Page 44 - CCCA 247020 Magazine Spring 2016

{ legal InnovaTIon }

You’re in the driVer’s seAt:

top 10 ConsiderAtions When Choosing externAl Counsel

By Judith McKay

Traditional business models in virtually every industry, including they think holistically and bring multi-
legal, are facing disruptions. In-house legal departments and disciplinary perspectives to problems?
law frms are adapting to changing demands and expectations. 9. Fit: A good working relationship is es-
sential. Shared values, similar cultures and
Business is more dynamic and complex than ever, yet legal compatible communication styles are im-

departments are squeezed on their budgets like never before. portant to build rapport and trust. This
doesn’t mean everyone in the frm needs
to be the same as each other or the same
n-house counsel have two main levers as you. In some situations you may want
to pull to meet budget: salaries and a lawyer who is a “pit bull,” while in oth-
iexternal legal spend. For most, this ers you may need a “peace-maker.” Select a
means getting more out of the already be- frm that offers a full range of styles, skills
leaguered in-house team, and hiring the and personalities to suit various situations.
most effcient law frms.
Choosing the right frms becomes 8. problem-solVers: In-house counsel
paramount. As a result, organizations are must dispel the outdated notion that the
reducing the number of frms on their legal function is the “sales prevention
department,” and be practical, business-
roster, so those frms can invest more in
the relationship and gain a deeper under- oriented and able to creatively meet busi-
ness goals while reducing risk. You should
standing of the business while providing
economies of scale to drive greater cost select outside counsel who share your
problem-solving orientation.
effectiveness.
How do you ensure you are hiring 7. business And industrY orientAtion: All
the best outside counsel for your needs? legal issues have business implications.
Based on my previous experience as Gen- Your outside counsel needs a strong work-
eral Counsel for a global Fortune 100 ing knowledge of your business and indus-
company and my current role as Chief try, and must contextualize their advice to
Client Offcer at McCarthy Tétrault, here your business. Look for a frm that orga-
are my top 10 considerations when select- nizes itself along industry lines to bring
ing external counsel: industry insights across practice areas
supplementing those of the in-house team.
10. expertise: With the growth of the
in-house bar, frms must demonstrate 6. listening sKills/sCoping: Legal project
expertise you cannot replicate internally. management has been widely discussed
“Breadth and depth” are not enough. You and most frms claim to embrace the con-
need proof points: test outside counsel cept. But how can you tell if they really in-
on their work and what they can deliver. tegrate project management in everything
Have they worked on similar cases or deals they do? In its essence, it is about listening,
within your industry or analogous indus- confguring and delivering excellent legal
tries? Do they have strategic insights? Do services in a disciplined way to meet busi-

44 CCCa MaGazInE | SPRInG 2016 PRInTEMPS