Page 38 - CCCA Magazine. Winter 2018

{ insiDe eDge }

neW is old And old is neW

By Sabia Chicoine

While “change being the only constant” is not new (look help others think their way through tough
up Heraclitus of Ephesus if you are interested), the wide issues, or simply think before jumping
into the newest “cool” thing just because
realization that it is the only constant in business has emerged everybody else is supposedly doing it.
fairly recently. It seems no company in any industry can 4. Trust: This is my favourite one and
escape the pressure to disrupt or be disrupted on some level. also the one I fnd we overlook the
most—maybe because it is so matter of
fact to what we do as lawyers. The abil-
ity to build trust (the key to effective ad-
he legal department is feeling it too. Here’s a list to get you started so you can
Expectations of in-house counsel avoid getting replaced by the ominous vising) can make a big difference for our
tare broadening and our roles are “lawyer robot.” (If you think this is still years businesses. There’s a pressing need to
being redefned. We are expected to away, think again—look that up as well!) build trust with regulators, external cli-
ents, employees, the public, shareholders,
practice more effciently through tech-
nology or to step up as a business part- 1. Problem-solving: Lawyers are masters at the board, etc. Trust is not in danger of
understanding complexities to solve prob-
disruption. It may evolve, be placed else-
ner in areas that did not even exist only
a few years ago (hello blockchain). We lems (some might say creating them as well, where or be ascertained in different ways,
but let’s not get distracted here). Businesses but the need for it will remain. Remem-
are increasingly relied upon as corpo-
rate infuencers, reputation builders and have become extremely complex, with ber, we are trust engineers.
Purposefully think about what already
countless new issues to address. Whether it
public advocates on an ever-growing list
of ESG issues. involves an area you know well or not, it’s makes you successful. Then creatively
look at how you could transpose those
still just another problem to solve.
While some might feel this is not what
they signed up for, others are embracing 2. Communications: Drafting a com- skills to take on the new challenges you
face, or even disrupt your own practice
it. How can we all keep up with these new prehensible 100-page-plus contract or
expectations and deliver on them? making convincing presentations before and shape your new role.
One thing that has indeed changed is
If change is the only constant, then, to a regulatory board require good commu-
some extent, new is old and old is new. So nication skills. So do infuencing inside or that being an in-house counsel has never
meant so many different possibilities be-
yes, we need to change and evolve like ev- outside the corporation, gaining ground
erybody else, but maybe we don’t need to with stakeholders or enhancing the orga- fore. Whether we see that as an opportu-
nity or a threat is really up to each of us. ❚
reinvent the wheel entirely. Our natural nization’s reputation.
lawyer skills and strengths might be just 3. Sound judgment, with the right dose
what our (thriving-to-be) innovative busi- of skepticism: Sound judgment is es- Sabia Chicoine is Chief Legal
nesses need in these times of frantic change. sential in our roles and often the reason Offcer of the Montréal Exchange
To tackle these new responsibilities, why coworkers come to us with so many (MX) and Canadian Derivatives
start by thinking about how you are de- not-strictly-legal questions. Our ability to Clearing Corporation, a wholly-
livering on the existing ones. At the core parse things down, ask the right questions owned subsidiary of the MX.
of it, what skills and strengths are you and even challenge colleagues are ways we Reach her at sabia.chicoine@
tmx.com.
currently using? How can those be rede- can play a broadened role. Speak up and
ployed in new, broadened contexts?

38 CCCA MAGAzInE | WInTER 2018 HIVER