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CCCA_V2No4_LearningRopes-FIN.qxd:CCCA_V1No1_DriversSeat-FIN.qxd 11/24/08 3:19 PM Page 20 Cover in the cafeteria, to talk about what’s coming up for them in the next quarter,” she says. “It helps us gain visibility and plan our resources, as well as building relationships.” B. Understand their concerns. Smith also conducts an annual“informal survey,where I ask the business heads what they need from our lawyers, and if there’s anything we could change to make our services better.” “Have your meetings in the client’s offices, as opposed to your offices,” advises Sandhu. “Not only do you get a better under- standing of your company’s business, but you develop an under- standing of the responsibilities and pressures that the other parts of the team have on their plate, and the chain of events for how things come to legal.” That kind of understanding builds respect for the other profes- sionals you work with — and will likely make you more empa- thetic when they don’t give you as much time or notice as you’d like to review a file! C. Be accessible… “As much as possible, return or respond to clients’ phone calls and e-mails right away,” says Sandhu.“I find that doing that eases people’s stress. Even if you call them to say,‘I’m busy right now; I can begin working on your file in a week,’the fact that you get in touch with them right away is very effective.” If your company has an open-door policy, notes Smith, you’ll have to get used to clients dropping by your office without appointments. Managing such visits gracefully — even when you’re up to your eyeballs in work — is part of the job descrip- tion.“If you’re busy and can’t see them,offer to call them as soon as you can.” D. …but not too accessible. “If your law department is open to having anyone in the com- pany approach you, you have to have some discreet way — or direct way,if you can find it — to find out if the person who con- tacted you should be contacting you,” says Sandhu. Different departments, she points out, may have different pro- tocols for how to escalate issues. Some may prefer to have a sen- ior manager resolve things — or try to — before contacting legal. “Sometimes, the issues may not be legal but business, and the director of that business unit might have seen those topics before,” she says.“So it’s a balancing act.” Talk to your co-counsel to see if they have any insights. Build relationships with senior managers and ask how they’d like you to proceed if and when their staff contact you. If in doubt, you can tactfully ask employees whether they’ve spoken with their man- ager or director first. E. Manage their expectations. In-house legal teams run on lean budgets and limited staff — and Catherine Smith Vice-president, Legal Services and every client wants their work done immediately.To avoid getting Government Relations pulled in all directions all the time, be very clear on the time avail- ROBERT KARPA Best Buy Canada Inc., Vancouver able for you to get the work back.“I find it helpful to sit down with 20 CCCA Canadian Corporate Counsel Association WINTER 2008