CCCA Magazine - Spring 2018

Conquering Challenging Clients Personal Branding: Thriving in a Time of Disruption Spotlight On... The CCCA Mentoring Program

CCCA

IN-HOUSE COUNSEL COMPENSATION SURVEY: HOW DO YOU MEASURE UP?

magazine spring 2018 printemps | Vol 12, No. 1

Leading Corporate Counsel Le conseiller juridique d’entreprise – Droit devant

JULIA SHIN DOI, General Counsel & Secretary of the Board of Governors, Ryerson University

PM 42929530 — Return undeliverable Canadian addresses to: Canadian Corporate Counsel Association, 1210 – 20 Toronto Street, Toronto, ON M5C 2B8

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spring 2018 printemps | Vol 12, No. 1

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In this issue…

Features 14 Conquering Challenging Clients

CANADIAN CORPORATE COUNSEL ASSOCIATION L’ASSOCIATION CANADIENNE DES CONSEILLERS(ÈRES) JURIDIQUES D’ENTREPRISES 1210 – 20 Toronto Street Toronto, ON M5C 2B8 Tel: 416-869-0522 Email: ccca@ccca-cba.org CCCA Chair / PRÉSIDENT de l’ACCJE Nick Slonosky: Chair@ccca-cba.org EXECUTIVE EDITOR / Rédactrice en chef Lynne Yryku: LYryku@ccca-cba.org Associate Editor / Rédactrice associée Karen Sadler: KSadler@ccca-cba.org ADVERTISING / PUBLICITÉ Brian Trotter: BrianTrotter@outlook.com DESIGN / CONCEPTION ARTISTIQUE Hume Media Inc. Editorial Board Olumide Adetunji Marianne Bolhuis Graeme Deuchars Sébastien Guénette Wendy King Laurie MacFarlane Sarah McKinnon Michael Rothe Yasmin Visram COVER PHOTO / PHOTO DE COUVERTURE Brian Batista Bettencourt, 3B Photography ISSN No. 1913-0562 Publications Mail Agreement No. 42929530 Return undeliverable Canadian addresses to: Canadian Corporate Counsel Association 1210 – 20 Toronto Street Toronto, ON M5C 2B8 All rights reserved. Contents may not be reprinted without permission. The opinions expressed in articles are not necessarily those of the publisher. Information presented is not legal advice and should not be relied upon as a substitute for review of your specific situation with legal counsel. Every effort has been made to provide accurate information; however, the publisher assumes no responsibility for errors or omissions.

Tous droits réservés. Le contenu du magazine ne peut pas être reproduit sans autorisation. Les opinions exprimées dans les articles ne sont pas nécessairement partagées par l’éditeur. Le contenu du magazine ne constitue pas un avis juridique et vous ne devriez pas vous en servir pour évaluer votre situation particulière. Nous avons tout mis en œuvre afin de fournir des renseignements exacts. Cependant, l’éditeur n’assume aucune responsabilité en cas d’erreurs ou d’omissions.

As in-house counsel, getting along with our clients is essential to do our job effectively.

Learn about the different communication styles so you can have a better understanding of what drives your clients and how best to approach them in a discussion to make it a win-win situation. By Jim Middlemiss

22 2018 In-House Counsel Compensation Survey: How Do You Measure Up?

Providing the most up-to-date, robust analysis of salary packages and career-related topics in Canada, this survey is recognized as an authority on in-house counsel compensation.

Read the highlights and see how you compare.

30 Personal Branding: Thriving in a Time of Disruption

Personal branding is about taking an active role in the direction of your career and life. It explains who you are and what you stand for. By having this alignment, the emphasis shifts from money and power to providing real solutions for real people. But where do you start?

By Susan McLennan

columns

departments

4 From the Editor Your career is as unique as you are. Make it a success by aligning it with your values, building your networks and doing the work.

5 From the Chair As in-house counsel, you are both a trusted legal advisor and a strategic business partner. To continue growing your skills, join me and your colleagues from across Canada and the world at the 2018 CCCA National Conference & ICW Summit!

8 Profile: Julia Shin Doi This highly acclaimed GC is known for her community-building skills and cando attitude. She is a problem-solver, champion, teacher, lifelong learner and so much more. By Lynne Yryku 36 Spotlight On… The CCCA Mentoring Program Whether you act as mentor or mentee, this program may be the only decision you make that has exclusively positive impact!

Help a fellow in-house counsel, build your skills, and come away feeling empowered and energized about your career.

40 CCCA News Enrol in the Business Leadership Program for In-House Counsel beginning May 25; register for the 2018 CCCA National Conference & ICW Summit; meet Vivene Salmon, 2018-19 CBA VicePresident.

6 Legal Performance Whether you are a natural planner or not, career planning helps you learn about yourself and where you are going. If you haven't started yet, it is not too late. By Karlee Blatz 11 Wellness We all know exercise is important. Are you reaping the physical and mental benefits of making it a daily routine? By Lynne Yryku 12 Mental Health It is more critical than ever to meet work and home demands with higher degrees of resiliency. Career management planning is the best time to look at handling stress as you grow.

By Wendy Lund 44 Legal Innovation Career flexibility is beneficial for both lawyers and companies, and there are more options than ever to achieve it. How can you strike the right balance? By Kate Ryder, Vanessa Vidas and Arie van Wijngaarden 46 Inside Edge How can you create balance while pursuing a challenging career? Make time to follow your passion—like wildlife photography. It may even teach you some important career lessons along the way.

By Colleen Gara

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{ From the Editor / Mot de la rédactrice }

To Your Success!

À votre succès!

By Lynne Yryku

Par Lynne Yryku

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o you have a clear career plan? Far too many of us do not— so we remain in the same position with the same responsibilities year after year, unprepared for future growth. But there’s help! This issue is packed with resources for career success.

First, the CCCA 2018 In-House Counsel Compensation & Career Survey results are in! See what you are worth and discover your earning potential across the country on page 22.

Then, as you prepare for advancement, be clear on your “why.” Be certain of who you are and what you stand for. That is your competitive advantage. “As the job market becomes more and more competitive, those who have mindfully built their personal brands are more likely to succeed,” says public relations expert Susan McLennan (page 30).

Next, decide what type of in-house lawyer you want to be. Attend networking events and conferences with other in-house counsel (the CCCA National Conference & ICW Summit is coming to Toronto, April 29 – May 1!) to see what opportunities exist and the skills they require. Or learn directly from more experienced colleagues through the CCCA Mentoring Program, like Edward Anido did (page 36): “Participating was an effort to gain control and direction.”

Armed with a direction, develop your reputation as a top performer in that area so people seek you out. The key is knowing the skills that help you do so, making you more valuable to current and future employers.

Julia Shin Doi, our profile person, has risen through the ranks to become General Counsel and Secretary of the Board of Governors at Ryerson University (page 8). She agrees that targeted continuing legal education is valuable: “It gives you a [different] framework to think about matters you are dealing with.”

And if your goal is the executive suite, she is a strong advocate for the CCCA’s Certified In-House Counsel – Canada (CIC.C) designation. The next cohort begins May 25, 2018.

Finally, don’t forget your interpersonal skills. According to Maura Lendon, Vice-President, Chief General Counsel and Corporate Secretary at Primero Mining Corp., “A lot of it really comes down to communications. Anything you can do to really help understand where your client is coming from helps you bridge the gap” (page 14). If you’re a person known for getting things done and delivering value where others cannot, you can often pre-empt problems, build stronger relationships and ultimately enjoy long-term career success. ❚

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vez-vous un plan de carrière? Beaucoup n’en ont pas ... et assument les mêmes responsabilités au même poste, année après année. Alors, voici de l’aide! Ce numéro est rempli de ressources pour propulser votre carrière.

Tout d’abord, les résultats du Sondage 2018 de l’ACCJE sur la rémunération et la carrière des juristes d’entreprise sont maintenant connus! Prenez conscience de votre valeur et de votre potentiel de revenu à la page 22.

Ensuite, assurez-vous de savoir qui vous êtes, de cerner les motivations qui vous font rechercher un avancement professionnel. C’est votre avantage concurrentiel. « À mesure que le marché du travail devient de plus en plus concurrentiel, ceux qui ont soigneusement bâti leur image de marque ont plus de chances de réussir », explique l’experte en relations publiques Susan McLennan (page 30).

Après, déterminez quelle sorte de juriste d’entreprise vous voulez être. Participez aux conférences et aux activités de réseautage avec vos pairs (comme la Conférence nationale de l'ACCJE et Sommet mondial, du 29 avril au 1er mai à Toronto!) pour connaître les opportunités et les compétences recherchées. Ou apprenez directement auprès de collègues expérimentés du Programme de mentorat de l’ACCJE, comme Edward Anido (page 36) : « J’avais besoin de conseils pour prendre ma carrière en main. » Une fois votre orientation définie, développez votre réputation dans ce domaine et les gens vous y rechercheront. La clé, c’est d’avoir les connaissances nécessaires afin d’acquérir de la valeur pour vos employeurs.

Julia Shin Doi a gravi les échelons pour devenir avocate générale et secrétaire du conseil supérieur de l’Université Ryerson (voyez son profil à la page 8). Elle pense aussi que la formation juridique continue est incontournable : « Cela vous fait voir les problématiques sous un angle différent. » Et pour ceux qui visent la haute direction, Julia suggère fortement la désignation de Juriste d’entreprise agréé – Canada (JEA.C). La prochaine cohorte débute le 25 mai 2018.

Enfin, ne négligez pas les compétences interpersonnelles. Selon Maura Lendon, vice-présidente, avocate générale en chef et secrétaire corporative chez Primero Mining Corp. : « Une grande part revient aux communications. Tout ce que vous pouvez faire pour comprendre d'où vient votre client peut vraiment vous aider à combler le fossé » (page 14). Lorsqu’on est une personne connue pour livrer la marchandise et pour réussir là où les autres échouent, on sait anticiper les problèmes et bâtir des relations solides, et c’est cela qui mène au succès professionnel à long terme. ❚

{ From the Chair / MOT DU PRÉSIDENT }

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Innovation and Relevance

Innovation et pertinence

By Nick Slonosky, CIC.C

Par Nick Slonosky, JEA.C

s constant, dramatic change becomes the new normal, inhouse counsel are forced to adapt quickly to stay relevant and ahead of the curve. Regardless of our current skill sets, levels of experience or responsibilities, the ongoing expansion of our career toolkits must continue on a daily basis.

We all chose this profession because of our passion for law.

However, it is no longer enough to be a good lawyer. We must build our business acumen, evolve with the new age of legal services providers, learn how to establish and finetune strong relationships, and grow as strategic partners and leaders to achieve long-term success.

We are fortunate to be part of an association that supports our growth by offering opportunities like the upcoming 2018 CCCA National Conference & In-House Counsel World Summit, April 29 to May 1.

Have you registered yet?

This year, in addition to our primary focus on building our legal and business skills, we will be looking at the global picture, including cybersecurity, multinational management and compliance, international trade agreements, labour abuses and, as always, best practices. We will continue the dialogue around ethics, technology and artificial intelligence, and examine how to take calculated risks and articulate our value to our employers and clients. We will also look at the latest research on inhouse compensation and universal competencies.

As in-house counsel, we have to play the dual role of business advisor and enabler to justify our seat at the decision-making table. Whether through the conference topics, this magazine or other networking and professional development events, the goal is to stimulate out-of-the-box thinking and explore how we (and our organizations) can lead through change, respond with innovative solutions and set the course for a strong future.

I hope you will join me in Toronto at the end of April for future-focused talks, dynamic keynotes and invaluable professional development sessions. Don't miss this annual occasion to network with colleagues from across the country and around the world, and immerse yourself in our vibrant in-house community. See you there! ❚

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lors que le changement radical constant devient la norme, les juristes d’entreprise sont forcés de s’adapter rapidement pour rester pertinents et se donner une longueur d’avance. Leur trousse à outils professionnelle doit s’étoffer jour après jour, quelles que soient leurs compétences, leur expérience ou leurs responsabilités.

C’est la passion pour le droit qui nous a fait choisir cette profession, mais cela ne suffit plus pour être un bon avocat. Désormais, pour réussir comme juriste d’entreprise, il faut développer son sens des affaires, évoluer avec l’ère nouvelle des fournisseurs de services juridiques, apprendre à établir des relations solides, et devenir un leader et un partenaire stratégique.

Heureusement, nous faisons partie d’une association qui facilite notre développement avec des activités comme la Conférence nationale de l'ACCJE et le Sommet mondial 2018, du 29 avril au 1er mai. Êtes-vous inscrits?

Cette année, notre réflexion ira au-delà de nos compétences juridiques et commerciales pour aborder une perspective globale : cybersécurité, gestion et conformité multinationales, accords commerciaux internationaux, exploitation des travailleurs et, comme toujours, pratiques exemplaires. Le dialogue sur l’éthique, les technologies et l’intelligence artificielle se poursuivra, et nous verrons comment prendre des risques calculés et exprimer notre valeur à nos employeurs et clients. Il sera question également des dernières recherches sur la rémunération et les compétences universelles des juristes d’entreprise.

Pour justifier une place à la table en tant que juriste d’entreprise, il faut jouer le double rôle de conseiller commercial et de catalyseur.

Que l’outil soit un sujet de la conférence, ce magazine ou d’autres activités de réseautage et de développement professionnel, l’idée est de stimuler les idées nouvelles et d’explorer comment harnacher le changement, y répondre avec des solutions innovantes et ouvrir la voie à un avenir solide.

Rejoignez-moi à Toronto à la fin d’avril : des discussions axées sur l’avenir, des conférenciers dynamiques et d’intéressantes séances de développement professionnel vous attendent. Ne ratez pas cette occasion annuelle de réseauter avec des collègues du Canada et du monde entier et de vous immerger dans notre communauté dynamique. J’ai hâte de vous y voir! ❚

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The Makings of a Career Plan

By Karlee Blatz

I often read career planning articles (such as this one) and think to myself, “These people have it together!” Full transparency: I am not one of those people. One day, I’d like to have it together but that day is not today.

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t first blush, career planning should be easy because I am naturally a planner, in every aspect of my life. For instance, I plan dinner parties and everything must fit with my vision for the party or it isn’t allowed. (That special dessert passed down from your great-grandmother—if it isn’t in line with my vision, no thank you!) I plan my personal life, like cabin weekends and outings with friends, with varied success. I plan adventures for my husband, me and our dog—which invariably involve sending out a meeting invite because how else do you guarantee you will both be on the same page?

So I should be able to write easily about planning my career. Except my career is the one thing I have not sat down and planned. Not even a little. But in the spirit of improvement and doing this together, I have taken stock of my own experiences and from that, fashioned my top three tips for success as in-house counsel.

1. Don’t (always) listen to your mentors Now this is specific advice and will not work for everyone. I have a very close friend who has been my mentor since I was a second-year lawyer. She eventually hired me to work in-house in a position reporting to her, where I worked for nearly five years and learned so much during that time.

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A couple of years ago, she was appointed to the bench. Before she left, she told everyone on our team that we did not want her job. Respecting her as a mentor, I did what came naturally to me—I ignored her advice and applied for the job. It is the most challenging job I have ever had but it is also the most rewarding.

So my advice? Ignore the people you trust the most if it goes against your gut feeling. Or perhaps this advice has broader applicability: really know yourself. If you know yourself well enough, you will know when you are ready to stretch yourself and take the next big risk.

And don’t worry about timing—it is never perfect. In my career so far, opportunities have never come at the most ideal time. At the time of my promotion, our department was very busy, all my hearings were inexplicably not settling and I was getting married in under a month. With all that, it would have been easy and excusable to keep my head down and continue to do the work I was comfortable with. But I knew myself and felt ready for the challenge, so I took the leap anyway.

2. Learn from all professionals (not just lawyers) As lawyers, we are generally adept at the legal aspects of our jobs. However, I, like many of you, find I am doing less and less legal work

{ Legal Performance }

as time goes on. So to continue to grow my career, I need to look outside the legal profession and learn from professionals who are not lawyers. On my path thus far, I have sought out these learnings from people both within and outside my organization.

In my job, I work for an organization that is extremely supportive of my team’s work. I also work directly for an HR professional who regularly provides productive feedback—and if it is not provided as regularly as I need, I seek it out. I do this because I cannot improve if I am not aware of my gaps (or, in HR lingo, my opportunities for improvement).

Outside my role, top of mind is the Business Leadership Program for In-House Counsel, offered by the CCCA in conjunction with the Rotman School of Management, which I began in 2017. I cannot say enough about the value I have received from it already. We are taught by experts in every business-related field, and there are so many practical takeaways. I have never

really liked school—which is shocking for a lawyer to admit, I know—but I am trying to soak up every bit of knowledge and experience from the excellent faculty. Participate in this program; you will not regret it!

3. Say “no” (occasionally) I recently watched a documentary on Netflix about the contemporary art world.

One artist interviewed was giving advice to up-and-coming contemporary artists and said something along the lines of “At the beginning of your career, say ‘yes’ to every opportunity. Until you can say ‘no.’

And then, say ‘no’ as often as you can.”

There is a ring of truth in this for me. You need to determine and stay true to your goals, career and otherwise.

In my career, I have had amazing opportunities to be involved on boards, committees and councils, both legal-related and not. These experiences have been extremely valuable and I continue to draw from them today. At a certain point, though, I have

had to learn to say “no.” I don’t do it very often but being able to draw that boundary occasionally is of increasing importance as I progress in my career.

For me, having any chance of reaching the career success I aspire to requires me to actually show up and be present at home. There are some days when this is much, much easier than others. Coming out of the single busiest year in my professional life, I admit that I have not succeeded nearly enough in this endeavour as of late. However, going forward, I know that in order to ensure I have enough energy to give at work, I have to fully recharge away from work. So I will continue to say “no” on occasion. ❚ Karlee Blatz is Regional Director of Labour Relations and Senior Legal Counsel for Human Resources at the Winnipeg Regional Health Authority. She always says “yes” to helping her fellow CCCA members.

She can be reached at kblatz@wrha.mb.ca.

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Success Building

One Community at a Time

By Lynne Yryku

Julia Shin Doi developed a strong sense of community from a young age. Her parents immigrated to Canada from South Korea when she was only 2 years old. “We lived in one of the poorer areas of Toronto,” she explains. “The Korean community nurtured me and became my extended family. I felt a great sense of belonging.” She adds, “When I was called to the bar, the whole Korean community was excited!”

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his immigrant experience shaped her outlook early on, helping her define her purpose: “to be a community builder, a real connector.” “As an immigrant, you lack social capital,” she explains. “I have founded organizations to create and be a part of those communities. I always say, ‘If there isn’t one, let’s build it!’”

From Grassroots to National Over the years, Julia has founded (and cofounded) numerous legal organizations, such as the Diverse Champions for Diversity, Women General Counsel Canada, the Korean Canadian Lawyers Association, the Federation of Asian Canadian Lawyers, the Roundtable of Diversity Associations and the Council of Ontario Universities Legal Counsel Group.

“I like working with others to get things done,” she says. She helped found Diverse Champions for Diversity in 2016, for example, to promote awareness and

actionable change for diversity. Diverse Champions for Diversity has held a session on board and public appointments, and a diversity pitch event that matches leading corporate counsel with racialized and diverse private practice lawyers.

“It was a grassroots initiative to build and promote diversity.”

Women General Counsel Canada started in a similar fashion. “When I started as GC, I got a call from other women GCs to have lunch. When we got together, we said, ‘There must be more of us.’” And it grew from there. Now there are more than 100 members across Canada who share the goal of helping women in general counsel and executive legal leadership roles succeed as legal and business executives.

“I’m a social entrepreneur,” she explains.

“I see starting organizations more like community building, pulling together people with similar interests and similar challenges. It helps you work through them. The added benefit is the networking.”

Work and Recognition Julia became General Counsel and Secretary of the Board of Governors at Ryerson University in Toronto in 2011. As an Executive Group member, she provides legal and governance advice to all the areas of the Ryerson community, and has operational responsibility for access to information, privacy and records management. Julia leads a team of lawyers, professionals and law students, and advises a board of 24 members.

She is a member of the Board of Directors of Ryerson Futures Inc. and a past member of the national Board of Canadian Universities Reciprocal Insurance Exchange. She advises Ryerson’s Law Practice Program and is an ambassador for Ryerson’s Law School initiative.

In addition, she is a noted authority on contract drafting, teaching lawyers for more than 20 years. She co-authored Behind and Beyond Boilerplate: Drafting Commercial Agreements, the fourth edition of which will soon be released.

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“

In-house

is a great place to practice. I like the community and the reach it affords me. I feel as corporate counsel we are like the family doctor. People come to us with their problems, looking for answers. What’s wonderful is that we [in the organization] are all working towards a greater purpose.”

”

“In-house is a great place to practice,” she says. “I like the community and the reach it affords me. I feel as corporate counsel we are like the family doctor. People come to us with their problems, looking for answers. What’s wonderful is that we [in the organization] are all working towards a greater purpose.”

She especially likes working for a university, a sector “full of smart people,” because she has many opportunities to work with visionaries and a “magnificent” Board.

“They are always questioning you—and they ask really great questions. They are always pushing you to be the best lawyer.”

Julia certainly is one of the best. Among her many recognitions, she was awarded the CCCA R.V.A. Jones Award in 2016, and the Osgoode Hall Law School Dean’s Alumni Gold Key Award and the CCCA Ontario Chapter Award of Excellence in 2017. She was also named one of Canadian Lawyer’s Top 25 Most Influential InHouse Counsel in 2017.

“I could not have done all this without the CCCA,” she reflects. “Younger lawyers are always asking me, ‘What can I do to build my career?’ Don’t just look at your workplace; look to places like the CCCA for more experiences, like operational; learn operational skills by participating in the chapter executive and organizing a CCCA professional development session.”

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Through the CCCA, she has met inhouse counsel from across Canada. “It has given me a broader perspective. Hearing, listening, connecting with in-house counsel—that is why the CCCA is so important. It provides and enhances this national perspective that we have.”

Role Model and Lifelong Learner Julia sees her success as bigger than herself. Her highest priority is her family, especially her two daughters, 13 and 18 years old. “It is important to me to have a balanced home life as well as a great career,” she says—something that is possible thanks to the tremendous support she receives from her husband (“a great adviser, great supporter, great partner”), and her parents and in-laws.

She is well aware she is a role model for her daughters.

Along that vein, she shows through example the importance of continuous development. “I am a lifelong learner.

That is the greatest investment,” she says.

Among her most notable achievements, she holds the CCCA’s Certified In-House Counsel – Canada (CIC.C) designation; the Institute of Corporate Directors, Director (ICD.D) designation and the Master of Laws (LLM) degree.

“Any continuing legal education is valuable,” she advises. “It gives you a [dif-

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ferent] framework to think about matters you are dealing with.”

For instance, she was an executive-inresidence for the CCCA’s Business Leadership Program for In-House Counsel, in the leadership course led by Professor Mark Weber, an award-winning teacher, researcher and consultant. His advice that she has taken to heart? You create the situation you are in—so create the situation you want.

“Focus on your strengths. That is where you’re going to be the most happy,” she advises, adding, “The only thing you can fix is yourself.”

As in-house counsel, she says, “we are multi-talented. In addition to lawyers, we act as interpreters and great managers; we are adaptable and strategic. We are not one- or two-dimensional lawyers. We have the opportunity to be so much more.”

For her part, she says, “I am trying to make things better.”

Julia is a prime example that you don’t have to start out big to impact your communities. Rather, it is in building, connecting with and empowering her communities that she has become so well renowned. ❚ Lynne Yryku is the Executive Editor of CCCA Magazine.

{ Wellness }

Making Your Mornings Magic

By Lynne Yryku

Get better at handling stress and frustration. Sleep better at night and be more alert during the day. Be more productive and happier overall. What is this magic bullet? Exercise.

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ll you have to do is find 15 minutes in your day to do it. If exercise is new to you, I recommend you find it in the morning by getting up 15 minutes earlier, so it is harder to skip.* Then make your workout as effective as possible.

Think big and multiple muscle groups with a bit of cardio thrown in there.

Some of the most effective strength exercises you can do at home include squats, lunges, planks, burpees and, if you don’t mind using a piece of equipment, kettlebell swings. (Check with a professional for the how-to and proper form for these exercises to avoid injury.)

The kettlebell is my current favourite, as I find it challenges all the “problem” areas and is just plain fun. It is also great for posture, just in case you are someone who spends most of the day sitting. Even if you already have an exercise routine, I recommend giving it a swing!

You can do a rotation of these exercises (such as timed circuit training: 45 seconds on, 15 seconds off) for 10 or 15 minutes, or pick a YouTube video that you like. The internet abounds with free routines for all levels. Find your best fit.

The point is to start moving. Today.

Don’t wait until you have the “perfect” routine or “perfect” schedule. And if you

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like being the accountability partner for a friend or competing in a specific race, to refresh your focus. While we may not always be motivated to work out, if it is important to us, we will always come back to it. sleep in, don’t put it off to another day— find your 15 minutes later in the day.

Following Through on Your Commitment Need some concrete motivation? Recent studies show we can control how we age through exercise. For instance, one from the University of Pittsburgh found the "typical" loss of muscle mass and function that begins around age 40 has more to do with lack of use than aging.1 Another from the Canadian Centre for Activity and Aging demonstrated that lifelong physical activity could reduce muscle loss well into your seventies.2 More than just research, people committed to exercise will tell you they love the challenge. They love how they feel afterward. They value the “me” time. Whatever it is, the reason goes beyond vanity.

So set aside time to determine your own “why,” such as reducing your resting heart rate, managing weight, relieving stress or even something as simple as doing a set of military-style push-ups (my goal one summer). Find the deeper meaning (in my push-up example, to prove to myself my limits were self-imposed) and remind yourself of it when the alarm goes off.

If you already exercise, remember to revisit your bigger “why” periodically and throw in some new short-term ones,

Smarter (Not Harder) Mornings This advice is not about entering the CrossFit Games. It’s about finding an effective way to fit exercise in so you can start the day with a sense of accomplishment, ready to tackle other challenges. It’s about creating a routine that brings out the best possible you.

You may soon find yourself looking forward to those 15 minutes. Taking those few minutes to work out allows you to have a moment of calm, brightens your mood with natural feel-good chemicals and instills a sense of purpose. What a great way to begin your day! ❚ * I f you cannot manage mornings, another time is fine—as long as you follow through. You can even break it up throughout the day: 20 squats while you wait for your coffee to brew, 10 burpees with your kids before you go up for bedtime, 30-second planks while you watch TV, etc. Just get moving!

Lynne Yryku is the Executive Editor of CCCA Magazine. She also holds a graduate certificate in workplace wellness and health promotion.

Reach her at LYryku@ccca-cba.org. However, she is not a doctor, so this article is not intended to constitute or replace medical advice. If you have any concerns or questions about your health, you should always consult with a physician or other healthcare professional.

https://www.ncbi.nlm.nih.gov/pubmed/22030953 https://www.ncbi.nlm.nih.gov/pubmed/20142771

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“ Recalculating” our Career Management Plans

By Wendy Lund, RN, BScN, MSc

“ Hey Siri, I need directions to June 17, 2042.”

“Getting directions to June 17, 2042.”

Where would we be without our modern navigation systems to map out our route so that we get to where we want as efficiently as possible? While failure to plan your path doesn’t mean you won’t get there, it does increase the likelihood that you won’t. The same can be said for your career—and your mental wellbeing.

Career management planning should be a dynamic, reflective and ongoing process that makes the intangible more tangible. Career management plans have you identify goals, both short- and long-term, that ultimately reflect who you are, where you’d like to go and how you’ll get there.

“

downs or death by suicide. No one makes concrete plans for bad things that may happen. But maybe it’s time to consider how to safeguard your mental fitness and capacity to handle your career in a proactive, forward-thinking way.

If you are thinking to yourself, “That won’t happen to me,” think again. Given the burgeoning evidence of mental unwellness among lawyers, now is the time to pay attention to building your resiliency cortex to better equip you to manage the occupational stressors you can anticipate with each new goal in your plan.

A recent survey of 12,825 licensed, employed lawyers found the following1: ■■ 23% experience problematic drinking ■■ 28% have experienced depression ■■ 19% have anxiety

Career management planning is the best time to prepare

”

yourself proactively for the known stressors in each phase or position you hope to reach in your legal career.

Building your wealth and a good exit strategy should be important undertones to each step of your plan. However, have you considered a few other intangibles that need to be addressed no matter what stage you are at in your career: purpose, meaning and mental wellbeing?

It would be absurd to create a career management plan that considers when you should make time for anxiety, depression, burnout, drug or alcohol addiction, disordered eating, relationship break-

Equally disturbing is the finding that lawyers rank fourth in suicide rates after other professions, including physicians, pharmacists and dentists. Moreover, next to female first responders, female lawyers ranked second in suicide rates.

If your evaluation of those numbers leaves you thinking they are “not that bad,” keep in mind that stigma keeps statistics related to mental illness low. The above are reported percentages. If you step back and look at all of those together, it is

safe to say that there is an overwhelming number of legal professionals who suffer from mental un-ease or dis-ease.

Disturbing as that may be, all this encourages us individually and collectively to take better care of our mental health in our demanding, often high-stakes profession. As our navigational assistant would put it, we need to “recalculate” our paths as we go along.

Career management planning is the best time to prepare yourself proactively for the known stressors in each phase or position you hope to reach in your legal career. Indeed, career management should include a stress management component that is continually revisited.

You may be wondering how to navigate a plan that includes intangibles like mental health, purpose and meaning.

One suggested route you can investigate is to learn about how cultivating mindfulness, gratitude and self-compassion can foster positive mental and physical wellbeing. There is enough current evidence supporting how these qualities of mind, when regularly practiced, help promote health, build resiliency and enhance our quality of life. If your career management plan focuses solely on building your CV, you risk not having a career that supports meaning, life satisfaction and good mental health.

Jon Kabat-Zinn, founder of mindfulnessbased stress reduction, defines mindfulness as “paying attention, on purpose, in the present moment, without judgement.”

But don’t be fooled by its simplicity.

Mindfulness is challenging to cultivate as a dispositional mind quality.

There is some evidence to suggest we

Krill, Patrick R. JD, LLM; Ryan Johnson, MA; and Linda Albert, MSSW. “The Prevalence of Substance Use and Other Mental Health Concerns Among American Attorneys.” Journal of Addiction Medicine 10.1 (2016): 46-52.

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spend almost half our waking moments paying attention to what we are engaged in and the other half mind-wandering.

Compassion and gratitude require being present. So too do purpose and meaning.

If we are lost in a perpetual stream of anticipating the next moment or tugged by technology, mindlessly scrolling through our social media feeds, we become unavailable to the rich experience and power of the moment.

Legal work often takes advantage of our tendency towards the negative bias; the adversarial process in law engages this part of your brain, producing global effects on all systems of the body. The impact on your psychology or biology is real, whether you realize it or not. However, we have little awareness of the complex cascade of hormones and neurotransmitters placing demands on most every cell of every organ.

Is this a problem? When it happens on occasion, likely not. But if your career is counting on a high-octane, always-lit frame of mind, you need to know that your body is always on too. This drive may increase your competitive edge, but it also increases your chances for depression, anxiety, burnout and job dissatisfaction.

Resiliency training and mindfulness techniques—integral parts of your stress management planning—help you harness the power of your mind and support a healthy physiology throughout your career and life.

While career management plans are far more complex than our modern navigation tools, what technology has shown us is that there is a benefit to plugging into a system and looking at all the routes possible in getting there. If we stay checked in

See You at the National Conference!

Meet Wendy and find out more in workshop 204, “Resiliency: Unblurring the Lines between Stress and Pressure,” one of the many excellent educational and networking opportunities at the 2018 CCCA National Conference & ICW Summit: http://www.ccca-accje.org/Conference-2018.

and update often, we have a better chance of becoming aware of accidents or barriers that suddenly show up in our wellintended plans. Resiliency training helps build insight and wisdom while keeping us cognitively flexible along the way.

“Hey Siri, are we there yet?”

“You will reach your destination in this moment.” ❚

Wendy Lund is CEO/Founder of Wellth Management, a firm that works collaboratively with organizations to help redefine wealth and foster psychological safety and wellbeing in the workplace. With more than three decades of experience as a Health Studies Professor, Wendy understands the biology of stress and resiliency. Her vision is to help others redefine wealth in their workplace and lives, which she shares as a speaker through workshops and in print.

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Conquering

Challeng ing Clients

By

Jim Middlemiss

Every in-house counsel has a war story to tell about a challenging client they had to manage at some point in their career.

Take Maura Lendon, Vice-President, Chief General Counsel and Corporate Secretary at Primero Mining Corp. in Toronto. At one public company she worked at, it was her call as to when the blackout period was in place, which prohibits insiders from trading shares in a company. A senior executive who wanted to buy shares took issue with her position and challenged her legal advice. She had to explain why the blackout period was in play. “You are the guardian of the integrity, ethics and legal compliance of the organization and it’s important not to be shy where those issues are at stake,” she says.

She stood steadfast, yet he persisted and the debate continued.

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inally, she made it clear to him that the record would reflect her advice, and if there was an inquiry, that’s the documentation the securities regulator would unearth. He stood down. “Sometimes it’s a matter of you can’t control what someone does, but you can set up an environment that makes them think twice about going rogue,” she explains.

Challenging clients are a fixture in every workplace. Chalk it up to being human and dealing with the multiple balls that your internal clients are asked to juggle in their increasingly complex lives. All clients come with biases, anxieties and human frailties.

Some are attentive to detail; many aren’t. Some work well under pressure; others not so much. Some see deadlines as a Rubicon you don’t cross, while others see a deadline as a starting point, not an end game.

It can make the life of an in-house counsel tumultuous. So how do you deal with difficult clients?

There is no “magic bullet,” notes Ted Kelterborn, General Counsel of CI Investments in Toronto. “The universal challenge seems to be getting people to want to engage with Legal, rather than feeling they have to.” He says it’s about shifting the “us-versusthem” mentality and the misperception that the legal department is a “cop,” rather than a business ally.

Lendon adds that a good in-house counsel can often “preempt” problems that arise with a challenging client. “A lot of it really comes down to communications. Anything you can do to really help understand where your client is coming from helps you bridge the gap.”

Harry Andersen, Senior Vice-President, External Affairs, and Chief Legal Officer at energy giant Pembina Pipeline Corporation in Calgary, attributes challenging clients more to the environment, rather than personal attributes. “If you have a challenging client, it means you have a challenging group and a challenging dynamic. Nothing happens in a silo between two people. It happens in groups of people,” he observes. So when things break down, it invariably revolves around poor communications. “It means the right conversation hasn’t happened between the two groups.”

While challenging clients come in different sizes, shapes and flavours, there are some common characteristics that appear frequently. Based on interviews with a variety of in-house counsel, CCCA Magazine has identified eight common client types, along with the challenges they present and some suggestions on how to manage them.

1. The Tardy Client The tardy client doesn’t consult the legal department until it’s too late. They tend to be the #1 challenging client.

There are a variety of reasons for their dilatory behaviour. Charlene Ripley, Executive VicePresident, General Counsel, at Goldcorp Inc. in Vancouver, says the most common is “bad time management.”

The second, she adds, is lack of knowledge and understanding that they even have a legal problem or whom to approach.

Third is the fear factor. “People don’t like conflict,” so they will often put off dealing with the legal department, she explains.

Fortunately, an astute in-house legal team can deal with many of these underlying causes by being proactive.

While you can’t fix people’s bad time management, what you can do is work around them. If you know someone has a reputation for last-minute dealings, take the initiative. Use your internal network to keep abreast of what is happening within that business unit. “We do learn things from a variety of different sources,” notes Lendon. If someone has a history of coming to you at the last minute, make it a habit to “bump” into them and casually mention their pending project and ways you can help.

Lack of knowledge and understanding about when to consult Legal means that the law department has to do a better job selling its services and people, Ripley says.

Engage more with clients. For example, her team meets regularly with business units in formal sessions where they discuss things like service levels and solicit feedback. “Our business partners love the fact that we care about the service.”

In-house counsel say the best thing you can do for those who mistrust Legal is show your worth and value by helping them achieve their goals on an incremental basis. Each time you can help them advance the ball, you earn a notch in the trust level.

2. The Know-It-All Client This is the client who rejects the legal team’s advice because they know better. Sometimes they might be trained in the law themselves but not always. Fred Headon, Assistant General Counsel, Labour and Employment Law at Air Canada in Montreal, says there are “pros and cons” to know-it-all clients. “You can cut through some things that take

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a lot of time to explain to others.” However, their knowledge might not always be current. Nonetheless, he says, “they can ask some really great questions” and make you “rethink” your strategy.

Know-it-alls are often very “black and white,” adds Ripley.

So be blunt and to the point, she says, noting that you may have to tell them their actions will lead them to the “crowbar hotel.”

Also, be prepared to take things to higher levels, including the know-it-all’s boss. It won’t win you a friend, but it will keep your job as a risk mitigator intact.

3. The Flip-Flopper The flip-flopper tells you one thing but often means something else. That or they are quick to change direction when they sense their superiors don't like how things are progressing.

The flip-flopper can leave in-house counsel hanging out to dry, notes Headon, but often it’s not intentional. “Sometimes the client can read the tea leaves and realize the plan is not going to fly with everyone else in the room and shift to plan B, while the lawyer continues to defend plan A.” His advice is be prepared to pivot and be more flexible when dealing with the flip-flopper. As well, probe deeply to understand what they truly want, making sure you gather as much information as possible. Be prepared to develop alternatives.

4. The Free Spirit Your department may produce the best legal memos but chances are the free spirit doesn’t read them. Free spirits have lots of ideas and energy but don’t always complete their tasks.

They need to be harnessed and reigned in. You have to help them focus.

Headon says that his team “no longer issues opinion letters,” noting that clients “don’t need them” and often don’t read them. Rather, the memo goes into the file folder and the team turns to PowerPoint for presenting their findings. That requires a “conversation” and “in-person engagement where you can get feedback from the client and see the body language.”

5. The Fast-Tracker The fast-tracker is looking to get to the top through whatever means necessary, including walking the fine line and pushing the legal envelope. They can border on being a rogue client, which, depending on your corporate culture, can be particularly problematic. If the culture is also rogue, then Lendon advises you to get out. “In a rogue culture, you can’t influence [management] as a lawyer.

Vote with your feet and opt out. It creates a lot of stress.”

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But if it’s isolated to a person or a business unit, Ripley says you need to be cautious and stay on top of them. Be prepared to escalate matters up the chain of command. “You have to make sure that senior management completely understands the risk.”

6. The Yeller The yeller is boorish and treats people badly.

Lendon says sometimes the person is simply frustrated and you may need to probe to find out the source. “It may be a case a member of your team is not performing and you are not aware,” she says. It might also be related to a communications breakdown. The yeller needs to be persuaded that “if they have a problem, you are not going to make it worse; you are going to make it better,” she adds.

If the problem is habitual, in-house counsel say be prepared to call the person out on his or her conduct, or seek out HR’s help. Lendon recalls one encounter with a yeller involving a staff member. “In a calm and firm way,” Lendon told the person such conduct was not condoned in the workplace, which “diffused” the situation. Eventually the yeller was terminated, suggesting that yellers often have short shelf lives depending on the culture of an organization.

7. The Blamer The blamer is the first person to throw everyone else under the bus for their bad decisions.

Kelterborn says they are the most frustrating challenge he comes across. Blaming each other adds no value to the organization when a problem arises, he notes. “It doesn’t matter who created it.”

If you sense you are dealing with a blamer, the best thing you can do is document everything and follow up with confirmatory emails, Kelterborn advises.

8. The Scene-Stealer or Boaster The scene-stealer claims credit for every success at the expense of others. Andersen’s advice is simple: “Go about doing your job” and don’t worry about them. His experience is that “senior leaders and management at corporations see right through that” and boasters are eventually weeded out.

Kelterborn says regardless of a client’s foibles, in-house counsel’s role is to manage and mitigate risk; you have to keep focused on that. Remember, he says, “there is no such thing as a risk-less transaction and if you have a legal department that insists on trying to reduce risk to zero, you will grind business to a halt.” And in that case, no client is served. ❚ Jim Middlemiss is a writer based in London, Ontario.

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Searching for Communication Cues When managing challenging clients, in-house counsel may want to look more closely at behavioural sciences for hints into what drives and motivates different categories of people.

One way is to examine what experts call social styles, says Jana Seijts, a communications professor at the Ivey School of Business in London, Ontario.

There are cues in people’s personalities and traits that give you a perspective into the best way to communicate information, she explains. Each person exhibits one of four primary social styles: the Amiable, the Expressive, the Driver and the Analytic.

About 25% of the population will reflect you, while 75% have a different style, she notes. As well, the categories don’t always align. For example, Amiables and Drivers tend to be polar opposites, as do Expressives and Analytics, which causes friction when interacting.

Knowing the different social styles in advance means that in-house counsel can tailor their approaches and communications to maximize their efforts.

The Amiable

The Expressive

Education: Liberal arts

Education: Liberal arts

Office: Open, friendly Dress: Casual to flamboyant

Office: Cluttered or unorganized desk, motivational slogans

Likes: Individual activities

Dress: Casual to flamboyant

Mannerisms: Conservative and quiet, generous, unselfish, likes small talk

Likes: Group activities

Amiables are team players and relationship-oriented. They worry about how decisions are made and the impact on other people. Good listeners, they dislike pressure. They need time to change from one activity to another and approach things slowly with no sense of urgency.

Mannerisms: Open and warm, loud, talkative, easily excited, easily bored Expressives tend to lean forward when communicating, have good eye contact, exhibit lots of gestures and enjoy conversation. They usually have lots of great plans, but don’t always achieve them.

When communicating with Amiables, Seijts says “you want to make them feel safe” about the decisions that are being made. Don’t be cold or impersonal.

“Storytelling around an idea is a great thing for them,” Seijts says, and they like to be complimented. Don’t get immediately down to business; give Expressives time to talk.

The Driver

The Analytic

Education: Technical

Education: Technical

Office: Functional with traditional desk placement

Office: Work oriented, shows activity

Dress: Conservative

Dress: Conservative

Likes: Team activities

Likes: Individual leisure activities

Mannerisms: Fast talker, poor listener, uses voice to emphasize points

Mannerisms: Quiet, voice doesn’t vary, good listeners

Drivers tend to be chief executive officers. They have limited eye contact and facial expressions. They are no-nonsense and like to be direct and to the point. They can also be pushy and outspoken, and want to control the conversation and get in the last word.

Analytics are highly inquisitive and lean back in their conversations, with little to no facial expressions and limited eye contact. They like concise responses and information presented in a clear and logical fashion. They pay attention to detail and want to understand how you arrived at your decisions. They like to concentrate on one thing at a time.

When communicating with a Driver, “be brief and efficient,” Seijts says. There is no need for small talk. Give them options for solving their problems, and present them in winning terms.

Above all, “don’t be ambiguous or beat around the bush,” she adds, and be sparse with detail. They don’t need to know all the strategies you canvassed and rejected. Also, while you want to avoid getting into a control contest with a Driver, be equally careful in backing down “because a driver will walk all over you,” she warns.

When communicating with them, be direct. “Focus on past, present and future," Seijts says. “They want to see how things link to each other” and they are annoyed with those who speak in generalities. They need time to ponder information in order to make decisions, she adds, so don’t press them for immediate action. “Tell them exactly what you will do and when, and make sure you follow through.” Don’t be vague and inconsistent; stick to the facts. Like Drivers, Analytics like to have control over the process of getting to a decision.

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Gérer des

clients difficiles C

haque conseiller juridique interne a une histoire à raconter sur un client difficile qu'il a dû gérer à un moment ou à un autre de sa carrière.

C’est le cas de Maura Lendon, vice-présidente, chef du contentieux et secrétaire générale chez Primero Mining Corp. à Toronto.

Dans une entreprise publique au sein de laquelle elle travaillait, c'était à elle de déterminer la période durant laquelle les initiés ne pouvaient négocier les actions d’une entreprise. Un cadre supérieur a contesté sa décision. Elle est restée ferme, mais il a persisté et le débat a continué.

Finalement, elle lui a fait comprendre que le dossier refléterait sa position, et que s'il y avait une enquête, l’autorité des valeurs mobilières pourrait en prendre connaissance. Il a reculé. « Parfois, vous ne pouvez pas contrôler ce que quelqu'un fait, mais vous pouvez mettre en place un environnement qui fait réfléchir à deux fois avant d’agir », explique-t-elle.

On trouve des clients exigeants dans tous les milieux de travail.

C’est la nature humaine : tous les clients ont des préjugés, des angoisses ou des faiblesses. Certains sont attentifs aux détails; beaucoup ne le sont pas. Certains travaillent bien sous pression; d'autres moins. Certains voient une date butoir comme un Rubicon qu’on ne peut franchir, alors que d'autres la perçoivent comme un simple point de départ.

Tout cela peut compliquer la vie d'un conseiller juridique interne.

Comment traiter avec des clients difficiles?

Il n'y a pas de « solution miracle », croit Ted Kelterborn, avocat général de CI Investments à Toronto. « Le défi universel semble être de faire en sorte que les gens souhaitent s'engager avec le juridique, plutôt que de l’éviter. » Il s'agit de changer la mentalité du « nous contre eux » et la perception erronée que le département juridique est un « policier » plutôt qu'un partenaire d’affaires.

Me Lendon ajoute qu'un bon conseiller interne peut souvent anticiper les problèmes qui pourraient survenir avec un client difficile. « Une grande part revient aux communications. Tout ce que vous pouvez faire pour comprendre d'où vient votre client peut vraiment vous aider à combler le fossé. »

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On trouve des clients difficiles de tous les styles, mais il y a quelques éléments communs qui reviennent plus souvent. À la suite d'entrevues avec divers conseillers juridiques internes, nous avons identifié huit types, ainsi que les défis qu'ils présentent et des suggestions sur la manière de gérer vos relations avec eux.

1. Le client retardataire Le client retardataire ne consulte pas le service juridique avant qu'il ne soit trop tard. Il a tendance à être le client le plus difficile.

Plusieurs raisons expliquent son comportement dilatoire : mauvaise gestion de son temps, manque de connaissances ou de compréhension de la problématique en jeu ou tout simplement la peur, note Charlene Ripley, vice-présidente principale et chef du contentieux chez Goldcorp Inc. à Vancouver. « Les gens n'aiment pas les conflits », dit-elle, alors ils vont souvent remettre le service juridique à plus tard.

Vous ne pourrez pas corriger sa mauvaise gestion du temps, mais vous pouvez contourner le problème. Prenez l'initiative : utilisez votre réseau pour rester au courant de ce qui se passe dans son unité ou démontrez votre valeur ajoutée en aidant à atteindre certains objectifs.

2. Le client qui sait tout C'est le client qui rejette les conseils de l'équipe juridique parce qu’il pense avoir une meilleure solution. Parfois, il peut être lui-même formé en droit, mais pas toujours. Fred Headon, avocat général adjoint, droit du travail et de l'emploi chez Air Canada à Montréal, dit qu'il y a des « avantages et des inconvénients » avec ces clients qui croient tout savoir. « Vous pouvez filer à travers certaines notions qui prennent beaucoup de temps à expliquer à d’autres. » Cependant, leurs connaissances peuvent ne pas toujours être à jour. Soyez franc et précis, conseille Me Ripley, et n’hésitez pas à leur dire si leurs idées ne les mènent nulle part.

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3. Le client indécis

6. Le criard

Le client indécis vous dit une chose, mais veut souvent dire autre chose. Il est aussi prompt à changer d’idée quand il sent que ses supérieurs n'aiment pas comment les choses progressent. « Parfois, le client peut regarder dans sa boule de cristal et se rendre compte que le plan ne fonctionnera pas avec tout le monde et passer au plan B, tandis que l'avocat continue de défendre le plan A », illustre Me Headon.

Son conseil est d’être prêt à changer de cap et à être plus flexible lorsqu'on travaille avec un indécis. De plus, questionnez-le pour comprendre ce qu'il veut vraiment, en vous assurant de recueillir le plus de renseignements possible et soyez prêt à développer des alternatives.

4. L’esprit libre Votre département peut produire les meilleurs mémos juridiques possible, mais il y a de bonnes chances que l'esprit libre ne les lise pas. Les esprits libres ont beaucoup d'idées et d'énergie, mais ne remplissent pas toujours leurs tâches. Ils doivent être encadrés et vous devez les aider à se concentrer.

Me Headon dit que son équipe « ne publie plus de lettres d'opinion », notant que les clients « n'en ont pas besoin » et souvent, ne les lisent pas. Le mémo va plutôt dans le dossier et l'équipe se tourne vers PowerPoint pour présenter ses conclusions. Cela nécessite un « engagement en personne, où vous pouvez obtenir des commentaires du client et voir son langage corporel », dit il.

Le client criard est grossier et traite mal les gens. Me Lendon dit que la personne est parfois simplement frustrée et que vous devrez peut-être tenter de trouver l’origine de cette frustration. « C'est peut-être un cas où un membre de votre équipe ne performe pas assez sans que vous soyez au courant », dit-elle. Cela pourrait aussi être lié à un problème de communication. Le client doit être persuadé que « s'ils ont un problème, vous n'allez pas l’empirer, mais l’améliorer », ajoute-t-elle.

Si le problème est fréquent, les conseillers juridiques doivent être prêts à parler à cette personne de sa conduite ou à demander l'aide des ressources humaines. Me Lendon se souvient d'une rencontre entre un client criard et un membre du personnel. « D'une manière calme et ferme », elle lui a indiqué qu’une telle conduite n'était pas tolérée sur le lieu de travail, ce qui a « diffusé » la situation. Finalement, le client a été mis à la porte, ce qui suggère qu’ils ont souvent une date de péremption…

7. L’accusateur Le client accusateur est celui qui n’hésite pas à blâmer les autres pour leurs décisions. Selon Me Kelterborn, ce sont les clients les plus frustrants à conseiller. S'accuser mutuellement n'ajoute aucune valeur à l'organisation quand un problème survient, note-t-il, « peu importe qui l'a créé ».

Si vous sentez que vous avez affaire à un client accusateur, la meilleure chose à faire est de tout documenter et de faire un suivi avec des courriels de confirmation, conseille l’avocat.

8. Le vantard

5. Le pressé Le client pressé cherche à atteindre le sommet par tous les moyens nécessaires, y compris en poussant l’enveloppe légale. Ils peuvent parfois être des clients délinquants, ce qui, selon votre culture d'entreprise, peut être particulièrement problématique.

Si la culture aussi est délinquante, alors Me Lendon vous conseille de partir. « Dans une telle culture, vous ne pouvez pas influencer [la direction] en tant qu'avocat. » Mais si une telle attitude est isolée et se limite à une personne ou une unité d'affaires, Me Ripley dit que vous devez être prudent et rester à l’affût. Soyez prêt à faire remonter les choses dans la chaîne hiérarchique. « Vous devez vous assurer que la haute direction comprend totalement le risque. »

Le vantard peut aller jusqu’à revendiquer le succès de chaque réussite au détriment des autres.

Le conseil de HARRY ANDERSEN, viceprésident senior des affaires externes et chef des affaires juridiques chez Pembina Pipeline Corporation, est simple: « Faites votre travail » et ne vous en faites pas avec eux. Son expérience est que « les cadres supérieurs et la direction des entreprises voient clair dans leur jeu » et les vantards sont finalement mis de côté.

Me Kelterborn note que peu importe les faiblesses d'un client, le rôle du conseiller juridique interne est de gérer et d'atténuer les risques; et vous devez rester concentré sur ce rôle. Rappelez-vous, dit-il, « il n'y a pas de transaction sans risque et si vous avez un service juridique qui insiste pour essayer de réduire le risque à zéro, vous allez paralyser les choses ». Et dans ce cas, aucun client n’est servi. ❚

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Chercher des repères de communication Lorsque vient le temps de gérer des clients difficiles, les conseillers juridiques d'entreprise peuvent se tourner vers les sciences du comportement afin de trouver des indices sur ce qui motive différentes catégories de personnes.

Selon Jana Seijts, professeur de communications à la Ivey School of Business de London, en Ontario, l'un

Des indices quant aux traits de personnalité des gens peuvent vous guider sur la meilleure manière de communiquer avec eux. Chaque personne présente l'un des quatre styles principaux : l'aimable, l'expressif, le meneur et l'analytique.

Connaître à l'avance ces différents styles signifie que les conseillers internes peuvent adapter leurs approches pour maximiser leurs efforts de communication.

L’aimable

L’expressif

Éducation : Culture générale

Éducation : Culture générale

Au bureau : Ouvert, amical

Au bureau : Bureau désorganisé, slogans de motivation

Habillement : Décontracté à flamboyant

Habillement : Décontracté à flamboyant

Aime : Activités individuelles

Aime : Activités de groupe

Manières : Conservateur et discret, généreux, pas égoïste, aime faire la causette

Manières : Chaleureux et accueillant, bruyant, bavard, facilement excitable et s’ennuie rapidement

Les aimables sont des joueurs d’équipe axés sur les relations interpersonnelles. Doués pour l’écoute, ils n’aiment pas la pression. Lorsque vous communiquez avec des aimables, note Mme Seijts, « vous voulez les faire sentir en sécurité » à l’égard des décisions qui sont prises. Ne soyez pas froid ou impersonnel.

Les expressifs ont tendance à se pencher vers l’avant lorsqu'ils communiquent, ont un bon contact visuel, font beaucoup de gestes et apprécient la conversation. Débordants de plans, ils ne les réalisent pas toujours. « Expliquer une idée est une bonne chose pour eux », dit Mme Seijts, et ils aiment être complimentés. Ne vous mettez pas immédiatement au travail; donnez aux expressifs le temps de parler.

Le meneur

L’Analytique

Éducation : Technique

Éducation : Technique

Au bureau : Fonctionnel avec disposition traditionnelle de l’espace de travail

Au bureau : Concentré sur son travail, occupé

Habillement : Conservateur Aime : Activités de groupe Manières : Parle rapidement, écoute peu, utilise la voix pour mettre l’accent sur certains points.

Les meneurs ont tendance à être des chefs de la direction; ils ont un contact visuel et des expressions faciales limités. Ils aiment aller droit au but. Ils peuvent aussi être arrogants et directs, vouloir contrôler la conversation et avoir le dernier mot.

Lorsque vous communiquez avec un meneur, « soyez bref et efficace », dit Mme Seijts. Donnez-leur des options pour résoudre leurs problèmes et présentez-les en termes gagnants.

Surtout, « ne soyez pas ambigu ou ne tournez pas autour du pot », ajoute-t-elle. Ils n'ont pas besoin de connaître toutes les stratégies que vous avez sollicitées ou rejetées.

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des moyens consiste à examiner ce que les experts appellent les styles sociaux.

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Habillement : Conservateur Aime : Activités de loisirs individuelles Manières : Discret, voix constante, bon pour l’écoute Les analytiques sont très curieux et ont eux aussi des expressions faciales et un contact visuel limités. Ils aiment les réponses concises et les informations présentées de manière claire et logique. Ils font attention aux détails et veulent comprendre comment vous êtes arrivé à vos décisions. Ils aiment se concentrer sur une chose à la fois.

Lorsque vous communiquez avec eux, soyez direct : « Se concentrer sur le passé, le présent et l'avenir », recommande Mme Seijts. « Ils veulent voir comment les choses se connectent les unes aux autres. » Ne leur demandez pas d'agir immédiatement. « Dites-leur exactement ce que vous ferez, à quel moment et assurez-vous de faire suivre vos paroles par des gestes. »

{ Feature }

In-House Counsel

Compensation Survey: How Do You

Measure

?

Rémunération des juristes d’entreprise : Où vous situez-vous?

The 2018 In-House Counsel Compensation & Career Survey results are in! Now in its fifth wave, the survey, developed jointly by the CCCA and The Counsel Network and conducted by Bramm Research, provides the most up-to-date and robust analysis of in-house counsel compensation in Canada. It measures and benchmarks compensation packages, and reports on career-related topics and trends for Canada’s in-house counsel community.

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Les résultats du sondage baromètre 2018 des juristes d’entreprise sont arrivés! Pour sa cinquième édition, élaborée conjointement par l'ACCJE et The Counsel Network et réalisée par Bramm Research, ce sondage fournit des données à jour et une analyse robuste des régimes de rémunération pratiqués dans la communauté des juristes d’entreprise au Canada, en plus d’analyser les enjeux et tendances relatifs à leur carrière.

{ article de fond }

Highlights of the survey include the following:

En voici les faits saillants :

The impact of an aging workforce is being felt. This year’s sample consists of a greater percentage of respondents with fewer years in the profession than in 2016. In the previous study, 30% of the sample had fewer than 10 years in practice. This year, that percentage has climbed to 40%. A by-product of this shift is that we have more respondents this year in a lower salary range and fewer respondents with more experience earning higher salary ranges.

Le vieillissement de la profession se fait sentir.

Cette année, le pourcentage de l’échantillon ayant moins d’expérience est plus élevé. En 2016, 30 % des répondants avaient moins de 10 ans d’expérience, contre 40 % cette année. Cette évolution fait que les répondants de la tranche de rémunération inférieure sont plus nombreux, alors que la tranche des meilleurs salaires et des répondants les plus expérimentés diminue.

Average Base Salary

163K (2018) $ 165K (2016)

$

Above

Equivalent

Approaching

In 2018, the national average base salary stands at $163,000. As noted above, due to the higher number of respondents at a lower salary range and fewer at the higher range, the average base salary this year is slightly less than the $165,000 recorded in 2016.

In-house counsel in Alberta and Ontario continue to be paid above the national average, and those in British Columbia are equivalent to the national average. While the average base salary in Quebec is approaching the national average, salaries in Atlantic and Central Canada continue to lag behind.

Aging workforce

40+60+U 30+70+U Less than 10 years in practice

40%

30%

2018

2016

En 2018, le salaire de base moyen national s’établit à 163 000 $, donc moins que les 165 000 $ enregistrés en 2016, étant donné que la tranche de rémunération inférieure est plus nombreuse et que la supérieure l’est moins. Par rapport à la moyenne nationale des juristes d’entreprise, la rémunération reste plus haute en Alberta et en Ontario et équivalente en Colombie-Britannique. Elle s’en rapproche au Québec, mais elle demeure à la traîne dans l’Atlantique et le Centre du Canada.

Below

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Highest Avg. Base Salary

construction

mining & forestry

real estate

c+85+40+30 oil & gas

+ -

manufacturing

Change (%), 2016–2018

pharma/med

Cette année, les meilleurs salaires de base moyens sont dans les secteurs pétrole et gaz (196 000 $); ressources, mines et foresterie (193 000 $); construction (183 000 $), pharmaceutique et médical (177 000 $); commerce de détail et hôtellerie-restauration (173 000 $); immobilier (172 000 $); fabrication, automobile et aérospatiale (165 000 $).

De 2016 à 2018, les hausses les plus marquées ont été enregistrées dans les secteurs pharmaceutique et médical (+26 000 $); pétrole et gaz (+15 000 $); construction (+11 000 $). Les baisses les plus marquées pendant la même période ont touché les secteurs ressources, mines et foresterie (-14 000 $); immobilier (-13 000 $); fabrication, automobile et aérospatiale (-11 000 $).

c+40+40+35

This year, the highest average base salaries are in oil & gas ($196k), resources/mining/forestry ($193k), construction ($183k), pharmaceuticals/medical ($177k), retail/ hospitality ($173k), real estate ($172k) and manufacturing/automotive/aerospace industries ($165k). The largest gains in annual base salaries from 2016 to 2018 were in pharmaceuticals/medical (up $26k), oil & gas (up $15k), and construction (up $11k).

The most substantial downward shifts from 2016 to 2018 are in resources/mining/ forestry (down $14k), real estate (down $13k), and manufacturing/automotive/ aerospace industries (down $11k).

male vs. female Female salaries were:

11+89+U15+85+U 11% lower

15% lower

2018

2016

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This year, for the first-time, female participants outnumber men (51% female compared to 48% male). On average, the salary of female in-house counsel is 11% lower than that of their male counterparts. While the gap has narrowed since 2016 where female salaries were 15% lower than that of their male counterparts, women continue to be paid less than men at all job role levels.

Substantial gender differences can be seen at the higher wage levels. For example, 13% of males have a mean salary of $180,000 to < $200,000, while only 8% of women receive this level of pay. Twenty-six percent of males earn $200,000 or more, compared to 15% of females. Further, women are paid less than men at all job role levels. For Legal Counsel, the male-female gap is relatively small ($1,000 annually) to the male’s advantage.

At the General Counsel (GC) Executive Level, the male advantage is $17,000 annually.

These differences are smaller in 2018 than they were in 2016.

spring 2018 pr intemps

Pour la première fois, les participantes (51 %) sont plus nombreuses que les participants (48 %). En moyenne, le salaire de la juriste d’entreprise est de 11 % inférieur à celui de son homologue masculin. Bien que l’écart soit moindre qu’en 2016 (15 %), il persiste à tous les niveaux hiérarchiques. Les différences les plus marquées s’observent aux niveaux les plus élevés. Par exemple, 13 % des hommes sont dans la tranche des 180 000 $ à 200 000 $, mais seulement 8 % des femmes. De même, 26 % des hommes gagnent 200 000 $ ou plus, contre 15 % des femmes. Et cette disparité existe dans tous les rôles. Chez les juristes d’entreprise, l’écart favorable aux hommes est relativement faible à 1 000 $ par an, tandis qu’au niveau d’avocat général exécutif, il est de 17 000 $.

Comparativement à 2016, les écarts ont diminué en 2018.

{ article de fond }

time spent: legal work

On average, in-house counsel spend twothirds (66%) of their time on purely legal work. Generally, the more senior the position, the less time spent doing purely legal work. The GC Executive Level spend the least amount of time (53%) on purely legal work.

Accordingly, when it comes to managerial work, those with higher seniority positions at the Executive or Director Level spend more of their time on managerial work, at 40% and 33% respectively.

En moyenne, le juriste d’entreprise consacre les deux tiers (66 %) de son temps à du travail purement juridique. Généralement, plus le poste est élevé, plus cette proportion diminue, l’avocat de niveau exécutif étant celui qui y consacre le moins de temps (53 %).

Donc, ceux qui occupent des postes de niveau exécutif et administratif consacrent plus de temps au travail de gestion (40 % et 33 % respectivement).

66+53+ 34+U 47+U 40+33+ 60+U 67+U In-house

GC Executive

Executive

Director

Department growth

+42%

-12%

The majority of in-house counsel (42%) report increases in the size of their legal departments as opposed to decreases (12%).

With regards to optimism, the percentage of those very optimistic about the future of their organization’s legal department (65%) and their professional future with the organization (56%) continues at 2016 levels, which was lower than in 2012.

La majorité des juristes d’entreprise (42 %) ont observé une croissance de leur service par opposition à une diminution (12 %).

L’optimisme des répondants par rapport à l’avenir de leur service juridique (65 %) et de leurs perspectives professionnelles (56 %) est similaire qu’en 2016, ce qui était moins qu’en 2012.

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satisfaction

31+40+29U 31%

l Very satisfied l Somewhat satisfied

40%

This year, 31% of in-house counsel are very satisfied with work-life balance, and 40% are somewhat satisfied, for a combined total of 71%. This is much the same as in 2016, but a noticeable drop from 2012. Regionally, those in Alberta, Central Canada and Atlantic Canada have the highest likelihood of saying they are very satisfied with work-life balance.

Quebec reported the biggest gain in being very satisfied, going from 15% in 2016 to 24% in 2018. British Columbia, Central Canada, Ontario and Atlantic Canada all showed a drop in satisfaction compared to 2016.

Cette année, sur le plan de l’équilibre travailfamille, 31 % des juristes d’entreprise se disent très satisfaits et 40 % assez satisfaits, pour un total combiné de 71 %. C’est similaire à 2016, mais moins qu’en 2012. Sur le plan régional, les répondants de l’Alberta, du Centre du Canada et de l’Atlantique sont les plus susceptibles de se déclarer satisfaits de cet équilibre. Le gain le plus important a été enregistré au Québec, qui est passé de 15 % à 24 % de très satisfaits en 2018. La Colombie-Britannique, le Centre du Canada, l’Ontario et l’Atlantique affichent une baisse de satisfaction comparativement à 2016.

You can find the full survey results with in-depth analysis on the CCCA’s website.

Consultez les résultats complets du sondage ainsi qu’une analyse approfondie sur le site Web de l’ACCJE.

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The Changing Face of In-House Counsel

La nouvelle réalité du juriste d’entreprise

“In-house counsel are getting very busy. Their workloads are increasing,” states Dal Bhathal, Managing Partner of The Counsel Network. “While departments are hiring more, it is more positions at the junior level.”

This year’s survey certainly supports this trend, with 40% of respondents having fewer than 10 years in practice. Bhathal is seeing it in her executive legal recruitment work as well. “There are definitely more in-house positions now,” she says, “but still not as many senior positions like General Counsel available for advancement.”

There’s also increasing competition, as more lawyers look to move in-house, thinking it will provide a better balance. However, inhouse counsel are working harder than ever, putting in a lot of hours, with the added task of training the more junior recruits.

With each new release of the survey, increasingly more in-house counsel are feeling the added pressures and asking why there is such a compensation gap between them and those private practice. “[The two environments] are very different,” explains Bhathal.

“Private practice lawyers are under increasing pressure to bring in work, for example. It is impossible to compare in-house compensation with private practice. There is no direct comparator [even among in-house counsel].” It all comes back to how you use the survey. You use it as a guide.

This is even truer as the legal profession is currently changing because of a myriad of disruptive forces, such as AI, alternative business processes and diversity issues. “But things are not changing from a talent management perspective,” says Bhathal. “The whole profession is very reactive right now. It needs to take a step back and ask, ‘How can we keep up? What do we need to do differently to recruit, train and retain lawyers?’”

“It is a challenge. It will become increasingly challenging,” explains Bhathal. “A clear talent management strategy is necessary for the success of both the in-house counsel and the company as a whole.”

« Les juristes d’entreprise sont de plus en plus occupés. Leur charge de travail augmente, explique Dal Bhathal, associée principale du Counsel Network. Les services recrutent, mais davantage au niveau débutant. » D’après les résultats du sondage de cette année, 40 % des répondants ont moins de 10 ans de pratique, une tendance que Bhathal observe chez les cadres juridiques aussi. « Les juristes d’entreprise sont plus nombreux, mais les postes supérieurs (comme avocat général) où ils pourraient progresser sont plus rares. » La concurrence s’intensifie, car plusieurs avocats passent en entreprise, croyant y trouver un meilleur équilibre. Pourtant, le juriste d’entreprise travaille plus dur que jamais, investit de longues heures et se trouve en plus à former les nouvelles recrues. À chaque sondage, les juristes d’entreprise sont plus nombreux à ressentir la pression qui s’accentue et se demandent pourquoi il y a un tel écart de rémunération entre l’entreprise et la pratique privée. « Ces milieux sont très différents, explique Bhathal. Par exemple, en pratique privée, il faut décrocher des contrats. La rémunération en entreprise et en pratique privée ne se compare pas. Il n’existe pas d’élément de comparaison direct (entre les juristes d’entreprise non plus d’ailleurs). » Bref, tout est dans la manière d’utiliser les résultats du sondage. Servez-vous-en comme guide.

C’est d’autant plus vrai que la profession juridique se transforme sous la poussée de nombreux éléments perturbateurs, tels l’IA, les processus alternatifs et les questions de diversité. « Mais rien ne change en matière de gestion des talents, explique Bhathal. Actuellement, toute la profession est réactive. Il faut prendre du recul et se demander ce qu’il faut faire différemment pour recruter, former et retenir les avocats. » « Ce défi deviendra de plus en plus difficile, conclut Bhathal. Une stratégie claire de gestion des talents est nécessaire au succès des juristes d’entreprises et de l’organisation dans son ensemble. »

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{ article de fond } How to Use the Survey Results

Comment utiliser les résultats du sondage

You can use these results to evaluate your current or potential compensation package, as well as to attract and retain top talent. You will need to narrow the results to fit your location and industry; consider the overall compensation package—not just the base salary; and factor in your employment history, age and tenure.

Utilisez ces résultats pour évaluer votre niveau de rémunération actuel et potentiel, ou lors de vos activités de recrutement. Assurez-vous de les examiner en lien avec votre lieu de travail et votre industrie, et tenant compte de l’ensemble de la rémunération, et non seulement du salaire de base, en fonction de votre expérience, votre âge ou votre position.

Step / Étape 1 Find the average base salary in your region / Trouvez le salaire de base moyen dans votre région.

Atlantic Canada

Quebec

Counsel*

Counsel*

General Counsel**

Ontario General Counsel**

Central Canada

Counsel

General Counsel

Counsel*

General Counsel**

Legal

Senior

Director Level***

Executive Level****

Legal

Senior

Average base salary

$116,500

$181,000

$133,500

$184,500

$134,500

$160,000

$186,000

$230,000

$112,000

$176,000

Actual bonus/ incentive

21%

13%

15%

22%

11%

20%

31%

47%

13%

27%

Alberta

British Columbia

Counsel

General Counsel

Counsel

General Counsel

Legal

Senior

Director Level***

Executive Level****

Legal

Senior

Director Level***

Executive Level****

Average base salary

$131,000

$176,000

$210,500

$255,000

$126,000

$147,000

$188,000

$229,500

Actual bonus/ incentive

13%

21%

19%

51%

16%

18%

21%

32%

* Includes Legal and Senior Counsel ** Includes EVP Legal, VP Legal, General Counsel and Director of Legal/Legal Manager *** Includes General Counsel and Director of Legal/Legal Manager **** Includes EVP Legal and VP Legal

Step / Étape 2 Factor in the benefits package. (For average benefits packages offered by sector and title, refer to the full results.)

Tenez compte de l’ensemble des avantages sociaux. (Pour les avantages offerts par secteurs ou par position, consultez les résultats complets.)

Insurance & Retirement Benefits

Atlantic Canada

Quebec

Ontario

Central Canada

Alberta

British Columbia

Dental coverage

89%

83%

Extended medical coverage

56%

61%

99%

96%

98%

96%

81%

80%

76%

Pension/retirement plan

80%

93%

83%

84%

94%

79%

Provincial health care coverage

58%

69%

72%

67%

65%

71%

84%

Employee assistance program Additional health spending account

78%

80%

85%

82%

85%

71%

42%

48%

51%

63%

77%

44%

Medical/dental coverage beyond retirement

27%

24%

21%

22%

18%

22%

Short-term disability

76%

89%

91%

84%

93%

84%

Long-term disability

82%

91%

93%

86%

94%

93%

Life insurance

82%

87%

87%

92%

90%

82%

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Fringe Benefits

Atlantic Canada

Quebec

Ontario

Central Canada

Alberta

British Columbia

Educational credits/tuition reimbursement

44%

35%

49%

53%

26%

43%

Employee referral program

36%

44%

40%

35%

38%

44%

Parking allowance

31%

28%

18%

43%

43%

37%

Moving expenses

24%

11%

12%

16%

14%

14%

Executive health plan

33%

39%

22%

22%

22%

23%

Car allowance

20%

26%

17%

10%

11%

13%

Subsidized meals

18%

9%

13%

12%

5%

12%

Subsidized childcare

2%

17%

3%

6%

2%

3%

Paid Time Off Personal days

58%

59%

62%

51%

55%

48%

Flex days

42%

33%

40%

49%

61%

33%

Top-up for maternity leave

38%

33%

37%

37%

32%

41%

Extended parental leave

27%

28%

23%

26%

18%

30%

Elder care leave

4%

11%

12%

12%

16%

13%

Sabbatical

13%

11%

4%

4%

6%

13%

Step / Étape 3

Consider the average base salary in your industry. (For averages for top-sector employers in certain regions, refer to the full results.)

Considérez le salaire de base moyen dans votre industrie. (Consultez les résultats complets pour les employeurs au sommet de l’échelle par secteur et par région.)

Average Base Salary Financial/Insurance

$149,000

Oil & Gas

$196,000

Government/Crown Corporation

$138,000

Retail/Hospitality

$173,000

Manufacturing/Automotive/Aerospace

$165,000

Pharmaceutical/Medical

$177,000

Real Estate

$172,000

Utility

$153,000

Resources/Mining/Forestry

$193,000

Media/Gaming/Entertainment

$150,000

Construction

$183,000

IT

$160,000

Step / Étape 4 djust based on your employment history, age and tenure.

A Ajustez en fonction de votre expérience, votre âge et votre ancienneté.

■■

■■

■■

The higher the number of years in private practice, the higher the salary as in-house counsel.

In the 2012 and 2016 surveys, the older the person, the higher the salary. The 2018 results show a slight deviation, in that those 55 years and over show a lower salary than those in the 45 to 54 age range.

In the 2012 and 2016 surveys, the longer the person worked for a given organization, the higher the salary. The 2018 results show a slight deviation, in that those with their employer for 15 or more years show a lower salary than those working 10 to 14 years with the same employer. ❚

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■■

■■

■■

Plus votre nombre d’années en pratique privée est élevée, plus votre salaire de juriste d’entreprise est élevé.

Dans les sondages 2012 et 2016, le salaire augmentait avec l’âge.

En 2018, on observe une légère différence, les 55 ans et plus ayant un salaire inférieur à la tranche des 45-54 ans.

Dans les sondages 2012 et 2016, le salaire augmentait avec l’ancienneté dans l’organisation. En 2018, on observe une légère différence, ceux qui ont 15 ans ou plus d’ancienneté pour le même employeur ayant un salaire inférieur à la tranche des 10-14 ans. ❚

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{ Feature }

"Going through the crisis, there are two advisers I've paid no attention to," said Michael McCain, CEO of McCain Foods, to reporters during his first press conference of the Listeria Crisis of 2008, a tragedy which would ultimately kill 23 people and sicken dozens more. "The first are the lawyers and the second are the accountants. It's not about money or legal liability. This is about our being accountable for providing consumers with safe food."

S

tepping in front of the cameras shortly after he learned it was his company’s food that had sickened people, McCain won the trust of a frightened public long before the crisis was even close to being contained.

Ed Burkhardt, CEO of MMA, the rail company whose train derailed causing a massive explosion in Lac-Mégantic, took a different approach. Showing up days after the disaster and joking about needing a bulletproof vest, Burkhardt and the company deflected responsibility for the tragedy onto the train and track workers who had been on duty the night of the accident.

Months later, he reflected on the “big pile of money” he had lost because of the accident and commented that he was “also a victim of this whole thing.”

Burkhardt’s company filed for bankruptcy within a year of the accident. McCain’s returned to almost pre-crisis profitability within two years of the crisis.

Each man became the public face of contrasting crisis communications strategies which reflected their personal branding choices.

Branding Has Evolved That might sound like an odd claim to make, particularly to those who still equate corporate branding with logos, and personal branding with clothing and voice tone.

Indeed, branding used to focus mostly on the “whats.” For companies, that was often the look and feel of the physical representations of a brand—logos, websites, repeated messages, etc. Personal branding often referred to things like body language, clothing and other physical elements that signalled what the person wanted the world to know about them.

Why Before What It’s not that the “whats” don’t matter, but increasingly we recognize that the “whys” underneath those “whats” matter even more. Because at its core, personal branding comes down to who you are and what you stand for.

Now maybe you’ll never have to step in front of the media and face a shocked nation anxious to get to the bottom of a tragedy that has cost dozens of people their lives. But, inevitably, you will have to win the trust of others and make hard deci-

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sions that will ripple out beyond just you. And as the job market becomes more and more competitive, those who have mindfully built their personal brands are more likely to succeed.

Brave New World By 2025, as many as one-third of the jobs we have now will be automated. There is a 50% chance that AI will outperform all human tasks within 45 years and all human jobs within 120 years.

Any task that requires less than a second’s worth of human thought will likely be turned over to AI—if it hasn’t been already. And I don’t need to tell you that AI is disrupting the legal profession.

Lawyers will have to reinvent themselves again and again to stay current in a changing job market. What won’t work is trying to out-robot the robots. Companies will be looking for those who can help interpret and explain the data that AI generates. That skill requires more, not less, humanity.

Fortunately, building your brand also requires the same skillset. Investing in your personal brand makes you infinitely more employable.

Building Your Brand So where to start? First, define the fundamentals of your brand:

 Mission  Values  Vision Your mission Simon Sinek wrote a very good book called Start with Why in which he posits that great leaders (and you are the leader of your brand) inspire others by rallying them around the “why” rather than the “how” or “what.”

Every brand, including yours, has a mission, and your mission is your “why.” It’s not the stuff that you do. It’s why you are driven to do the things you do. It’s what gets you out of bed every morning. It’s what keeps you going through the most difficult of times. It’s the passion that separates you from others who just go through the motion.

{ Feature }

Personal

Branding Thriving in a Time of Disruption

By Susan McLennan

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{ Feature } Here’s the tricky part. A personal mission is Living by your values also helps you make often born out of a setback, a time when sometough decisions, like which companies are a thing went horribly wrong, but you learned good fit for you, or if and when you should raise something valuable about yourself, what you a tough question with your colleagues or bosses. stand for and what you believe. That’s just the Your vision consequence of human existence. We tend to Knowing why you do what you do and what learn more from failure than we do from success.

Because at its Your mission is important because while you stand for will help you determine where core, personal branding your job will change, your mission will not. you would like to go. You don’t have to know comes down to who Some people come to understand their misthe exact company or position, but you do need you are and what you sion at a young age. Many have to really think to have a sense of how your mission and values stand for. back to figure out what it is that made them can help you grow your capabilities and better Susan McLennan who they are, what set them on their personal serve those for whom you work—or would like mission to change the world. It is not unusual to work in the future. for that defining moment to have occurred in If your vision is to change the world, or your childhood. Regardless of when it happened, your mission most corner of it, all the better. This is the place to capture what you likely crystallized in a single moment in time around an event aspire to be and do, and think through some of the actions that where the shades fell down from your eyes or the world tilted will help get you there. in such a way as to give you a completely new understanding around an issue, a problem or a state of being.

Putting It All Together This work is not easy. It calls for discipline, honesty and Once you have your mission, values and vision building blocks sometimes even the willingness to dig into memories you in place, you can think about how these fundamentals will live would sometimes rather forget. But it gets you to your mission, out through what you do, what you say, how you say it, what your unstoppable “why” that others can’t resist. you wear, etc.

Your values Just remember, you build your brand from the inside out. Dig You stand for things and believe that people should act in cerinto your humanity and your brand will start to reveal itself in tain ways, and if you are true to your beliefs, you try to act in ways you can shape and leverage. Do it mindfully and with puraccordance with them—especially when times are tough. pose. It may just be the smartest investment you will ever make. ❚ Your values are the things against which you gauge the possible actions you can take. Like your personal mission, it is unSusan McLennan helps people find, share and curate compelling stories that likely that your values will change. They are part of your DNA; deliver key business results, change minds and open hearts. She is a soughtthey are the things that make you you. after speaker, and offers workshops and courses that help transform work This work calls for honesty too. We’ve all worked at compacultures for the better. President of regional Emmy Award-winning Reimagine nies where platitudes lived on the wall or website but had nothPR, she helps brands meaningfully connect even difficult concepts and products with the publics they need. A Kids Can Press book author, she is ing to do with how the brand operated in the real world. Succurrently seeking sponsorship for a new show that will disrupt how families cessful branding isn’t about throwing around values because relate to tech, money, social responsibility and mindset. You can reach her at they sound good. It’s about living them every day. When you susan@reimaginepr.com or 416-568-5974. truly act in accordance with those values, people notice.

“

”

Conveying Your Brand The 3 Truths about People

 People believe what they discover more than what you tell them.



People value what they co-create more than what you impose on them.

 People

trust what they don’t have to think about.

Discovery: Have you ever met someone who tells you how funny he is even though he’s never made you laugh? When you tell someone how to feel, they tend to take a step

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back and think, “I’ll be the judge of that!”

But if you find meaningful ways to live your mission and values, people will discover your why and what you stand for. And because people are discovering your mission and values for themselves, they will be more inclined to trust them as true.

Storytelling is a form of co-creation. When you tell a story, people’s brains light up almost as if they were experiencing the events first hand. Another bonus of storytelling? Stories give people an opportunity to discover (and believe) your mission and values.

Co-creation: We live in an era that values collaboration. Where it’s practical, prudent and possible, invite others to have meaningful input into your projects and decisions. People value not only the opportunity to co-create but also those who make co-creation possible.

Trust: Facts cause people to step out of what they’re hearing to decide if it is true.

Authenticity and genuine emotion, however, help people to engage with harder-tounderstand information. Emotion rarely comes from the “whats,” mostly the “whys.”

spring 2018 pr intemps

{ article de fond }

Une image de marqueée rsonnalis

E

«

n traversant la crise, il y a deux conseillers que je n’ai pas écoutés », a relaté Michael McCain, PDG de McCain Foods, lors de sa première conférence de presse sur la crise de la listériose en 2008, une tragédie qui a coûté la vie à 23 personnes. « Les premiers sont les avocats et les seconds, les comptables. » « Ce n’était pas une question d'argent ou de responsabilité légale, a-t-il poursuivi, mais plutôt de notre responsabilité de fournir aux consommateurs des aliments sains et sécuritaires. » Prenant l’initiative d’aller lui-même devant les caméras peu de temps après avoir appris que c'était la nourriture de son entreprise qui avait rendu les gens malades, M. McCain a gagné la confiance d'un public sous le choc.

Ed Burkhardt, PDG de MMA, la compagnie de chemin de fer dont le train a déraillé et causé une explosion massive à Lac-Mégantic, a adopté une approche différente. Se présentant quelques jours après la catastrophe et plaisantant sur le besoin de porter un gilet pare-balles, M. Burkhardt et l'entreprise ont attiré l’attention sur le train et les employés qui étaient de service la nuit de l'accident. Quelques mois plus tard, il a souligné le « tas d'argent » qu'il a lui-même perdu à cause de l'accident et a ajouté qu'il était lui « aussi une victime de toute cette affaire ».

L’entreprise de M. Burkhardt a déclaré faillite dans l'année qui a suivi l'accident. Celle de M. McCain est redevenue rentable moins de deux ans après la crise.

Chacun des deux hommes est devenu le visage public d’une tragédie et les deux stratégies de communication de crise qu’ils ont choisies reflétaient leur propre image de marque.

Les stratégies de positionnement évoluent Cela peut sembler étrange, en particulier pour ceux qui limitent encore l'image de marque aux logos, aux vêtements ou au ton de la voix.

En effet, l'image de marque était traditionnellement axée sur le « quoi ». Pour les entreprises, c'était souvent l'apparence qui primait : logos, sites web, messages répétés, etc. L'image de marque personnelle faisait souvent référence au langage corporel, aux vêtements ou à d'autres éléments physiques.

Le quoi après le pourquoi Ce n'est pas que le « quoi » n'a plus d'importance, mais de plus en plus, on reconnaît que le « pourquoi » importe encore davantage.

Parce que fondamentalement, l'image de marque personnelle se résume à qui vous êtes et ce que vous représentez.

Vous n’aurez peut-être jamais à vous présenter devant les caméras et faire face à une nation qui exige des comptes à la suite d’une tragédie mortelle. Mais inévitablement, vous devrez gagner la confiance des autres et prendre des décisions difficiles qui pourraient avoir de vastes répercussions. À mesure que le marché du travail devient de plus en plus concurrentiel, ceux qui ont soigneusement bâti leur image de marque ont plus de chances de réussir.

Le meilleur des mondes D'ici 2025, jusqu'au tiers des emplois qui existent aujourd’hui pourraient être automatisés. Il y a 50 % de chances que l'intelligence

pe

onter pour affr

les défis d

e l’avenir

artificielle puisse accomplir toutes les tâches humaines d’ici 45 ans, et remplacer tous les emplois d’ici 120 ans.

Toute tâche qui nécessite moins d'une seconde de réflexion sera probablement confiée à l’IA, si ce n'est pas déjà chose faite.

Et nul besoin de vous préciser que l'IA perturbe aussi la profession juridique.

Les avocats devront se réinventer à plusieurs reprises pour rester à jour sur un marché du travail en pleine évolution. Les entreprises rechercheront ceux qui peuvent aider à interpréter et expliquer les données générées par l'IA. Cette compétence nécessite plus, et non pas moins, d'humanité.

Heureusement, la construction de votre image de marque nécessite une approche similaire. Investir dans votre stratégie de positionnement vous rend infiniment plus employable.

Bâtir votre image de marque Par où commencer? D'abord, définissez les aspects fondamentaux de ce positionnement : votre mission, vos valeurs et votre vision.

Votre mission Simon Sinek a écrit un très bon livre intitulé Start with Why dans lequel il affirme que les grands leaders (et vous êtes le leader de votre propre image) inspirent les autres en les ralliant autour du « pourquoi » plutôt que du « comment » ou du « quoi ».

Chaque marque, y compris la vôtre, est assortie d’une mission, et c’est cette mission qui est votre « pourquoi ». Ce n'est pas ce que vous faites ; c'est pourquoi vous êtes poussés à le faire. C'est ce qui vous permet de traverser les moments les plus difficiles. C’est ce qui vous fait sortir du lit tous les matins.

Une mission personnelle naît souvent d'un revers, d’un moment difficile qui vous a enseigné quelque chose de précieux sur vousmême, ce que vous représentez et ce en quoi vous croyez. C'est le cours normal de l’expérience humaine : nous avons tendance à apprendre plus de nos échecs que de nos succès.

Votre mission est importante, car si votre travail change, votre mission, elle, reste la même.

Certaines personnes saisissent à un jeune âge quelle est leur mission. Beaucoup doivent y réfléchir davantage. Il n'est pas inhabituel que ce moment charnière soit survenu durant l'enfance. Peu importe le moment, votre mission s'est probablement cristallisée dans un moment unique autour d'un événement où le voile s’est levé devant vos yeux et vous a offert une toute nouvelle vision et compréhension du monde.

C’est une tâche difficile, qui exige de la discipline, de l'honnêteté

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{ article de fond } et même la volonté de creuser dans des souvenirs que vous préféreriez parfois oublier. Mais cela vous mène à votre mission, votre « pourquoi » imparable auquel les autres ne peuvent résister.

Vos valeurs Vous défendez certaines choses et croyez que les gens devraient agir d'une certaine manière, et si vous êtes fidèle à vos croyances, vous essayez d'agir en accord avec elles, en particulier quand les temps sont durs.

Vos valeurs guident vos actions. Comme votre mission personnelle, il est peu probable que vos valeurs changent. Elles font partie de votre ADN; c’est ce qui vous définit.

Ce travail lui aussi appelle à une certaine honnêteté. Nous avons tous travaillé dans des organismes où les formules creuses placardées sur les murs ou le site web n'avaient rien à voir avec son fonctionnement réel. Pour bâtir une image de marque réussie, il ne suffit pas de lancer des platitudes simplement parce qu’elles sonnent bien. Il faut les vivre au quotidien. Lorsque vous agissez vraiment en accord avec ces valeurs, les gens le sentent.

Vivre selon vos valeurs vous aide également à prendre des décisions difficiles, comme de déterminer quelles entreprises vous conviennent le mieux, et si ou quand vous devriez aborder un sujet difficile auprès de vos collègues ou de vos supérieurs.

Votre vision Savoir pourquoi vous faites ce que vous faites et ce que vous représentez vous aidera à déterminer où vous voulez vraiment aller. Vous n'avez pas besoin de connaître la société ou le poste exact, mais vous devez avoir une idée de la façon dont votre mission et vos valeurs peuvent vous aider à développer vos capacités et à mieux servir ceux pour qui vous travaillez, ou pour lesquels vous aimeriez travailler.

Si votre vision est de changer le monde, ou votre environnement, tant mieux. C'est le moment de capturer ce que vous aspirez à être et à faire, et à réfléchir à certaines des actions qui vous aideront à y parvenir.

Mettre tout ensemble Une fois que vous avez établi votre mission, vos valeurs et jeté les premières bases de votre vision, vous pouvez réfléchir à la façon dont ces principes fondamentaux vont continuer à vivre à travers ce que vous faites, ce que vous dites, comment vous le dites, ce que vous portez, etc.

Rappelez-vous que vous construisez votre image de marque de l'intérieur. Creusez dans votre humanité et elle commencera à se révéler de manière à ce que vous puissiez la façonner et l’exploiter.

Faites-le avec attention et de manière délibérée. Ça pourrait être l’investissement le plus intelligent que vous ferez de toute votre vie. ❚

CHOOSE FROM CANADA’S TOP MEDIATORS AND ARBITRATORS

W.A. Derry Millar Derry has over 40 years of legal and neutral experience. His expertise includes commercial, aviation, estates, environmental, insurance, product liability and real estate matters. He has chaired and served on panels for numerous Law Society discipline matters. He was elected as a Fellow of the American College of Trial Lawyers, is also a Fellow of the Chartered Institute of Arbitrators, and is a recipient of the Law Society Medal.

Marvin J. Huberman

C.S., LL.M. ( ADR), C.ARB

Marvin’s experience encompasses expertise in risk management, insurance disputes, coverage issues, exclusion clauses, interpretation of policies, professional liability, corporate/commercial, administrative and public law. Let his trail of success in mediations and arbitrations work for you. Awarded The Lawyer International - Global Award - 2017 - Law Firm of the Year – Commercial Arbitration – Canada.

416.362.8555 1.800.856.5154 adr@adrchambers.com adrchambers.com

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spring 2018 pr intemps

Learn today.

Lead tomorrow.

Apprendre pour mieux diriger.

Develop your skills, knowledge, and the attributes essential to be regarded as both strategic business partner and trusted legal advisor. Learn from world-class educators and senior General Counsel.

Topics include organizational dynamics, risk management, compliance, business communications and developing as a manager.

Développez vos compétences, connaissances et les qualités nécessaires pour être considéré à la fois comme un conseiller juridique de confiance et comme un partenaire d’affaires stratégique.

Apprenez auprès de formateurs de renommée mondiale et d’un avocat principal. Les thèmes de la dynamique organisationnelle, de la gestion du risque, de la conformité, des communications d’entreprise et du perfectionnement en tant que gestionnaire seront abordés.

Now accepting applications for the following cohort:

Nous acceptons maintenant les candidatures pour la cohorte suivante :

Cohort 6 – Toronto

Cohorte 6 – Toronto

Course 1: May 25-27, 2018

Cours 1 : Du 25 au 27 mai 2018

Course 2: Self-paced (online)

Cours 2 : Selon son propre horaire (en ligne)

Course 3: November 16-18, 2018

Cours 3 : Du 16 au 18 novembre 2018

Course 4: March 29-31, 2019

Cours 4 : Du 29 au 31 mars 2019

Information: certification@ccca-cba.org / www.ccca-accje.org

Program Partners/Partenaires :

{ Spotlight on… }

Spotlight on the CCCA Mentoring Program At the 2018 CCCA National Conference and In-House Counsel World Summit, we’ll be honouring Barry Fisher, the founder of the CCCA Mentoring Program, with the Special Contribution Award.

Now in its 10th year, the CCCA Mentoring Program has matched hundreds of members, resulting in a cornucopia of shared expertise, deep connections, self-discoveries, career progressions and fresh insights into the in-house counsel role.

The Mentees Edward Anido, Associate, Norton Rose Fulbright Canada Cindy Kieu, Barrister & Solicitor, City of Edmonton Olga Young, Legal Counsel, Jazz Aviation

The Mentors Daniel Bourque, Senior Corporate Counsel and Chief Privacy Officer, Xerox Canada Jim Rossiter, Legal Counsel, Justice Canada Valerie Seager, Vice-President, Legal & Regulatory Affairs, Halifax International Airport Authority Marie Strauss, Executive Director, Alberta Ministry of Justice and Solicitor General

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o mark this occasion, we interviewed members who were recently paired up as part of the program, some as mentors and some as mentees, to ask them about their thoughts on the mentoring experience.

The Mentees CCCA: What made you decide to become a mentee?

CK: I was transitioning into an in-house position and was looking for a senior practitioner with experience and insight to help me successfully navigate the new work culture. More broadly, I’d recently moved to Alberta from Nunavut and recognized the distinct disadvantage of practicing in a completely new province without a broad network of professional friends.

EA: I entered the program while working in-house. I loved the people I worked with and many aspects of my job, but I was unsure where my career was headed and what options would be available to me.

Participating was an effort to gain control and direction.

OY: I had recently transferred to the Nova Scotia bar and saw the program as an opportunity to meet an experienced lawyer and learn about the local bar.

spring 2018 pr intemps

CCCA: Do you need to go into the program already knowing what you want to get out of it and where you need to improve?

EA: It helps to know your likes and dislikes, and to give some thought to your strengths and weaknesses. I knew I wanted to stay in law and I knew the kind of work I liked. I went into the program hoping to exchange ideas with someone more experienced and with a broader view of the profession to better understand how I might progress in my career.

OY: As a mentee, you should have a clear vision of what you want to gain from the program because that allows you to direct conversations and ask the right questions.

As for strengths and weaknesses, sometimes we make the mistake of assuming that we are good at something or have a specific skill when, in reality, there are many other ways of approaching a situation. I found it was important to keep an open mind and listen to the way an experienced lawyer handles certain situations.

The Mentors CCCA: You all benefitted immensely from your experience. What advice do you have for members considering volunteering as a mentor?

DB: I highly encourage you to do this. The relationship can be as enriching for the mentor as it is for the mentee. It’s also a good way to discover a new industry or new business if your mentee is working in a different field.

MS: The program is very well-run and organized, and the CCCA provides the right balance of materials to assist the mentoring conversation without being too prescriptive or administrative. It’s a

{ Spotlight on… }

great opportunity to give back to the legal profession without an overwhelming time commitment.

VS: Be open to alternative arrangements.

It’s possible to have a long-distance mentoring relationship—you can have a very satisfactory arrangement with regular phone calls.

JR: If humility has you thinking, “I don’t really have anything to offer,” remember you at least have successful peers who can join you and your mentee over a meal.

CCCA: What’s the best piece of advice or encouragement that a mentor has given you in the past?

VS: Don’t feel you always have to provide an answer to a question right away if you don’t know the answers. Get comfortable with saying, “I’ll get back to you.” Then get back to the person with a practical answer, not a perfect answer.

MS: A number of senior lawyers encouraged me not to specialize too early and to be open to practicing in as many areas as possible. As corporate counsel, any singular client issue often has multiple interconnected legal issues. A broad-based background is a great legal asset.

DB: Listen before you talk and don’t jump to conclusions.

JR: The best mentors lead by example, and I have learned from their example that civility, humility and kindness do not compromise effective lawyering and instead nurture it.

Advice for Future Mentees The internet is full of advice on how to be a good mentor, but there aren’t many articles about how to be a good mentee, even though the relationship is a two-way street. When we asked our interviewees (both mentees and mentors) for their tips on being a good mentee, the following suggestions were almost universal.

1. Be prepared. This piece of advice came up more than any other. Mentees need to take the time to think about their questions and desired outcomes in advance of each meeting with their mentors. Preparation can also include drafting career plans, goals or objectives and zeroing in on certain types of scenarios to discuss.

2. Listen. Edward Anido put it best when he advised mentees to listen actively.

“Your mentor has lots of experience and the benefit of hindsight, which is a huge advantage for you.”

3. Be specific. Valerie Seager explained that as a mentor, “it’s tough to help in a vacuum.” It’s up to the mentee to determine a specific matter to focus on. Cindy Kieu added that she built rapport with her mentor by “working through specific questions, which then often led to broader discussions about longer-term goals and career advice.”

What Did You Gain?

Every mentoring pair we talked to had a highly positive experience, but the benefits for each individual were unique.

Edward Anido shared that he “gained clarity on what I wanted out of my career.

My amazing mentor helped me make a fundamental career decision. When I left private practice for an in-house position, I thought I would never go back.

To my great surprise, I came around full circle and am now back in private practice where I belong.” Meanwhile, his mentor, Daniel Bourque, found the mentoring experience provided him with a healthy form of introspection into his own career.

Olga Young met a handful of other lawyers with excellent insight and advice through her initial connection with her mentor, Jim Rossiter, allowing her to grow her network in her new community. Jim, for his part, got to help a fellow lawyer and made a new friend.

Valerie Seager shared that discussions with her mentee helped her think about different approaches to her own issues and provided some clarity on her own personal development trajectory.

Cindy Kieu gained an important ally in Marie Strauss and a renewed focus on her new position, while Marie loved giving back to the profession and was reminded that “all in-house counsel face similar challenges, like how to deliver high-quality legal advice while meeting the ethics and standards of the profession.”

Are You Ready to Participate?

Learn more about the CCCA Mentoring Program at www.ccca-accje.org or email mentoring@ccca-cba.org. Participation is free for all regular CCCA members! ❚

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{ PLEINS FEUX SUR … }

Pleins feux sur le programme de mentorat de l’ACCJE À la Conférence nationale de l'ACCJE et Sommet mondial 2018, le Prix pour une contribution spéciale sera remis à Barry Fisher, fondateur du programme de mentorat de l’ACCJE. Ce programme, qui entame sa 10e année d’existence, a déjà jumelé des centaines de membres et produit une abondance d’échanges, de liens étroits, de découvertes sur soi, de progrès de carrière et de sang neuf au sein de la profession des juristes d’entreprise.

Les mentorés

Les mentorés Edward Anido, associé, Norton Rose Fulbright Canada Cindy Kieu, avocate, Ville d’Edmonton Olga Young, conseillère juridique, Jazz Aviation

Les mentors Daniel Bourque, avocat en chef et responsable de la confidentialité, Xerox Canada Jim Rossiter, conseiller juridique, Justice Canada Valerie Seager, VP, Affaires juridiques et réglementaires, Administration de l’aéroport international d’Halifax Marie Strauss, directrice exécutive, Ministère de la justice et du sollliciteur général de l'Alberta

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ACCJE : Qu’est-ce qui vous a décidé à prendre un mentor?

CK : J’étais en transition comme juriste d’entreprise et je cherchais un avocat d’expérience pour m’aider à m’intégrer à cette nouvelle culture. Et de façon plus générale, je venais de déménager du Nunavut en Alberta et j’étais désavantagée par le fait de pratiquer dans une province où je n’avais pas de réseau professionnel.

EA : J’étais déjà juriste d’entreprise, j’adorais mes collègues et de nombreux aspects de mon travail, mais je ne savais pas où ma carrière s’en allait ni quelles options s’offraient à moi. J’avais besoin de conseils pour prendre ma carrière en main.

OY : Je venais d’intégrer le barreau de NouvelleÉcosse et c’était pour moi l’occasion de rencontrer un avocat d’expérience et d’en apprendre plus sur le milieu.

ACCJE : Faut-il avoir des attentes clairement définies sur ce que l’on veut améliorer pour participer au programme?

spring 2018 pr intemps

EA : Cela aide de savoir ce que l’on aime ou pas, de recenser ses forces et faiblesses. Je savais que je voulais continuer en droit, et quel genre de travail j’aimais faire. J’ai participé au programme afin d’échanger avec une personne d’expérience ayant une vision plus globale de la profession, dans l’espoir de mieux comprendre comment ma carrière pourrait en profiter.

OY : En tant que mentorés, il faut avoir une vision claire de nos attentes par rapport au programme, car c’est ce qui permet d’orienter les conversations et de poser les bonnes questions. Du côté des forces et faiblesses, on fait parfois l’erreur de se penser bon dans un domaine précis, alors qu’en réalité, il existe d’autres possibilités. C’est important de garder l’esprit ouvert pour découvrir comment un avocat d’expérience aborde certaines situations.

Les mentors ACCJE : Vous avez tous tiré des bénéfices de votre expérience de mentorat bénévole. Que conseillez-vous aux membres qui songent à en faire?

DB : Je les y encourage. Cela peut être aussi enrichissante pour le mentor que le mentoré.

C’est aussi un bon moyen de découvrir une industrie ou un domaine professionnel, quand les deux travaillent dans un secteur différent.

MS : Le programme est très bien administré et l’ACCJE assure un bon équilibre pour faciliter les jumelages sans que cela ne devienne trop directif ou administratif. C’est une bonne occasion de redonner à la profession juridique sans être accablé par l’investissement en temps.

{ PLEINS FEUX SUR … }

VS : Soyez ouverts aux arrangements alternatifs. Le mentorat peut se faire à distance – un contact téléphonique régulier pourrait être une solution tout à fait satisfaisante.

JR : Si l’humilité vous fait croire que vous n’avez rien à offrir, dites-vous que vous avez sûrement quelques homologues qui réussissent et que vous pourriez réunir avec votre mentoré autour d’un repas.

ACCJE : Quel est le meilleur conseil ou encouragement que vous ayez reçu de votre propre mentor?

VS : Ne vous sentez pas obligé de répondre à une question tout de suite si vous n’avez pas la réponse. Soyez à l’aise de dire que vous allez vous renseigner, puis revenez avec une réponse pratique, et non une réponse parfaite.

MS : Plusieurs avocats senior m’ont encouragée à ne pas me spécialiser trop tôt et à pratiquer dans un éventail de domaines. Dans une organisation, les problèmes ont souvent plusieurs implications juridiques. En droit, c’est toujours bon d’avoir une vaste expérience.

DB : Écoutez avant de parler et ne sautez pas aux conclusions.

JR : Les meilleurs mentors donnent l’exemple, et c’est en les observant que j’ai appris que la civilité, l’humilité et la gentillesse ne font pas de tort à la pratique du droit, au contraire!

Conseils aux futurs mentorés L'internet regorge de conseils sur l’art d’être un mentor, mais il n’y a pas beaucoup d’articles

sur l’art d’être un mentoré et pourtant, la relation va dans les deux sens. Nous avons demandé à nos mentors et mentorés ce qu’il fallait pour être un bon mentoré. Les suggestions suivantes font presque l’unanimité : 1. Préparez-vous. Ce conseil est le plus populaire. Le mentoré doit réfléchir à ses questions et aux résultats souhaités avant de rencontrer son mentor. Pour se préparer, on peut jeter sur papier les bases d’un plan de carrière, d’une liste de buts à atteindre ou de scénarios à discuter.

2. Écoutez. C’est Edward Anido qui l’exprime le mieux : « Écoutez activement. Votre mentor a beaucoup d’expérience et il a l’avantage d’avoir du recul. Cela pourrait beaucoup vous servir. » 3. Soyez spécifique. Comme le fait valoir Valerie Seager, c’est difficile pour un mentor d’aider s’il faut combler un vide. C’est le mentoré qui doit déterminer sur quel sujet la conversation doit porter. Cindy Kieu ajoute qu’elle proposait à son mentor « des questions spécifiques qui ont souvent mené à des discussions plus larges sur les objectifs à long terme et le cheminement de carrière. »

Quels bénéfices en avez-vous retirés?

Tous les binômes avec lesquels nous nous sommes entretenus parlent d’une expérience hautement positive, mais les bénéfices ont été différents pour chacun.

Edward Anido a fait le point sur son plan de carrière : « Mon mentor m’a aidé à prendre une décision de carrière fondamentale.

Quand j’ai quitté la pratique privée pour de-

venir juriste d’entreprise, j’étais convaincu de ne jamais revenir en arrière. À ma grande surprise, je suis revenu en pratique privée et c’est là que je me sens bien. » Pour Daniel Bourque, son mentor, l’expérience de mentorat a été l’occasion de faire une saine introspection professionnelle.

Olga Young a rencontré une poignée d’avocats qui lui ont donné d’excellents conseils grâce à son mentor, Jim Rossiter, qui lui a permis d’élargir son réseau dans sa nouvelle communauté. Jim, pour sa part, a simplement voulu aider une collègue avocate et il a gagné une nouvelle amie.

Valerie Seager a indiqué que les discussions de mentorat l’ont aidée à aborder ses propres problèmes sous un angle différent et à mieux définir sa trajectoire de développement personnel.

Cindy Kieu a gagné une importante alliée en Marie Strauss, mais aussi un intérêt accru pour son nouveau poste. Marie, pour sa part, adore redonner à la profession et rappelle que « tous les juristes d’entreprise font face à des défis similaires, car ils sont soucieux de donner des conseils juridiques de qualité tout en respectant l’éthique et les normes de la profession. »

Prêts à participer?

Renseignez-vous sur le Programme de mentorat de l’ACCJE sur www.ccca-accje.org ou écrivez à mentorat@ccca-cba.org. La participation est gratuite pour tous les membres réguliers de l’ACCJE! ❚

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{ CCCA News }

Take the Next Step in Your Career Are you ready to tap into your leadership potential and take a seat at the table?

The next cohort of the Business Leadership Program for In-House Counsel begins on May 25, 2018.

Why enrol?

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Actively contribute to your organization’s strategic planning and success Understand business financials and the bottom-line impact of executive decisions Enhance your legal advice with intelligent business insight Position yourself as a meaningful member of the senior team Gain a competitive edge over your peers Join an exclusive group of Canadian lawyers with the designation of Certified In-House Counsel – Canada (CIC.C)

What to expect?

This 10-month program consists of three 3-day courses taught by Rotman School of Management faculty, combined with a self-paced online program. Guided by expert professors and executives-in-residence, you will learn about organizational dynamics, employment and HR, executive decision-making, financial management, governance, leadership, intellectual property, mergers and acquisitions, risk management, teambuilding, and corporate communications.

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Start growing your influence and earning potential today! Learn more at www.ccca-accje.org.

2018 CCCA National Conference & In-House Counsel World Summit Learn from and connect with in-house counsel experts from across Canada and around the world at the 2018 CCCA National Conference & In-House Counsel World Summit, April 29 – May 1 in Toronto. This year’s theme is Beyond Borders: Business and Law in the Global Village.

Why attend?

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Participate in two conferences for the price of one—benefitting from Canadian and international perspectives Be prepared for tomorrow’s challenges today—future-focused topics include the future of finance; global cybersecurity; big data, AI and block-

{ CCCA News }

chain; and critical thinking in a world of machines ■■ Celebrate the CCCA’s 30th Anniversary at the largest gathering of in-house counsel in Canada ■■ Make a difference in the global community as the CCCA works to tackle forced labour, labour trafficking and illegal or harmful child labour in supply chains Keynotes include Rosemary McCarney, Canadian Ambassador to the United Nations, on the omnipresent issue of cybersecurity; and Mark A. Cohen, global thought leader and CEO of LegalMosaic, on thriving in the ever-changing legal profession.

Finally, help celebrate the 2018 CCCA Awards winners and the release of the Universal Competencies Profile for inhouse counsel around the world.

Participate for less Register before the early-bird deadline of April 6 and save $100 ■■ Lawyers registering in groups of three or more each receive a $100 discount on their full pass ■■ Lawyers in career transition receive a $400 discount on their full pass ■■ New lawyers (fewer than five years called to the bar) receive a $400 discount on their full pass Learn more and register online at www.ccca-accje.org/Conference-2018/ Home.

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Vivene Salmon to be SecondEver In-House Counsel CBA President Vivene Salmon, Vice-President, Country Compliance Manager, Global Banking and Markets Compliance at Bank of America Merrill Lynch, was recently acclaimed CBA Vice-President for the 2018-2019 year (meaning she’ll be CBA President in 2019-2020). There has only been one other in-house counsel to serve as CBA President (Fred Headon in 20132014), so this is exciting for the in-house counsel community!

in the communications field. This background allows her to see “how different organizations function and fit together in the broader community. It fosters an ability to see how your puzzle piece fits into the bigger picture.”

As for the big issues facing the legal profession in the coming years, Vivene lists articling, diversity, A2J, Aboriginal and Indigenous affairs, entity regulation, and mental health as some of the most important. She also believes technology and the rise of non-lawyers providing legal services will continue to change the legal market.

Vivene decided to put her name forward for the position because she wants to see lawyers renew their relationship with the CBA. “I feel I have gained so much on a personal and professional front through my active participation in both the CBA and OBA. I want to see other lawyers feel that the CBA is a home—a safe place where they can develop their leadership skills, grow as a lawyer, be engaged in and advocate for the legal profession,” she explains.

On the issue of diversity specifically, Vivene says, “I think increasing public awareness of diversity and equality in the legal profession is so important. The growing public understanding we have seen in more recent years across the country is so positive. It means that progress continues to be made. It is critical that the voices and work of all people are heard, valued and respected in a democratic society. These are the values we uphold as a country and as a profession. We cannot afford that they be undermined. Everyone should have an equal opportunity to achieve their dreams and be their best self.”

Vivene brings a unique set of experiences to the role. She’s worked in both private and public sectors, and actually began her career outside the legal profession,

Finally, Vivene is most excited to be a part of shaping and revitalizing the CBA for future generations. CCCA Magazine looks forward to following her success! ❚

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{ Nouvelles de l’ACCJE }

Passez à l’étape suivante de votre carrière

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tes-vous prêt à exploiter votre potentiel de leadership et à prendre place à la table?

Le prochain Programme de leadership en entreprise pour les juristes d’entreprise débute le 25 mai 2018.

1er mai 2018 à Toronto. Le thème de cette année est : Au-delà des frontières : droit et commerce dans le village planétaire.

Pourquoi participer?

Deux conférences pour le prix d’une – des perspectives canadiennes et internationales.

■■ Pour se préparer aux défis de demain – sur des sujets d’avenir : perspectives financières, cybersécurité mondiale, mégadonnées, IA et chaîne de blocs, pensée critique dans un univers de machines.

■■ Pour célébrer le 30 e anniversaire de l’ACCJE dans le cadre du plus grand rassemblement de juristes d’entreprise au Canada.

■■ Pour faire une différence dans le monde, l’ACCJE s’attaquant au travail forcé, à la traite des personnes et au travail illégal des enfants dans les chaînes d’approvisionnement.

Les conférenciers invités sont Rosemary McCarney, ambassadrice du Canada aux Nations Unies, sur l’enjeu omniprésent de la cybersécurité; et Mark A. Cohen, leader d’opinion mondial et PDG de LegalMosaic, sur l’art de réussir dans une profession juridique en constante évolution.

Enfin, venez rendre hommage aux lauréats des prix 2018 de l’ACCJE et assister au dévoilement du profil de compétences universel des juristes d’entreprise du monde entier.

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Pourquoi s’inscrire?

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Contribuer activement à la planification stratégique et à la réussite de l’organisation Comprendre les enjeux financiers et les répercussions des décisions exécutives Conjuguer conseils juridiques et lucidité commerciale Se positionner comme un membre important de l’équipe de direction Se donner un avantage concurrentiel sur ses pairs Rejoindre un groupe exclusif d’avocats canadiens désignés Juristes d’entreprise agréés – Canada (JEA.C)

À quoi s’attendre?

Ce programme de dix mois comprend trois cours de trois jours donnés par la Rotman School of Management, ainsi qu’une formation en ligne à suivre à son rythme, avec l’encadrement de professeurs spécialistes et de cadres supérieurs en résidence. Contenu : dynamique organisationnelle, emploi et RH, processus décisionnel exécutif, gestion financière, gouvernance, leadership, propriété intellectuelle, fusions et acquisitions, gestion des risques, consolidation d’équipe et communication corporative.

Commencez à faire grandir votre influence et votre potentiel de revenu dès aujourd’hui!

Consultez www.ccca-accje.org.

Conférence nationale de l'ACCJE et Sommet mondial 2018 Venez échanger avec des experts juristes d’entreprise du Canada et de l’étranger! Participez à la Conférence nationale de l'ACCJE et Sommet mondial 2018, du 29 avril au

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Participer pour moins cher Inscrivez-vous avant le 6 avril, date limite des inscriptions hâtives, et épargnez 100 $ ■■ En groupe de trois ou plus : rabais de 100 $ chacun sur l’inscription complète ■■ En transition de carrière : rabais de 400 $ sur l’inscription complète ■■ Nouveaux (moins de cinq ans au barreau) : rabais de 400 $ sur l’inscription complète En savoir plus et s’inscrire : www.ccca-accje.org/Conference-2018/Home.

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Vivene Salmon sera la deuxième juriste d’entreprise présidente de l’ABC Vivene Salmon, vice-présidente, Conformité, chez Bank of America Merrill Lynch, vient d’être désignée vice-présidente de l’ABC pour l’année 2018-2019 (donc, elle sera présidente de l’ABC en 2019-2020). Un seul autre juriste d’entreprise a siégé à cette fonction (Fred Headon en 20132014), alors c’est une excellente nouvelle pour la communauté des juristes d’entreprise!

Vivene a décidé de briguer ce poste parce qu’elle souhaite que les juristes renouvellent leur relation avec l’ABC. « Je pense que, du point de vue personnel et professionnel, ma participation active à la vie de l’ABC et de l’ABO m’a beaucoup apporté. Je voudrais que les autres juristes considèrent l’ABC comme un foyer, un lieu sûr dans lequel ils peuvent approfondir leurs compétences en leadership, devenir de meilleurs juristes, être des membres actifs de la profession juridique et la promouvoir », explique-t-elle.

L’expérience qu’apporte Vivene est unique : elle a touché aux secteurs public et privé après avoir débuté sa carrière dans le domaine des communications. Ce vécu lui a donné une meilleure compréhension « du fonctionnement de différentes organisations et de la façon dont elles s’imbriquent dans la collectivité en général. Cela favorise une capacité à voir comment la somme de chacune des parties forme un tout. » Pour Vivene, les enjeux les plus importants des prochaines années pour la profession juridique seront la diversité, l’accès à la justice, les affaires autochtones et indigènes, la réglementation des entités et la santé mentale. Elle pense également que la technologie et les services juridiques offerts par des non-juristes continueront à faire pression sur le marché.

Sur la question de la diversité en particulier, Vivene pense « qu’il importe vraiment de mieux sensibiliser le public à la diversité et à l’égalité au sein de la profession juridique. La sensibilisation accrue du public au fil des dernières années prouve que des progrès continuent à se faire. Il est essentiel qu’au sein d’une société démocratique, tout un chacun puisse être entendu, reconnu et respecté. Ce sont les valeurs que nous défendons en tant que nation et profession. Nous ne pouvons pas nous permettre qu’il y soit porté atteinte. Toute personne devrait avoir la même chance de concrétiser ses rêves et de donner le meilleur d’elle-même. » Enfin, Vivene est heureuse de pouvoir contribuer au façonnement et à la revitalisation de l’ABC pour les futures générations. Le Magazine de l’ACCJE lui souhaite beaucoup de succès! ❚

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BEYOND BORDERS AU-DELÀ DES FRONTIÈRES

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Business and Law in the Global Village Droit et commerce dans le village planétaire

2018 CCCA NATIONAL CONFERENCE AND ICW WORLD SUMMIT APRIL 29 - MAY 1, 2018 TORONTO

CONFÉRENCE NATIONALE DE L’ACCJE ET SOMMET MONDIAL DES JURISTES D’ENTREPRISE 2018 29 AVRIL AU 1 MAI 2018 TORONTO

Visit www.ccca-accje.org/2018conference for details.

Consultez www.ccca-accje.org/conference2018 pour en savoir plus.

{ Legal Innovation }

Embracing Flexibility in Your Career

By Kate Ryder, Vanessa Vidas and Arie van Wijngaarden

How to get the most out of your career is a common question among lawyers. Today’s legal careers are far different from the model of a generation ago. Most do not spend their entire careers working as an associate for a big firm to make partner.

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n fact, the percentage of Ontario lawyers who are partners at firms fell from 20% in 2011 to 17% in 2016.* Options such as in-house, project management, legal innovation and contract work allow lawyers to have great careers while maintaining flexibility.

“When I started practicing, there was a very hierarchical ‘up or out’ model in law firms but today things are very different,” says Judith McKay, Chief Client and Innovation Officer at McCarthy Tétrault LLP. “We need to respond by creating opportunities such as our MT>OnDemand solution, which gives lawyers more flexibility in their careers and clients more options.”

McCarthy Tétrault’s MT>OnDemand is a community of lawyers with strong technical and industry expertise who can complement an existing team; it allows clients to control costs, manage workloads and deliver work more efficiently. Models such as this create more options for both practitioners and clients.

Indeed, businesses need to be nimble to attract and retain 21st century talent.

An in-house department may need to fill a parental leave or could benefit from someone who knows the company but prefers to work on ad hoc projects. The challenge is finding the talent to fill these gaps. Flexibility becomes a key differentiator for businesses assessing candidates and candidates choosing between different organizations.

Flexibility Within the Law Firm Not every lawyer who works for a law firm is an associate or partner. There are a wealth of alternative opportunities, many created because of shifts in technology. For example, dedicated knowledge management lawyers manage systems to identify expertise and craft strategies around information governance. Other lawyers work in pricing and analytics, creating budgets and tracking profitability on matters. There are also options in marketing, human resources and vendor management for lawyers who want to use their relationship and critical thinking skills to achieve outcomes beyond the billable hour.

All of this is slowly affecting the law firm model and the services it can offer.

A multidisciplinary team increases agility, creativity and focus on the big picture, including easing the legal pain points of in-house teams.

Project-by-Project Opportunities Lawyers can also maintain flexibility in their careers by working on special projects. Susan Wortzman, Canada’s leading e-Discovery lawyer and Partner at McCarthy Tétrault, says this offers lawyers unique opportunities they otherwise would not be able to access. “Lawyers benefit from having the flexibility to work from home, spend time with their kids and set their own hours,” says Wortzman.

* Law Society of Upper Canada, 2016 Annual Report Data: http://annualreport.lsuc.on.ca/2016/en/annual-report-data.html

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Her consistent flow of e-Discovery projects means she can offer both shorter- and longer-term opportunities, giving project lawyers more options. At the same time, her team’s focus on leading edge technology, proprietary processes and a multi-disciplinary team means she can offer clients creative, cost-effective advice and services.

The project model Wortzman uses also has benefits for companies who need to be able to scale their legal departments quickly for major transactions or cases. Hiring permanent staff is expensive and often difficult to justify to the finance department.

However, contract-based project lawyers can be a great way to fill this gap.

Lifelong Flexibility Many practicing lawyers have no idea what they will do when they retire. This is alarming because 44% of Ontario-licensed practitioners are over 50.* However, hitting 65 does not have to be “game over.” Clients are increasingly recognizing the unique expertise retiring or retired lawyers have, and forward-thinking firms are offering flexible consulting opportunities to these lawyers.

Lawyers should take ownership of their career flexibility at every stage of their development. Understanding today’s array of opportunities is a useful first step to make this happen. The mix of in-house, project and consulting roles now available means lawyers have more options than ever before.

Be sure to choose the right one for you. ❚ Kate Ryder is Senior Director, International and Special Projects; Vanessa Vidas is Senior Director, Strategic Initiatives; and Arie van Wijngaarden is a student-at-law at McCarthy Tétrault LLP.

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{ Inside Edge }

A Balancing Act with Nature

By Colleen Gara

Sometimes I find it hard to believe I have been practicing law for almost 10 years. I’ve had a challenging but fulfilling career, having worked both in-house and in private practice. As we all know, working as a lawyer, while highly rewarding, can also be stressful, as we often face great pressure at work.

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o manage my stress levels in a healthy way, I’ve always turned to my hobbies, such as snowshoeing, horseback riding, kayaking and yoga. I enjoy all of them immensely (minus the horseback riding—a broken humerus made me reconsider that one!). However, in 2014, one of my hobbies in particular took on a life of its own: photography.

On a whim I had decided to attend a wildlife photography seminar I had seen advertised online. That seminar changed my life. As a child, I always loved animals and even thought I would become a vet.

Although my career path changed, my passion for animals never did. After attending the seminar, I invested in a better camera and some quality lenses, and began heading to the mountains almost every weekend. If I couldn’t make it as far as the Rockies (I live in Calgary), I would stay in the city and venture to a local park or wetland area and photograph any animal I could find.

Over the next year and a half, I lived and breathed wildlife photography. I studied the work of photographers I admired, I watched endless YouTube videos on how to become a better photographer, and most importantly I practiced, practiced, prac-

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ticed. My images started to improve, and in 2016, I won an honourable mention at the Audubon Photography Awards for my shot of a pair of ravens in Banff National Park.

After that win, my wildlife photography career really started to take off. I began selling images to individuals and corporations, and I joined a Canadian photography team called OFFBEAT as an educator and instructor. I currently write monthly wildlife photography articles for OFFBEAT, and I’ll be traveling to Namibia, Africa, as a workshop instructor later this year.

Managing my careers as both in-house counsel and semi-professional wildlife photographer is at times difficult but definitely worth it. Balancing a legal career with a passion for photography has helped me keep things in perspective.

I’ve also realized that a lot of the lessons I’ve learned in wildlife photography can equally apply to my career in law.

Both roles require a great deal of patience. Whether it’s hiding in a blind all morning waiting for an animal to appear or turning my mind to a complex legal problem, patience is key. Rushing the photo leads to a mediocre image just as rushing an answer leads to an incorrect conclusion or unhappy clients.

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Both careers also require the right environment to be successful. In wildlife photography, to get a great image you need an interesting subject, good light and the right gear. To succeed in law, you need supportive coworkers, engaging work and the proper legal resources.

And in both scenarios, you have to work at creating that successful environment in which you can thrive.

Preparation is also key. Learning about the animals I photograph is crucial, as well as knowing how to correctly operate my equipment. In law, it’s essential to stay current on your subject matter, prime yourself effectively for client meetings and ensure you meet timelines. In both worlds, the more you put in, the more you will get out.

When I’m out in the woods on a shoot, with no one else around, I feel completely at peace and relaxed. Nature has a way of setting my mind at ease, reminding me not to sweat the small stuff. I try to keep that feeling with me each morning as I head into the office. ❚ Colleen Gara is a corporate lawyer specializing in corporate governance at Alberta Health Services. She was awarded an honourable mention in the 2016 Audubon Photography Awards and her wildlife images have appeared in several publications worldwide, including Canadian Geographic, Audubon, WildPlanet Photo and Nature’s Best. Find her at www.colleengaraphotography.com and on Instagram at @colleengaraphoto.

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