Best Practices for Managing & Leading In-House Legal

3 days 26-28 Mar 2017, Dubai UAE £3,150.00 Download brochure Add to basket
3 days 10-12 Jul 2017, London UK £3,150.00 + VAT* Download brochure Add to basket
3 days 13-15 Nov 2017, New York United States $4,250.00 Download brochure Add to basket
3 days 11-13 Dec 2017, London UK £3,150.00 + VAT* Download brochure Add to basket

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Overview

During this training course you will have the opportunity to critically analyse different legal department structures, models and objectives to enable you to determine what is best for your organisation. You will explore the evolving complex responsibilities of an in-house legal department and the importance of good people management and learn how to develop and implement a balanced and flexible remit which will enable you to respond rapidly to ever changing business demands while adding demonstrable value to the business.

How this course will help you:

In this intensive, practical and highly interactive two day training course, you will:

  • Learn how to better manage the way you and your team work to succeed in an increasingly complex and demanding in-house environment
  • Consider how the legal department partners with other functions within an organisation, including Compliance, Finance and Marketing
  • Understand how to develop and operate within an effective risk management framework
  • Assess independence and commerciality issues, including privilege, effective written communication, influencing decision-makers and communicating persuasively for business
  • Learn how to recruit for success, retain and inspire staff
  • Learn how to add value – and demonstrate it!
  • Network and share your experiences with other in-house counsel

Supporting Partner:

 

 

 

 

 

 

 

 

The International In-house Counsel Journal is concerned with the exchange of ideas of In-house Counsel representing commercial organisations from all sectors and jurisdictions around the world. The journal contains papers based on case study experience of In-house Counsel in the main disciplines of commercial law from different jurisdictions.

The content of the journal is overseen by an editorial board that meets 4 times a year to discuss content and determine which papers are accepted for publication. The board is drawn from a range of industry sectors and jurisdiction with considerable international knowledge.

The International In-house Counsel Journal is a peer reviewed journal published electronically 12 times a year and in print form 4 times a year, delivering papers written by In-house Counsel covering the major areas of law:

Competition  •  Antitrust  •  Intellectual Property
Employment  •  Corporate Governance  •  Taxation
Commercial Litigation  •  Contracts  •  Data Protection
Franchising  •  Product Liability  •  Insurance
Health & Safety  •  In-house legal department management

International In-house Counsel Journal
Salisbury House
Station Road
Cambridge
CB1 2LA
United Kingdom
Telephone: 00 44 (0) 203 09 29959
www.iicj.net


 

 

Who should attend

 

  • In-house Lawyers in a leadership role for the first time
  • Senior In-House Lawyers
  • Legal Affairs Managers / Professionals responsible for managing legal services
  • Private Practice Lawyers looking for a first move in-house

Instructors

We work with a series of expert instructors, please select the course location of interest to review the credentials of who will be delivering the programme.

New York
Kelli Read

Kelli Read is a dual qualified lawyer (Australia and the UK), with an extensive background in finance, M&A, corporate, commercial and contractual matters, gained over 20 years’ global experience in a variety of environments.
 
Kelli has worked in both the public and private sector, in private practice and in-house, including:

  • Law firms (Mallesons & Herbert Smith)
  • Investment banking (Nomura International)
  • Financial services (RBS Group & BNY Mellon)
  • Private equity (Terra Firma Capital Partners & GI Partners)
  • A non-departmental public body (QCDA)
  • Professional services (PwC and AlixPartners), and
  • As an executive director in portfolio business operations in the healthcare and education sectors (Cambian Group)

 
Kelli currently works as a consultant adviser to in-house legal departments, as well as managing them.  Kelli is based in the UK, but works widely throughout EMEA.

Dubai
Kelli Read

Kelli Read is a dual qualified lawyer (Australia and the UK), with an extensive background in finance, M&A, corporate, commercial and contractual matters, gained over 20 years’ global experience in a variety of environments.
 
Kelli has worked in both the public and private sector, in private practice and in-house, including:

  • Law firms (Mallesons & Herbert Smith)
  • Investment banking (Nomura International)
  • Financial services (RBS Group & BNY Mellon)
  • Private equity (Terra Firma Capital Partners & GI Partners)
  • A non-departmental public body (QCDA)
  • Professional services (PwC and AlixPartners), and
  • As an executive director in portfolio business operations in the healthcare and education sectors (Cambian Group)

 
Kelli currently works as a consultant adviser to in-house legal departments, as well as managing them.  Kelli is based in the UK, but works widely throughout EMEA.

London
Kelli Read

Kelli Read is a dual qualified lawyer (Australia and the UK), with an extensive background in finance, M&A, corporate, commercial and contractual matters, gained over 20 years’ global experience in a variety of environments.
 
Kelli has worked in both the public and private sector, in private practice and in-house, including:

  • Law firms (Mallesons & Herbert Smith)
  • Investment banking (Nomura International)
  • Financial services (RBS Group & BNY Mellon)
  • Private equity (Terra Firma Capital Partners & GI Partners)
  • A non-departmental public body (QCDA)
  • Professional services (PwC and AlixPartners), and
  • As an executive director in portfolio business operations in the healthcare and education sectors (Cambian Group)

 
Kelli currently works as a consultant adviser to in-house legal departments, as well as managing them.  Kelli is based in the UK, but works widely throughout EMEA.

Venue

Dubai

Dubai Hotel

This programme takes place on a non-residential basis at a central Dubai hotel. Non-residential course fees include training facilities, documentation, lunches and refreshments for the duration of the programme. Delegates are responsible for arranging their own accommodation, however, a list of convenient hotels (many at specially negotiated rates) is available upon registration.

Dubai has an incredible number of hotels. Courses held here are mainly held at the J.W. Marriot hotel, Sheraton Dubai Creek and Le Meridien all in central Dubai.
 
J.W. Marriott Hotel – Abu Baker Al Siddique Road, PO Box 16590, Dubai, U.A.E
Phone +971 4 607 7811; Fax +971 4 607 7011
www.marriott.com
 
At the JW Marriott Dubai you will enjoy luxury on your terms; impeccable service and elegant surroundings allow you to relax and focus on your own agenda. With 344 luxuriously appointed rooms and suites the J.W. Marriott provides an oasis of calm in a busy city while the award-winning restaurants have the recipe for satisfying a taste for international flavour.        
 
Sheraton Dubai Creek – Baniyas Street, PO Box 4250, Dubai, U.A.E
Phone +971 4 228 1111; Fax +971 4 221 3468
www.starwoodhotels.com
 
After undergoing a complete renovation, the Sheraton Dubai Creek Hotel& Towers reopened October 10th, 2002 with a fully refurbished interior and exterior. The 255 room hotel now offers more creek-view rooms, redesigned atrium lobby, outstanding food and beverage facilities, upgraded rooms with state-of-the-art data connectivity, and Dubai's newest conference facilities. 

Le Meridien – PO Box 10001, Airport Road, Dubai, U.A.E
Phone +971 4 282 4040; Fax +971 4 282 5540
www.lemeridien-dubai.com
 
Le Meridien Dubai is a five star deluxe hotel built on two floors and surrounded by 38 acres of landscaped gardens. The hotel is elegantly furnished with a french accent that incorporates the individual character and flair of the local culture. The hotel is minutes away from the commercial districts and shopping centres and a short distance from Dubai International Airport. Facilities include a choice of 15 restaurants and bars, 24-hour room and laundry service, two fully equipped business centres and a state-of-the-art Spa and fitness club.

 
 

London

Central London Hotel Venue

All courses are held at four or five star venues in Central London, Zone 1. We strive to provide you with a training environment of the highest quality, to ensure that the whole learning experience exceeds your expectations.

Your training venue will be confirmed by one of our course administrators approximately 3-4 weeks before the course start date.

New York

New York Hotel

This program takes place on a non-residential basis at a New York hotel. Non-residential course fees include training facilities, documentation, lunches and refreshments for the duration of the programme. Delegates are responsible for arranging their own accommodation, however, a list of convenient hotels (many at specially negotiated rates) is available upon registration.

As with all programmes on-site administrators are with you throughout the programme to ensure smooth administration and group interaction.

Related Courses

Inhouse


 

Do you have five or more people interested in attending this course? Do you want to tailor it to meet your company's exact requirements? If you'd like to do either of these, we can bring this course to your company's office. You could even save up to 50% on the cost of sending delegates to a public course.

To find out more about running this course in-house:





Our Tailored Learning Offering

If you want to run this course at a location convenient to you or if you want a completely customised learning solution, we can help.

We produce learning solutions that are completely unique to your business. We'll guide you through the whole process, from the initial consultancy to evaluating the success of the full learning experience. Our learning specialists ensure you get the maximum return on your training investment.



We can offer any of our public courses delivered at your office or we can devise completely tailored solutions:


Read more about our offering or complete a call back request to speak to a learning specialist.

 

Agenda

Agendas are localised, please select your preferred location.

Day 1


People

Anatomy of an In-house Legal Department

  • The commercial context: why have in-house capability?
  • Corporate culture
  • Business strategy
  • Aligning legal services to business needs
  • Alternate structures
  • Objectives
  • Mission
  • Identifying and prioritizing stakeholders
  • Protocols
  • Resources
  • Information
  • Governance

Legal Team Building

  • Competency and skills mix
  • Seniority mix
  • Reporting lines
  • Geographic focus
  • Remote working
  • Reaching full potential

Anatomy of an In-house Lawyer

  • What makes a good in-house lawyer?
  • Is there a gap with private practice lawyers?
  • What are the expectations of the business?

Team Emotional Intelligence

  • What is TEI?
  • How is TEI measured?
  • Interventions
  • Perspectives and people
  • Impact on performance

How to Recruit for Success, Retain and Inspire

  • Leadership
  • Mentoring
  • Goal Setting
  • Personal development
  • Empowering others


Evaluation exercise:
How does your Team shape up?

Day 2


Politics

Cross-functional Integration: Managing Key Relationships

  • Executive
  • Compliance
  • Company secretariat
  • Finance
  • HR
  • Comms/marketing
  • Procurement
  • Ethics and culture

Independence and Commerciality

  • Technical Adviser v Business Facilitator: maintaining credibility
  • Raising commercial awareness
  • Business jargon
  • Privilege

Value Proposition / Centre of Excellence

  • Understanding your clients and the business needs
  • Networking / relationship building
  • “Selling” the service – messaging strategy
  • Gaining management support
  • Ensuring a quality offering
  • Feedback on performance

Metrics; KPIs and Efficiency

  • Current practices
  • Management Information
  • Corporate memory, record keeping and internal knowledge management
  • Competencies frameworks and benchmarking
  • Performance goals for external legal providers

Cost Reductions

  • Non-legal roles
  • Managed services
  • Other initiatives

Relationships with External Law Firms and Other Service Providers

  • Value proposition:
  • Tenders, panels and Master Service Agreements
  • Fee arrangements
  • Volume discounts and other benefits
  • Outsourcing

Day 3


Persuasion

Raising the Legal Bar within the Business

  • Training and education for non-lawyers
  • Negotiating and contracting guidelines
  • Recognizing legal risks and responsibilities
  • Techniques

Corporate Governance

  • Relationship with the Board and the Executive
  • Policies & procedures
  • Delegated authority
  • Signing protocols
  • How the in-house team is instructed/used?

Risk Management

  • Risk framework - roles and remit
  • Organizational risk appetite
  • Consistency – enhancing and standardizing approach
  • Likelihood and impact assessment
  • Legal risks
  • Organizational risks
  • Risk reporting
  • Mitigation and escalation
  • Internal audit

Effective Communication Skills

  • Influencing business and persuasive communication
  • How to write for business

The Power of Persuasion

  • EI – recap
  • Best negotiation practices
  • Ciandini’s Six Weapons of Influence

Clinic: To discuss issues raised by participants

Feedback and Close

Day 1
 
People


 
Anatomy of an in-house legal department

  • The commercial context: why have inhouse capability?
  • Corporate culture
  • Business strategy
  • Aligning legal services to business needs
  • Alternate structures
  • Objectives
  • Mission
  • Identifying and prioritizing stakeholders
  • Protocols
  • Resources
  • Information
  • Governance

 
Legal team building

  • Competency and skills mix
  • Seniority mix
  • Reporting lines
  • Geographic focus
  • Remote working
  • Reaching full potential

 
Anatomy of an in-house lawyer

  • What makes a good inhouse lawyer?
  • Is there a gap with private practice lawyers?
  • What are the expectations of the business?

 
Team Emotional Intelligence

  • What is TEI?
  • How is TEI measured?
  • Interventions
  • Perspectives and people
  • Impact on performance

 
How to recruit for success, retain and inspire

  • Leadership
  • Mentoring
  • Goal Setting
  • Personal development
  • Empowering others

Evaluation exercise: How does your team shape up?
 
 
 

Day 2
 
Politics


 
Cross-functional integration: managing key relationships

  • Executive
  • Compliance
  • Company secretariat
  • Finance
  • HR
  • Comms/marketing 
  • Procurement
  • Ethics and culture

  
Independence and commerciality

  • Technical adviser vs. business facilitator: maintaining credibility
  • Raising commercial awareness
  • Business jargon
  • Privilege

 
Value proposition / centre of excellence

  • Understanding your clients and the business needs
  • Networking / relationship building
  • “Selling” the service – messaging strategy
  • Gaining management support
  • Ensuring a quality offering
  • Feedback on performance

 
Metrics; KPIs and efficiency

  • Current practices 
  • Management Information
  • Corporate memory, record keeping and internal knowledge management 
  • Competencies frameworks and benchmarking 
  • Performance goals for external legal providers

 
Cost reductions

  • Non-legal roles 
  • Managed services 
  • Other initiatives

 
Relationships with external law firms and other service providers

  • Value proposition:
  • Tenders, panels and Master Service Agreements
  • Fee arrangements
  • Volume discounts and other benefits
  • Outsourcing
     
     

Day 3
 
Persuasion

 
 
Raising the legal bar within the business

  • Training and education for nonlawyers
  • Negotiating and contracting guidelines
  • Recognizing legal risks and responsibilities
  • Techniques

 
Corporate Governance

  • Relationship with the Board and the Executive
  • Policies & procedures
  • Delegated authority
  • Signing protocols
  • How the inhouse team is instructed/used?

 
Risk Management

  • Risk framework rolesand remit
  • Organizational risk appetite
  • Consistency – enhancing and standardizing approach
  • Likelihood and impact assessment
  • Legal risks
  • Organizational risks
  • Risk reporting
  • Mitigation and escalation
  • Internal audit

 
Effective communication skills

  • Influencing business and persuasive communication 
  • How to write for business

 
The power of persuasion

  • EI – recap
  • Best negotiation practices
  • Ciandini’s Six Weapons of Influence

 
Clinic:
To discuss issues raised by participants

 
Course summary and close

Why us


We have a combined experience of over 60 years providing learning solutions to the world’s major organisations and are privileged to have contributed to their success. We view our clients as partners and focus on understanding the needs of each organisation we work with to tailor learning solutions to specific requirements.

We are proud of our record of customer satisfaction. Here is why you should choose us to help you achieve your goals and accelerate your career:

  • Quality – our clients consistently rate our performance ‘excellent’ or ‘outstanding’. Our average overall score awarded to us by our clients is nine out of ten.
  • Track record – we have delivered training solutions for 95% of worlds’ top 100 banks and have trained over 250,000 professionals.
  • Knowledge – our 150 strong team of industry specialist trainers are world leading financial leaders and commentators, ensuring our knowledge base is second to none.
  • Reliability – if we promise it, we deliver it. We have delivered over 20,000 events both in person and online, using simultaneous translation to delegates from over 180 countries.
  • Recognition – we are accredited by the British Accreditation Council and the CPD Certification Service. In an independent review by Feefo we scored 96% on service and 95% on product