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CCCA_V7No3_Dept-Performance-FIN_CCCA 13-09-23 2:53 PM Page 11 Performance in the Law Department He who wins when they arise. But that is not the same as managing expecta- tions against specific performance indicators. This informal state of affairs too often resembles performance management with last, wins. external counsel. This said, there are a number of progressive law firms that have broken away from the pack to take a more proac- tive approach to managing their relationships and performance. Whether you won at trial and face an They are convinced that the effect will be to increase loyalty and appeal or lost at trial and wish to launch referrals from clients. an appeal, we can help you determine The legal department could borrow a page from the same the final outcome for your client. hymn book and secure the same internal client feedback annu- ally as well as when significant matters conclude. Each question / statement is rated on a seven-part scale from very satisfied at seven to completely unsatisfied at the other end of the spectrum. A sample of questions is in the chart below. Understand your business objectives and Service concentrate on key issues Effectively scoped the work to meet your requirements Demonstrate appropriate commercial acumen Keep to agreed timeframe Communications Nature and frequency are appropriate Correspondence, documents and advice are appropriate Listen effectively Provide prompt responses Costs Cost predictions and compliance are accurate Briefings on cost predictions are held throughout There is transparency on cost breakdown Other Other important service factors are mentioned Solicitation of other measures to improve service To sign up for the Lerners’ Appellate Advocacy Netletter, visit www.lerners.ca/appealsnetletter The technology exists for a legal department to quickly assem- ble, disseminate, and complete this type of survey, as well as to compile and analyze the responses. Toronto: 416 867 3076 Comprehensive performance data re-garding the legal depart- Earl A. Cherniak, Q.C., William Pepall, Kirk Boggs, ment’s complexity profile for the matters it handles, strategic and Mark Freiman, Kirk Stevens, Jasmine Akbarali, Brian operational support roles, its efficiency, effectiveness, costs, and Radnoff, Cynthia Kuehl, Jason Squire, Stuart Zacharias client satisfaction will inform the legal leadership team as it man- ages its department resources to full potential. London: 519 672 4510 Peter Kryworuk, Andrew Murray, Carolyn Brandow Richard G. Stock, M.A., FCIS, CMC is a partner with Catalyst Consulting. The firm has been designated the Preferred Provider for Legal Department Consulting by the Canadian Corporate Counsel Association. www.lerners.ca Richard can be reached at (416) 367-4447 or at rstock@catalystlegal.com.