Canadian Lawyer InHouse

By Ken Fredeen Checking in on how the vey we can administer, but likely we do receive an annual assessment by our boss, most often the chief executive officer, which provides us with a pretty good idea of what she or he thinks of us. But it is likely our assessor is not a lawyer. The risk we face is the complex- ity and importance of what we do can be lost in the context of an organiza- tion. We cannot be properly evaluated by someone without an understanding of what we do and the value we bring. Sometimes it takes a crisis or litigation matter to bring that point home. But the CEO is only one part of the rest of an organization? Unfortunately there is no quick sur- H equation. She or he has other direct reports — your executive peers. How do they see you and the role you play? For one thing they are likely your cli- ents so it matters what they think of you and your group and you need to know. But they also give their reflections on you to your boss, and hopefully they are positive. You need to look for opportu- nities to not only explain your role, but to find out what challenges your clients face and what more you can do to make their lives easier, and their areas of responsibility more successful. But your executive peers main- ly know what they are told by their reports. Are their reports identifying 46 • OCTOBER/NOVEMBER 2012 ave you ever consid- ered how other depart- ments view the role of general counsel and the department within the department is perceived Taking the pulse of the organization's view of our department can be revealing. the importance of your team's group to their success, to the success of the busi- ness, or do they report on how difficult, slow, and unhelpful your group is? Too often we are seen as sitting in an ivory tower, detached from the busi- ness and other employees. We need to look for opportunities to integrate with other groups in innovative ways. We have great examples of general counsel who step outside their comfort zone with their staff to reach out into the organization through diversity or com- munity activities, and it these actions that others come to see us is through tionship with them might answer some of the questions I have posed. They have — or should have — working or social relationships with many of the stakehold- ers, and at a level where the truth can be found. The key is having an open and honest line of communication with our people, as what they will say to us might not always be what we want to hear. We can't always find out directly from our stakeholders, but maybe there are other channels we can tap into. One thing is for sure — we have to have a context within our lives outside of the office. Our families have their The key is having an open and honest line of communication with our people, as what they will say to us might not always be what we want to hear. We can't always find out directly from our stakeholders, but maybe there are other channels we can tap into. as caring and interested members of an organization. There are other stakeholders who have perceptions of us and what we do — the board, regulators, corporate customers, competitors, politicians, to name some if not most of them — and we have to ask how they see us and the role we play. Should it matter to us, and if it does, how do we find out how we are perceived? Not to be forgotten are our own peo- ple, the members of our team. Your rela- INHOUSE own perceptions of what we do and to them it is likely not as important as we might think it is. It's not always easy to balance our lives, but it's important to take the time and reflect on what we might want to do differently. After all, one thing is for certain — our jobs will continue to be as demanding and complex as ever, if not more. But that is why we love what we do. IH Ken Fredeen is general counsel with Deloitte & Touche LLP in Toronto. He can be reached at kfredeen@deloitte.ca.

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