Meeting the challenges of legal departments head on: part three
Thomson Reuters Serengeti recently brought you the first two articles of a three-part editorial series looking at why legal departments are increasingly turning to work management solutions to cut costs and increase efficiencies. This final instalment looks at the steps a new general counsel (GC) can follow in order to make a significant impact in the legal department.
The first months in any new role have a tremendous effect on how an employee is perceived and can determine their success in that new role. For a leader in a company, this effect is amplified because more people are watching and trying to understand the style and substance of how you’re going to lead them forward. And make no mistake — your reputation is not established within the company yet, and people are looking closely for cracks in your armour. For a new general counsel that reports to the chief executive officer and the board, the pressure can be enormous. Following are some key actions a GC can take in the first few months on the job to ensure success…
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Briefings from Thomson Reuters
This first instalment highlights the importance of implementing a legal department management system.
In this second instalment, Rob Thomas assesses ways of convincing the CFO that new technology can do more than merely provide a return on investment.