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Page 1: 801 – Training Your Clients · 2018-10-12 · 801 Training Your Clients Faculty Biographies Kevin Clem Kevin Clem is a senior director in the law department management practice

ACC’s 2012 Annual Meeting September 30-October 3, Orlando, FL

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 Monday, October 1, 2012 11:00 AM - 12:30 PM 801 – Training Your Clients Kevin Clem Senior Director Huron Legal Marcy Hingst Assistant General Counsel Bank of America Amita Kent Regional Lead Counsel Merck Canada Inc. Elena Kraus Director/Commercial Transactions Walgreen Co. Stephanie Lambert Managing Counsel Staples, Inc.

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801 Training Your Clients

Faculty Biographies

Kevin Clem Kevin Clem is a senior director in the law department management practice of Huron Legal in New York, NY. He has provided consulting services to leading corporate legal departments across a variety of industries including pharmaceutical, financial services, media, and utilities. Mr. Clem’s practice is focused on assisting corporate law departments with managing legal spending through optimized use of internal and outside counsel, analyzing and improving internal business processes, and selecting and implementing support legal technologies. Prior to joining Huron, Mr. Clem served as a senior consultant with Arthur Andersen in their business consulting practice in Los Angeles and Dallas, where he focused on litigation data analysis and risk consulting. Mr. Clem holds a BS in international business from Pepperdine University and a MBA from NYU's Stern School of Business. Marcy Hingst Marcy Hingst is associate general counsel in the litigation and regulatory inquiries group of the legal department at Bank of America. Ms. Hingst leads a team of more than 30 professionals responsible for managing defensive litigation/arbitration concerning all bank businesses that serve individual customers and clients with deposit, card, home mortgage, wealth management, and related products and services. Prior to her current role, Ms. Hingst managed an operational team responsible for civil e-discovery, reporting and litigation spend management initiatives at the bank. Before joining Bank of America, she was a commercial litigator with O'Melveny and Myers. Ms. Hingst holds degrees from the New England Conservatory of Music, Tufts University and the Ohio State University College of Law. Amita Kent Amita Kent is the regional legal lead for Merck in the Europe and Canada region. Ms. Kent's key responsibilities are in business development, global franchise support, and customer solutions. Prior to assuming her current global role within Merck, Ms. Kent was the vice president of legal affairs for Schering-Plough Canada Inc. She has been involved in the pharmaceutical industry for over 22 years with companies such as Pharmacia and Novopharm as general counsel, in addition to other functional roles such as vice

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801 Training Your Clients

president, corporate business development; corporate secretary; chief compliance officer; chief privacy officer and vice president of strategic planning. Ms. Kent serves on the board of several non profit organizations and volunteers regularly on local committees. As well, she is associated with several professional organizations including the Canadian Bar Association, the Canadian Healthcare Licensing Association (past executive) and the Canadian Corporate Counsel Association. She is a regular speaker on behalf of the Canadian Bar Association, the American Bar Association, The Canadian Institute, Rx&D and industry on corporate issues such as intellectual property, licensing agreements, mergers and acquisitions, employment issues, leadership and the role of general counsel. Ms. Kent obtained a BS with a double major in biology and physics from Dalhousie University in Nova Scotia. She then went on to obtain her JD at the University of Windsor, Ontario and was admitted to the Law Society of Upper Canada. Elena Kraus Elena Kraus is director of commercial transactions and intellectual property law for Walgreen Co., the nation's largest drugstore chain based in Deerfield, IL. Her responsibilities include managing a group of commercial contracts and intellectual property attorneys and staff, providing legal advice and counsel to Walgreen's diverse group of business clients ranging from information technology to merchandising, marketing, supply chain and logistics, financial services, e-commerce, and pharmacy services. Prior to joining Walgreens, Ms. Kraus practiced corporate and real estate law with the firm DLA Piper in Chicago and has served on the board of directors of the YWCA/Lake County. She earned a bachelor's degree in government from the University of Texas at Austin and a JD from DePaul University in Chicago. Stephanie Lambert Stephanie S. Lambert is managing counsel for Staples, Inc., in Framingham, MA. Her responsibilities include providing legal counsel to Staples' merchandising and private label products divisions in a variety of substantive areas, including commercial law, intellectual property, and international trade. She previously served as technology counsel for Staples advising the company on software licensing and professional services. Prior to joining Staples, Ms. Lambert served as corporate counsel at OneSource Information Services, Inc., in Concord, MA for four years. While at OneSource she provided counsel on intellectual property and technology licensing matters. Prior to her role at OneSource, she was engaged in a general law practice in Worcester, MA.

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Ms. Lambert currently serves on the executive board of the ACC's Law Practice Management Committee and has served on the Business Law Section Council and as a faculty member for the Massachusetts Bar Association. She is also on the board of directors of Staples Foundation. Ms. Lambert received a BA from Wheaton College in Massachusetts and is a graduate of Suffolk University Law School.

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Training  Your  Clients  Teaching  them  to  fish  while  

avoiding  shark  infested  waters  

Presented  by  Law  Department  Management  Commi:ee    

Monday,  October  1,  2012,  11:00am  -­‐  12:30pm  

IntroducEons  

Amita  Kent   Regional  Lead  Counsel,  Europe/Canada  

Elena  Kraus   Director,  Commercial  TransacEons  

Marcy  Hingst   Associate  General  Counsel  

Stephanie  S.  Lambert   Managing  Counsel  

Kevin  Clem   Senior  Director  

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Session  outline  

•  Defining  your  service  delivery  model  •  Developing  your  training  plan  •  PrioriEzing  your  training  topics  •  ConducEng  the  training  •  Sustaining  desired  behaviors  

Defining  your  service  delivery  model  

•  TradiEonal  legal  department  organizaEonal  structures  fall  into  one  of  the  following:  

Model   Characteris/cs  

FuncEonal   Structured  around  legal  specialEes  (e.g.  employment  law,  liEgaEon,  M&A,  IP)  

Client-­‐Facing   Structured  around  business  units;  lawyers  provide  legal  support  to  the  business  funcEon  

Hybrid  (Matrix)  Some  lawyers  are  focused  on  the  business,  with  shared  services  lawyers  who  provide  specialty  legal  services  across  the  corporaEon  

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Defining  your  service  delivery  model  

•  ArEculate  the  role  of  the  legal  department:  •  What  is  a  legal  issue  vs.  a  business  issue?  •  When  do  we  engage  outside  counsel?  •  PrevenEve  vs.  reacEve  •  Who  is  the  client?    Doing  what’s  best  for  the  company,  not  the  individual  •  Se\ng  expectaEons:  

Ø  Bi-­‐direcEonal  –  Legal  can  help  client  if  client  knows  how  to  best  use  Legal  resources  Ø  Responsiveness  to  requests  for  help  

•  An  example:  •  The  law  department  should  only  be  involved  when  it  adds  value  to  a  project    •  Any  involvement  should  help  "drive  the  business"  or  protect  the  present  or  future  value  

of  the  Company  •  The  law  department  should  not  be  involved  with  work  of  low  monetary  value  that  will  

not  affect  our  reputaEon  and  that  can  be  handled  by  others  •  Templates  should  be  used  when  possible  

Defining  your  service  delivery  model  

•  Assess  your  legal  pordolio  to  idenEfy  low  value  areas  as  candidates  for  client  self-­‐service  

Corporate/Business Unit Strategy

Low

High

High Low Alignment with Strategic Direction

Risk

Pot

entia

l

Medium Value

Higher Value

Higher Value

Lower Value

Medium Value

Higher Value

Lower Value

Lower Value

Medium Value

Internal Resources Outsource

Eliminate Reduce

Automate Outsource

Internal Resources Automate Outsource

Legal  Workload  Value  Framework  

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Defining  your  service  delivery  model  

•  Agree  on  the  scope  of  legal’s  work  through  Service  Level  Agreements,  or  as  Merck  has  defined  them,  CollaboraEve  Work  Arrangements  

Collabora/ve  Work  Arrangement  Sec/on  

•  Scope  of  work  

•  Roles  and  responsibiliEes  

•  PrioriEzaEon  and  Eming  

•  CWA  Sponsor  approval  

•  Feedback  and  review  

•  Who?    Define  target  audience  o  Who  is  the  client?  o  Who  needs  the  training?  o  What  is  their  level  of  experience  and  

context?  

•  What?  Create  content  –  What  does  your  client  need  to  know?  –  What  does  your  client  want  to  know  

more  about?  –  What  content  is  readily  available?  

•  When?    Establish  schedule  –  When  is  training  delivered?  –  How  oeen  is  it  refreshed?  –  Which  sessions  are  one-­‐Eme?  Which  

are  annual/recurring?  

•  How?  Consider  logisEcs  –  What  is  the  appropriate  group  size?  –  Given  approach  (lecture,  interacEve),  

how  long  should  the  sessions  be?  –  What  is  the  most  appropriate  venue?  

Developing  your  training  plan  

•  Why?    Clearly  define  your  training  goals  o  What  are  you  trying  to  achieve  and  what  will  success  look  like?  

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PrioriEzing  your  training  topics  

•  While  you  will  need  to  tailor  content  for  your  industry  and/or  business  context  and  prioriEze  your  topics  based  on  the  associated  risk,  recommended  topics  include:  –  A:orney/client  privilege  –  Appropriate  use  of  email/email  eEque:e  –  Contracts  policy  and  approvals  –  Data  privacy  –  RegulaEons  such  as  FCPA  –  Use  of  social  media  

•  Topic:  Contracts  policy  and  approvals  –  Why  agree  in  wriEng?  –  Can  we  perform  our  obligaEons?  –  Who  has  the  authority  to  sign?  –  When  to  engage  Legal  for  

review?  

•  Example:  “Get  it  in  wri:ng”  

PrioriEzing  your  training  topics  -­‐  example  

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•  Topic:  Appropriate  use  of  e-­‐mail  –  Be  careful  what  you  put  in  

email,  even  if  only  internal  –  Inside  jokes  /  nicknames  –  Do  not  e-­‐mail  when  angry  –  Don’t  create  ammuniEon  for  

opposing  party  –  Avoid  using  “red  flag”  

phrases  

•  Examples:  Red  flag  phrases  to  avoid:  –  “I  made  sure  nothing  was  in  wriEng.”  –  “I  really  shouldn’t  put  this  in  wriEng.”  –  “I  don’t  want  to  discuss  this  in  e-­‐mail.”  –  “Delete  this  e-­‐mail  immediately.”  –  “Don’t  tell  them.”  –  “I  could  get  into  trouble  for  telling  you  this,  but…”  

–  “I  don’t  think  I’m  supposed  to  know  this,  but…”  

–  “Don’t  ask.    You  don’t  want  to  know.”  –  “Is  this  actually  legal?”  

PrioriEzing  your  training  topics  -­‐  example  

PrioriEzing  your  training  topics  -­‐  example  

•  If  you  don’t  want  to  see  it  on  the  front  page  of  the  Wall  Street  Journal,  don’t  put  it  in  an  email…  

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•  Topic:  Foreign  Corrupt  Prac:ces  Act  (FCPA)  

•  The  anE-­‐bribery  provisions  of  the  FCPA  prohibit:  issuers,  domesEc  concerns,  and  any  person  from  making  use  of  interstate  commerce  corruptly,  in  furtherance  of  an  offer  or  payment  of  anything  of  value  to  a  foreign  official,  foreign  poliEcal  party,  or  candidate  for  poliEcal  office,  for  the  purpose  of  influencing  any  act  of  that  foreign  official  in  violaEon  of  the  duty  of  that  official,  or  to  secure  any  improper  advantage  in  order  to  obtain  or  retain  business.  

PrioriEzing  your  training  topics  -­‐  example  

PrioriEzing  your  training  topics  -­‐  example  

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ConducEng  the  training  

•  How  much  informaEon  to  cover  –  Short  and  to  the  point  –  don’t  overwhelm  your  audience  –  Ensure  briefings  with  execuEves  cover  the  key  topics  but  are  concise  

•  FacilitaEng  client  parEcipaEon  –  Handouts  don’t  need  to  match  the  presentaEon  on  the  screen  –  Be  creaEve  and  use  pracEce  examples/metaphors  

•  Pacing  your  presentaEon  and  providing  opportunity  for  quesEons  –  Speak  such  that  the  audience  can  take  notes  –  go  slowly  –  Ask  the  audience  quesEons  and  build  parEcipaEon  –  Make  Eme  for  quesEons  from  the  audience  

ConducEng  the  training  

•  Principles  –  Research  has  shown  that  3  days  aeer  training,  parEcipants  will  retain:  

Ø 20%  if  the  parEcipants  only  listens  (tell)  Ø 25%  if  the  parEcipants  are  provided  relevant  examples  (show)  Ø 65%  if  the  parEcipants  acEvely  parEcipate  (involve)  

•  Se\ng  –  Choose  the  appropriate  venue  and  Eme  carefully  –  Smaller  se\ngs  invite  quesEons  and  more  interacEon  between  

speaker  and  audience  –  Use  props  when  appropriate;  reward  audience  for  parEcipaEon  

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Sustaining  desired  behaviors  

•  Establish  and  monitor  training  program  success  criteria  •  Obtain  feedback  from  your  clients  •  ConEnue  to  refine  your  Training  Plan  •  As  appropriate,  record  any  web  training  sessions  so  they  can  

serve  as  a  refreshed  at  a  later  date  and/or  in  other  regions  •  Post  FAQs  and  quick  reference  cards  including  reference  

materials  to  intranet  site  •  Re-­‐train  as  needed  

Open  Discussion  

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