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“ WHEN YOU ARE THINKING ABOUT comprendre les priorités organisationnelles et s’y DEMONSTRATING VALUE OR PROVING conformer. La seconde est d’être visible, accessible et VALUE, THINK ABOUT IT FROM THE abordable. À cet égard, il faut prendre place à la table PERSPECTIVE OF YOUR COMPANY’S de l’équipe de direction et des équipes importantes BUSINESS IMPERATIVES. ” et démontrer votre valeur dès les premières étapes –Christa Wessel des projets. Troisièmement, préparez, lorsque c’est approprié, un message sur les plus grands succès du QUAND VOUS VOULEZ DÉMONTRER OU service juridique et ses contributions. PROUVER VOTRE VALEUR AJOUTÉE, PENSEZ AUX EXIGENCES D’AFFAIRES DE VOTRE ENTREPRISE. Anne Giardini : Au lieu de prendre des notes lors d’une réunion (ce qui rend les autres mal à l’aise), j’ai appris à m’asseoir et à écouter. Quel conseil concret pourriez-vous offrir pour développer une culture où le service juridique Brian Wylynko : Il est important de trouver des occa- est vu comme un partenaire de valeur au sein sions de participer et de contribuer à la discussion en de l’organisation? posant des questions. Brian Wylynko : Développer une culture où le service Anne Giardini : Pour se faire inviter à la table, pro- juridique est perçu comme un partenaire de valeur posez d’établir le procès-verbal. En le faisant durant est étroitement lié à l’importance d’être un conseiller deux ou trois ans, vous comprendrez ce qui se passe. d’affaires de confance. Il existe trois façons pour un On fnira par vous inviter à prendre des décisions. conseiller juridique d’entreprise de devenir un conseiller de confance pour l’organisation et pour un service Graeme McPhail : Soyez coopératif et aidez vos col- juridique d’être perçu comme un partenaire fable. lègues à trouver des solutions qui leur permettront La première est de consulter ses collègues pour d’atteindre leurs objectifs organisationnels. If you have one suggestion So often in our work, we need a quick answer to a question that has been asked of us, and the quicker for external counsel on how we can provide a response to the internal client the we could better add to your better. Frequently, we do not need a detailed analysis, at least not at the initial stages. If I can get a quick call value-creation process in- back from external counsel who practises in an area house, what would it be? of specialized knowledge and I can then provide an answer to an issue to the internal client quickly, this is greatly appreciated and valued. Brian Armstrong: It’s all about two things for me: predictability and value added. So let’s have a realistic, Anne Giardini: To add to the list, I would say subject- hard-headed, commercial negotiation about what value matter expertise. In-house counsel is going out for you can add to a fle, whether it’s winning the litigation, a particular expert, for expertise that you don’t have whether it’s closing the deal, whatever it might be. And internally. So I like to see both the expertise and a let’s establish a price that is related to that value. sense of confdence in their own expertise. Christa Wessel: With my key Graeme McPhail: I would look for productivity and frms, I’d like to see this as a creativity. There are lots of lawyers out there who are two-way relationship where very capable, very competent and get the job done there is some give and take on whatever it happens to be. But we have had some around things like predictability pretty good success, on behalf of the legal department, and price, with the focus on in raising our internal profle when outside counsel has getting to a good outcome. It’s been creative and said, “I know you have a problem in about us investing time with ex- this area … here’s a way around it; here’s something ternal counsel and them invest- completely novel.” ing time with us. It’s a two-way And productivity, which means reaching out to us, street, and both in-house and early on, if you become aware of something that is external counsel should ap- happening [that could potentially affect our business] proach it that way. … the law is changing, a statute coming out, or some judicial decision. I continue to fnd it surprising how Brian Wylynko: I’m going to focus in on a quality that little that [outreach] happens. It’s like target marketing, ties in with the value that’s provided to us and the value someone at the [law] frm saying, “Ok, for this client, that I think is truly appreciated. That’s responsiveness. this development really applies to you.” 6 CCCA_FM_8pgF.indd 6 11-05-05 11:09 AM