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CCCA_V5No1_InHouse-FIN.qxd:CCCA_V1No1_DriversSeat-FIN.qxd 2/9/11 10:55 AM Page 37 In a recent interview, Sigurdson talked to CCCA magazine you might have been used to. Feature about what new in-house counsel should know about moving “Transactions, for example, can have a very long gestation from private practice to the corporate executive suite. Here are period within a company, and can involve multiple players and some of his observations about the challenges, the joys, and how multiple layers within the organization. It’s often the case that to ease the transition: the company engages outside counsel for that transaction only after it is at a highly developed stage whereas, as in-house coun- Learn to manage people sel, you might have been involved virtually from inception and “The practice of law in a law firm is one of the very few careers you will see the transaction evolve through various stages of where you can rise virtually to the top of the profession with- development that you won’t have the opportunity to see gener- out ever having to manage other people. In-house practice is, of ally as outside counsel. . . course, very different. In an in-house environment you… would “Because of that early involvement you have the opportunity as generally be expected,at some point,to take on responsibility for in-house counsel to often play a more strategic role in the matter’s training, for developing, for assessing and for promoting other development, and to make a real difference.” personnel. In fact, much of your success will be driven by how successful you are as a people manager… Hone your decision-making skills “A law firm environment doesn’t always provide a platform or “In most cases as in-house counsel, you are very much expect- an opportunity to learn and develop skills as a people manager.So, ed to be able to take a position on an issue and not just offer for many people making the transition, that is one of the biggest competing views. By that I mean that, as outside counsel, I think challenges, but also one of the biggest opportunities to learn new there can be a temptation sometimes to say to a client something skills… and a lot of organizations have development training to like,‘You know, on the one hand, there are these arguments, on help with your people management skills.” the other hand,there are those arguments.So,client,you decide.’ “In an in-house environment, that kind of approach — that is, Become a strategic player offering two sides of an issue without coming down on either side “One of the biggest changes is that, when you make the move — will generally not be well-received.You can certainly put for- from outside counsel to in-house counsel, you will find yourself ward arguments for and against each side of an issue,but at the end getting involved in a matter at a much earlier stage than what of the day there is an expectation that you will come forward with Un monde différent Un ancien associé directeur torontois explique comment faciliter la transition du cabinet à l’entreprise. ’est en mars 2010 que Stephen défis inhérents à la transition de la pratique transition vers l’entreprise. Plusieurs orga- CSigurdson a fait le grand saut en privée au département juridique et les nisations donnent accès à une formation quittant Osler, Hoskin & Harcourt LLP en manières de la faciliter. pour favoriser le développement d’habiletés mars 2010, où il avait mené une brillante de gestion. carrière, pour devenir vice-président prin- Apprenez à gérer le personnel cipal chez Financière Manuvie. La pratique du droit dans un cabinet est Devenez un acteur stratégique Embauché par le cabinet en 1989, M e l’un des rares métiers permettant de par- L’un des plus grands changements pour Sigurdson a passé quatre ans dans le bureau venir aux sommets sans avoir à gérer de l’avocat en transition vers l’entreprise est de New York de 2000 à 2004, puis a été personnel. À l’inverse, dans un environ- son implication dans les projets plus tôt nommé associé directeur à Toronto de nement corporatif, vous devrez former, qu’à l’accoutumée, notamment durant les 2005 à 2009. Sa dernière fonction chez développer, évaluer des membres du per- transactions, lesquelles requièrent la colla- Osler : chef du département de droit cor- sonnel et leur offrir une promotion.Il s’agit boration de multiples acteurs à l’interne. poratif. Il confie à l’ACCJE les joies et les d’un des plus grands défis pour l’avocat en Pour l’avocat d’entreprise, l’avantage est de PRINTEMPS 2011 CCCA Canadian Corporate Counsel Association 37