SURVIVING IN-HOUSE LEGAL MANAGEMENT

As the legal and business landscape becomes increasingly multifaceted (e.g., regulatory changes, pandemic consequences, artificial intelligence, to name a few), in-house legal departments have taken on greater complexity in their roles. In my experience, managing a legal department requires being nimble and open to change, having thick skin at times, and prioritizing the promotion and recognition of those around you. To accomplish this, there are certain must-haves every legal department should focus on first, and below is a list of just a few I have learned along the way. I hope my mistakes will guide your success!

Establishing Efficient Processes and Procedures. A critical role of any in-house legal department is knowing which active contracts are in place, which legal restrictions must be followed, and which landmines to avoid. This is possible only if the in-house legal department has established processes and procedures. If you are like me, our legal department has limited resources and technology challenges; after all, when you are a cost center, it requires a lot of maneuvering to take priority in the technology budget. Knowledge transfer has also been difficult as our legal department has grown in size and responsibilities. Most legal team members work hard to get their day job done and spend little time organizing files or following naming conventions. Often, I hear the frustration of new legal team members asking why a certain counterparty has three different files, is missing altogether, or is found under a different counterparty’s name. For the past two years, my team has worked hard to establish new and efficient processes and procedures. We are currently implementing a new contract management system with artificial intelligence capabilities, establishing contract playbooks, mandating naming conventions, and developing intake processes. We also participate in weekly meetings where each lawyer discusses the projects and contracts they completed that week. As a team, we constantly search for ways to improve, challenge one another, and look for better solutions. We continue this quest even as the business screams that we are creating “too much bureaucracy!” In the end, these processes save everyone time and headaches.

Effective Communication and Collaboration. Open and effective communication is crucial for the success of in-house legal departments. Lawyers often play a pivotal role in facilitating communication within the legal team and among other departments (olive branch, anyone?). Regular team meetings, updates, and training sessions promote a collaborative environment, ensure everyone is aligned with the organization’s goals, and enhance institutional understanding by disseminating legal and business knowledge. Nothing is more frustrating than when (1) you believe an issue has been resolved, only to discover a year later that the fix was never implemented, or (2) multiple team members in the company are completing the same work and needlessly duplicating efforts. Collaborative communication allows for matters to be quickly solved while avoiding wasted time, and let’s not kid ourselves: it’s a great CYA.

Prioritizing Mental Health and Well-being. Prioritizing legal team members’ mental health and well-being is by far the most important item in-house legal departments can focus on. The stress and demands of legal work and home life can take a toll on individuals, leading to burnout, decreased productivity, and potentially harmful activity. To help mitigate these risks, my entire legal department works together to foster a supportive culture that encourages work-life balance, coverage of each other’s work so true vacations can be taken, opportunities for professional development, a listening ear when needed, and sometimes the right to punch the inflatable clown punching bag secretly hidden in the legal department’s closet. As a team, we work hard to have regular check-ins with each other, openly talk about mental health and available resources, and spend time together having fun (e.g., one Christmas, we each wrote down our worst three moments of the year – professional or personal – and had a bonfire).

Surviving in-house legal management is no small feat. It requires the finesse of a tightrope walker, a ninja’s agility, and a stand-up comedian’s wit. Remember to (1) arm yourself with an arsenal of efficient processes and procedures (as they are the secret weapons in your utility belt), (2) master the art of communication because, let’s face it, lawyers aren’t known for their brevity, (3) keep your own and your team’s mental health in check because sanity is a precious commodity in the legal world, and (4) surround yourself with people you enjoy being around who are also competent (yes, it is possible to have both). Finally, embrace the chaos, because in-house legal management is like riding a rollercoaster – you’ll scream, you’ll laugh, and sometimes you’ll question your life choices. But hey, surviving in-house legal management is like braving the wildest adventure, so buckle up and enjoy the ride!

About this column: “The cobbler’s children have no shoes.” This old expression refers to the fact that a busy cobbler will be so busy making shoes for his customers that he has no time to make some for his own children. This syndrome can also apply to lawyers who are so busy providing good service to their clients that they neglect management issues in their own offices. The goal of this column is to provide timely information on management issues. If you have an idea for a future column, please contact Caitlyn Elam at 546-4646.