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Annual Meeting 2006: In addition to results, in-house litigators are regularly asked to show how they add value to the bottom line. Thus, in-house litigators need to put together a carefully developed plan, similar to a winning case strategy, which resonates with upper management. More than basic metrics, this seminar looks at what large and small litigation departments can do to win the adding value battle.

Title VII of the Civil Rights Act of 1964 (Title VII), the Americans with Disabilities Act (ADA), the Age Discrimination in Employment Act (ADEA), and a variety of state anti-discrimination laws prohibit bias based on sex, color, race, religion, age, ancestry, national origin, disability and sexual orientation, among others. Image discrimination can be linked to any of these characteristics, and whether a characteristic is ‘mutable’ and ‘immutable’ becomes important in determining whether an individual has suffered from such bias.

Learn how leading departments deal with the complexity of managing intellectual property in today's global marketplace. What management approaches work? What technology tools and business processes lead to success or to failure? How can communications be best focused to draw from the strengths of the in-house and outside lawyers, subject matter experts, and business team? Our panel of corporate IP specialists will share with you successful models for managing a global patent portfolio, including successful techniques and pitfalls to avoid.

Annual Meeting 2006: Managing risk is an important part of every in-house lawyer’s portfolio. How do you balance the negotiations of limitations of liability and indemnification provisions without risking the deal? What can your company live with, and what can you recommend and still sleep at night? What leverage can you exert against a party that is a Goliath when you are David? Learn about legal strategies, and take home best practice methods to apply in your own company.

Annual Meeting 2006: As in-house counsel for your company, one of your many roles may be to provide support and guidance to the board. But you need to stay on top of the trends in order to provide the best legal advice possible. Here is your chance to get up to speed as this course will teach you about current best practices in board process, director communication, and on-boarding new directors. You’ll also take home practical tips on the hottest legal issues affecting directors today, including duties and liability, D&O insurance, and corporate governance.

CCU 2007: This interactive workshop provides busy in-house paralegals with the skills to balance professional and personal demands, gain clarity to set goals and priorities, make choices to use time efficiently, and most importantly, draft a personal time management action plan.

2007 ACCE Annual Conference: Finance, legal – both have their roles, but when it comes to interfacing is each department getting what they need. How do you bridge the gap between the finance world where everything is tangible and the legal environment where things sometimes aren’t. Is there a growing need for more legal support from within the finance function? What does the CFO expect from the legal department? Is there a conflict of interest between the 2 roles? Where do you draw the line between an accounting or legal issue?

Canadian CCU 2007: Whether you are brand new to in-house practice, or have spent a few years working for a company, your career depends upon some basic skills. Learn how to provide the legal support your client needs, including how to set priorities, communicate legal concepts with management, and understand the legal issues relevant to all businesses.

The counselor to a smaller business is often asked to take on duties for which law school has not prepared her; functions such as human resources, risk management, real estate, media response, or government relations. How does she successfully fulfill these roles without compromising her primary responsibility as legal counsel?

The greatest challenge for corporate counsel is to reconcile the dual, and sometimes contradictory role, of being both a productive business partner and guardian of the corporation's integrity and reputation. Successfully resolving this tension is essential if a company is to attain the two fundamental goals of contemporary capitalism: high performance and high integrity. We are most fortunate to have Ben W. Heineman Jr., share his thoughts and observations about this dilemma with us.

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