The improvement plan provides a format for evaluating the disciplinary action taken against an employee. The purpose of this form is to clarify the company's performance expectations, formally address certain key areas where performance does not satisfactorily meet expectations, an to implement a plan intended to improve performance levels to a satisfactory level.
The attorney hiring practice of limiting applicant pools based on law school ranking is an outdated method. This article supports a merit-based system for advancement in the legal profession, arguing against using standardized test scores and top-tier ranking as indicators of an attorney’s potential.
Oftentimes, the business perceives its corporate legal department as being reactive, slow to change and non-collaborative. In this session, we will share strategies for becoming a “best in class” law department via proven techniques such as collaborative teaming dynamics, behavioral one-to-one coaching, and pivotal culture change and diversity activities. We will explore case studies on how some of the most established law departments have used these techniques to re-invent themselves and drive positive change not only in their departments but also throughout the business. Finally, we will include an interesting and fun interactive activity where you can gauge where your department falls on the leadership and change-management continuum.
The results achieved by the in-house legal department cannot be considered optimized unless they are well communicated and accompanied by a structured procedure to measure such results. The material from this round table session should allow for discussion on the methods available and the practical experience of the attendees in this domain.
The results achieved by the in-house legal department cannot be considered optimized unless they are well communicated and accompanied by a structured procedure to measure such results. The material from this round table should allow for discussion on the methods available and the practical experience of the attendees in this domain.
Professional success in the law is no longer a result of strong technical skills alone. Today, whether you work in-house or in a law firm, career growth and longevity are inextricably linked to one’s emotional intelligence – that is, the ability to develop relationships with colleagues, internal and external clients, strategic partners and others, and how those relationships can deliver meaningful value.
The author discusses how the role of in-house counsel is essentially a service-based profession, and how the right attitude can make all the difference.
This InfoPAK examines the concept of organizational effectiveness and how corporate counsel can use its principles to effectively develop an international, “world-class” legal department. The InfoPAK focuses primarily on “soft” organizational development issues, including those relating to development of a shared vision and organizational culture for the legal department, and development of the people who make up the department. The InfoPAK begins with a discussion of the important foundational step of aligning the legal department’s priorities with the organization’s business strategy and developing a corresponding shared vision for the department. Discussions of successful management of client relationships and internal departmental issues including leadership issues and team management follow. Because change is the one constant in today’s legal department, the InfoPAK also discusses change management and creating a “one team” culture. Finally, it discusses metrics and measurement tools for managing organizational development.