong, "to continue to add value." While high-tech options, including e-discovery, spreadsheets, and e-billing, are used to enhance internal efficiencies, many in-house counsel rely on tried- and-true low-tech practices to keep on top of their work and the issues facing their departments. Gervais' team, for example, has a weekly staff meeting at which work done in the past week is reviewed and work on the table for the upcoming week is discussed. All of this informa- tion is documented in an Excel spread- sheet. What is not documented, but what is reflected in enhanced efficiency and results, is the inspiration and insight that comes from a team. "We exchange ideas," says Gervais. "We get better results." Smith's team meets every two months on a Friday afternoon when the courts are least busy. Although meetings are mandatory, it's difficult to get the whole team together at one time. That's why detailed minutes are kept. "If the same issue recurs," she says, "we can refer to previous discussions." Smith also recognizes that she doesn't, and shouldn't, do all the administra- tive work herself. "I work closely with the administrative secretaries. We talk about business practices. I give them full responsibility for the management of support staff." Armstrong regularly meets not only with his staff, but with his outside coun- sel. In addition to monthly staff meet- ings that include a complete file review, the Bruce Power VP also holds monthly conference calls with outside counsel to review the management of files. These meetings, he stresses, are not to review billings or discuss costs. Don't miss the following conferences presented by CAP-AND-TRADE FORUM April 23 – 24 | Toronto MAJOR BUSINESS AGREEMENTS April 23 – 24 | Ottawa April 27 – 28 | Halifax ABORIGINAL OIL & GAS FORUM April 30 – May 1 | Edmonton CONSTRUCTION LABOUR RELATIONS April 30 – May 1 | Toronto CANADIAN SECURITIES REGULATION May 5 – 6 | Vancouver ENROLL TODAY! 1 888 777-1707 | www.insightinfo.com/InHouseCounsel Untitled-4 1 INHOUSE APRIL 2009 • 3/5/09 2:27:36 PM 27 Advanced MERGERS & ACQUISITIONS May 5 – 6 | Toronto ABORIGINAL CONSULTATION May 6 – 7 | Toronto ABORIGINAL LAW FORUM May 26 – 27 | Vancouver COMMERCIAL INSURANCE AND REINSURANCE June 15 – 16 | Toronto ABS 2009 May 31 – June 2 | Banff Media Partner As well, Stock recommends that cor- porate counsel look at their own work practices to identify where inefficiencies creep in. One culprit: e-mail. In-house counsel frequently stop what they're doing to answer e-mail, he notes. Such interruptions interrupt the flow of work and actually make counsel less effec- tive. "Handling e-mail (inefficiently) can cost you up to 15 per cent a week in time spent unnecessarily or wasted," says Stock. "You need to manage how work happens." In-house legal departments are get- ting much better at that, he adds. For many of these departments, age is a contributing factor in their ability to manage workflows and implement effi- cient processes. "Many are no longer in start-up mode," says Stock. "The learn- ing curve is catching up with them." Ultimately, notes Gervais, manag- ing workflow is about more than sim- ply doing something better, faster. "It's about leadership. It's about doing the right thing at the right time." IH