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十件事:成为法务总监

大岭先生 大岭IP 2019-04-29

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这是大岭为您分享IP英文的第130天(后附翻译,仅供参考):

成为总法律顾问,必须要做的十件事。

这十件事情是每一个法律工作者,包括知识产权工作者,都需要考虑的事情。

好文无需多言,送给自己或者那些努力的法律工作者吧。



原文如下:


TEN THINGS: BECOMING GENERAL COUNSEL

Hilgers Graben PLLC - Sterling Miller


The first substantive post I wrote for this blog in November 2014 was titled “How to be a Successful In-House Lawyer.”  Over the past 12 months I have heard from a number of you with a slightly different question: how do you become general counsel?  In particular, what skills should someone develop if they have their eyes on the big chair?  As we come to the end of 2015, I thought this would be an excellent topic to write about.  If you already are general counsel, congratulations!  Hopefully the points in this post ring true to you.  If you aspire to become general counsel (or are looking for an upgrade), now is the perfect time to start thinking about your game plan for 2016 and beyond both in terms of developing needed skills and ensuring you are on the “radar” of the right people.  If you are outside counsel, you can use these points to help your inside client attain their goals.

I was fortunate enough to have been the general counsel of two companies.  While each company required different skills for both the legal department generally and for the general counsel seat specifically, there was also a lot of overlap.  I suspect the overlapping parts I experienced are the same for most companies.  I also believe that the core skills needed for the position – including operational and strategic excellence – are the same here in the U.S. and across the globe.  This edition of “Ten Things” will set out some of the things you will need to think about, know, or master on your path to becoming general counsel:


1. Be careful what you ask for. 

First, you need to decide whether or not you are truly interested in the job.  Being “the boss” definitely sounds good but there are a number of things you need to consider.  Being general counsel is a tough job and involves a lot of long hours and a lot of pressure.  You will have to make very important decisions with little time and sparse facts.  Your schedule will be tied to that of the CEO, CFO and the Board of Directors, meaning many evenings, weekends, holidays and vacations will be spent working.  You will need to keep your phone on and close by 24/7/365.   It will be very hard to balance work and family.  It’s important that you go in with your eyes open.  As general counsel, there is no place to hide (i.e., no one ahead of you to make the final decision or take the heat when things go badly – which they will at some point).  Still interested?  Good!  There are definitely a lot of good things as well, including getting to be part of the executive team making the decisions for the entire company, compensation, prestige, rewarding work, managing your own budget, implementing your vision for how a legal department should operate, and putting together and leading your own team.


2. Get on “the list.”

 If you are interested in being general counsel you need to let the right folks know as it is highly unlikely that someone just “recognizes” that you would be awesome in the role.  Assume no radioactive spider will bite you and change your life overnight.  You will have to progress your career the old fashion way – hard work and with a little self-promotion.  I am not saying you need to step on anyone to make your way to top, but you need to show you’re interested in the job.   This will be either internally, i.e., at your current employer, or outside, e.g., working with a recruiting firm to look for opportunities elsewhere.  If you really enjoy where you work now and think you would like to eventually sit in the general counsel chair, let your manager (or the general counsel) know about your interest.  Seek out honest feedback about your performance and what things you need to do to make the succession plan for general counsel at some point (and any company worth its salt has a succession plan for the general counsel position – looking at those ready “now” and those who might be ready several years down the road).  Take your annual review seriously and use the opportunity to go into those meetings with a plan to discuss your interest in the job and to highlight your skills and accomplishments.  Self-selecting does not automatically get you on the list but it will get you noticed and considered.  Likewise, if you’re not sure about staying with your current employer or perhaps you are told that your odds of making the succession plan are low, you should consider contacting several legal recruiting firms.  Be sure to use your personal email and personal contact details with the recruiting firms and put together a professional looking, mistake free, resume.  You should also create a professional LinkedIn page as it is another good way for companies and search firms to find you.  You can also stay on top of opportunities through several job posting sites, including the ACC web site and GoInHouse.com (or the international equivalents for such sites outside the U.S.).  One last thing here – be sure your social media postings and profile are appropriate for someone seeking the top legal job.


3. Become “Dr. Yes.” 

One of the oldest “lawyer” jokes in the world is that the legal department should be called the “Department of No.”  Yea, it’s funny the first 34,478 times you hear it but then it gets a bit old.  Old or not, the fact that anyone thinks of the legal department as an obstacle to getting things done is bad.  First, it reflects poorly on the department and all the great things it does.  Second, it means people will likely look to by-pass the legal department or keep it out of the decision process which is bad because getting noticed requires a seat at the table. One way to set yourself apart in the eyes of the business is to become (and apologies to James Bond fans) “Dr. Yes.”   As in “yes, we can figure out a way to get that done.”  In its simplest form it means don’t be a lawyer who just says “no, you cannot do that” and ends the discussion.  The better path requires you to dig deep to find out and consider what the business objectives are and whether what is proposed works or not.  If not, bring a solution (e.g., “There are some problems with what’s been proposed but I think we have a work around that gets you to the same place”).  The business remembers the lawyers who solve problems vs. those that just point them out.


4. Learn the business. 

Seems pretty basic, but it always amazed me when lawyers did not read their company’s public filings, or pay attention to strategic initiatives, or even know the name of their company’s top customers.  It is difficult to be effective and strategic unless you start to understand your company’s business and the competitive dynamics it faces in the market place.  Here are a few of the basics:

  • Know your company’s products and services

  • Know who the customers are

  • Know who the competitors are (including strengths and weaknesses)

  • Know the current business objectives of your company

  • Understand the company’s strategic plans (short term and long term)

  • Stay on top of trends that can impact your business

  • Subscribe to several industry publications and relevant blogs

  • Track how your company is perceived in social media

If you’re not sure how to do any of this, start by asking your manager or even better strike up relationships in the business with people who can help you understand these issues.  They will be appreciative that a lawyer is taking time to understand how the business works.


5. Think strategically. 

One key thing your business partners are looking for is a lawyer who can think strategically.  This means that you can see more than just the immediate legal issue.  It means you can “peer around corners” and see what’s coming down the pike and how it may impact your business, not only legally but from an operational standpoint as well.  For example, the new EU data privacy law that was approved last week has been pending for around four years.  A strategic lawyer followed the law through the legislative process and already understands its basic parameters and how it might impact the business and/or drive changes in operations.  The strategic lawyer has already briefed their boss and/or management about the law several times and kept them up-to-date with what’s coming.  Additionally, he or she has gathered a cross-functional team that is ready to act now that the law has passed.  The non-strategic lawyer knows that a law was pending but figures he or she will start to deal with it once it passes or actually goes into effect.  To think strategically, you must constantly scan the horizon for risk.  And remember that the horizon is global and not just your home country.  One idea is to build a “Risk Map” (a bit like the famous board game) where you know: (a) all the countries where your company operates; (b) the top three or four issues for each country (current and likely arising over the next three years); and (c) how you plan to monitor those risks and take action in the event the risk comes to pass.  This doesn’t have to be any more complicated than just simply keeping up with the news and relevant industry publications.  For example, the currency exchange problems in Venezuela may seem remote to you but they have caused numerous problems for foreign companies doing business there.  A strategic lawyer is looking at the problem from multiple vantage points and is already thinking about what the currency problem could mean for his or her company (and not just legal issues), which outside parties might be helpful or hurtful if this is a problem, who in the business needs to know, etc.  The reason all of this is so important is because what the business ultimately wants is as much lead time as possible to consider and adapt to changes (legal or otherwise) that can impact the business.


6. Build an executive presence. 

You want to catch the eye of both the general counsel and other company executives.  The first thing to remember is that every interaction/meeting/conversation with a Vice President or higher is an audition for the general counsel job.  They will remember if you came across as a clown or as someone they would trust running the legal process in the event of bet the company litigation or for a major M&A transaction.  I don’t mean that you cannot have a sense of humor or be pleasant to be around, just understand that everything about you from how you talk to how you dress is being filed away for down the road.  Be sure to take the time to come across as “executive material” in your dealings with the business.  A big part of this will involve how you “present” legal issues and advice to your audience – from a brown bag lunch with summer interns to a meeting of the board of directors.  Everyone wants to see gravitas in their lawyers.  Can you take complex legal issues and put them into a context that non-lawyers can understand?  Can you be a “teacher?” Are you needlessly wordy or overly talkative (hint: embrace brevity)?  At meetings, weigh in with good questions (show you’re paying attention) and make solid points or observations when appropriate.  You should be confident but not arrogant.  Don’t try to fake it either.  If you do not know the answer, just say that and promise to get the answer quickly. Remember the basics – sit up straight, don’t slouch, make good eye contact.  Be able to think on your feet (but go into every meeting already thinking about the types of questions you may get and what the answers will be).  If you want to be general counsel in the future, start acting, talking and dressing like one now.


7. Enhance your legal skills and credentials. 

You may think being chair of the local bar association’s employment law section is kind of mundane, but to non-lawyers (e.g., Head of HR) it can be very impressive.  Getting certified in data privacy law may just be putting a stamp on things you already know, but it is a great credential to have in the current environment of cyber-risk.  The point here is to always look for ways to enhance your legal skills and credentials because they will mean something when you go for the general counsel position (with your current employer or with another company). Look for areas that you are truly interested in enhancing or developing a skill, or which are important to the company (e.g., compliance programs).   Join and get active in key legal organizations, such as an ABA committee or your local ACC chapter.  Write articles for your state bar association magazine.  Pick an area of expertise and focus on that area.  For example, there are a number of areas of the law that are usually part of a general counsel’s background such as corporate governance, risk management, regulatory, and investigations.  Start a blog and become an authority on these types of issues, e.g. “Smith on Governance.”  You don’t have to write a treatise on the topic, but having credentials like this on your resume can show CEO’s, Boards, et al. that you can go deep in an important area of the law.


8. Enhance your non-legal skills and credentials. 

Just being a good lawyer is not enough anymore.  The C-Suite and the Board want a general counsel who brings more to the table than good legal skills.  In fact, they assume you have those skills if you’re being considered for the top job.  The way to be the more attractive candidate is being able to demonstrate important non-legal skills.  Some of these are discussed above but here is a good list of areas you can focus on:

    Judgment, including ethics and integrity (the general counsel job will involve making decisions with imperfect information in grey areas of right and wrong)

    Legal budgeting and forecasting

    Business and financial acumen (e.g., understand balance sheets, profit and loss statements, and cash flow. Consider getting a “mini-MBA.”)

    Use of legal strategically to advance business interests (e.g., intellectual property issues)

    Thinks about the “Big Picture”

    Partners easily/influences decisions/self-aware

    Hustles/ability to “get stuff done”

    Ability to spot risks and take action before they become problems

    Ability to effectively “triage” problems/weighing multiple data points and outcomes

    Discipline and drive – first one in, last one out

    Crisis management skills/Calm in eye-of-storm

    Thinks globally/cultural understanding

    Comfortable with technology/willing to try new things

It’s a long list for sure and there are many other things I could list.  The important lesson here is to look for projects and situations that allow you to develop and demonstrate these skills.  No one is going to teach you ethics and integrity, you will demonstrate it every day.  Similarly, using legal strategically is something you will look for the opportunity to do, based on a good knowledge of the law, the business and the competitive landscape.


9. Seek out complicated projects that have exposure to senior management.  

One concern I heard from some of the lawyers who worked for me involved how could they develop “management skills” when our department was lean and chances for promotion or for managing people were limited.  It’s a hard problem to solve, especially in smaller legal departments.  One way around it is to seek out those “messy” cross-functional problems that every company has (and sets up a team to solve).  Ask for the opportunity to be the person “from legal” on these projects or, even better, ask to head up the project team.  These types of projects are usually high profile and can give you real hands on experience with managing and motivating people, working and partnering across multiple business and staff groups, dealing with deadlines and pressure, preparing reports and presentations for business leaders, and – most importantly – exposure to senior management.   Lawyers who volunteer and work outside their comfort zone get noticed.


10. Recognize the power dynamics in the legal department and in the company. 

Sorry if I am the first one telling you this but every legal department and every business comes with “politics” and power dynamics.  Some are not so bad, some are really bad.  If you want to get to the top job you need to be able to “read the room.”  Learn to understand what motivates some people, what drives them, what their objectives are.  Start with being a good colleague within the legal department.  Next, make friends and develop positive relationships outside of the legal department, especially with people who are likely to move up the chain around the same time as you, i.e., one day the 28 year old analysts will be the 48 year old executives running the company.  Most importantly, work to be neutral and transparent in what you do as legal counsel.  Remember that your client is the company, not any particular individual.  The business will want a trusted advisor, a “consigliere” if you will.  Earn trust by your actions and your discretion.  But most of all, earn trust by giving good thoughtful advice.

If you want to be general counsel you may need to be realistic about your chances at your current company.  You are probably not the only person in the department thinking about the job (and competition is always good).  Sadly, companies will often overlook the talent in their own organization and go for a splashy hire or someone they – mistakenly – think has skills not present in the proposed internal successors.  Be sure to promote the full range of your skills to your manager (and the general counsel) but know that in the end you are responsible for your career and for seeking out opportunities.  One rarely gets “discovered.”  Moreover, you may have to leave to move up.  There is nothing wrong with that.  Get on the radar of legal recruiters in your area.  All they need is a good resume and to know that you’re interested in hearing from them if any opportunities arise.  It doesn’t mean you’ll leave your current position but it keeps your options open.   You may also decide that being the general counsel is not really what you’re looking for in terms of a career.  That’s fine too.  It’s not a position suited for everyone and sometimes just being a damn fine lawyer is enough.  But, if you have the drive and desire, now is the time to start creating your plan to get to the top.

    Sterling Miller

    December 21, 2015




翻译:


十件事:成为总法律顾问

Hilgers Graben PLLC - Sterling Miller


我在2014年11月为这个博客写的第一篇实质性帖子名为“如何成为一名成功的内部律师。”在过去的12个月中,我从一些人那里听到了一个略有不同的问题:你怎么变成总法律顾问?特别是,如果他们把目光放在大椅子上,应该培养哪些技能?在我们到2015年底,我认为这将是一个很好的主题。如果您已经是总法律顾问,恭喜!希望这篇文章中的观点对您而言真实。如果您渴望成为总法律顾问(或正在寻求升级),现在是开始考虑2016年及以后的游戏计划的最佳时机,无论是在培养所需技能还是确保您处于合适的人的“雷达”之中。如果您是外部顾问,您可以使用这些观点来帮助您的内部客户实现他们的目标。


我有幸成为两家公司的总法律顾问。虽然每家公司一般需要法律部门和总法律顾问席位的不同技能,但也有很多重叠。我怀疑我遇到的重叠部分对于大多数公司来说都是一样的。我还认为,该职位所需的核心技能 - 包括战术和战略的卓越 - 在美国和全球都是一样的。本期“十件事”将阐述您在成为总法律顾问的过程中需要思考、了解或掌握的一些事项:




1.小心这是不是你想要的。


首先,您需要决定您是否真的对这项工作感兴趣。作为“老板”肯定听起来不错,但有很多事情你需要考虑。担任总法律顾问是一项艰巨的工作,需要花费很长时间和承担很多压力。你将不得不用很少的时间和很少的事实做出非常重要的决定。您的日程安排将与首席执行官,首席财务官和董事会的日程安排相关,这意味着许多晚上,周末,假日和假期将用于工作。您需要在24/7/365之间保持手机的开启和放在手边的状态。工作与家庭之间的平衡将非常困难。你睁着眼睛看清楚再进去是很重要的。作为总法律顾问,没有地方可以隐藏(即,没有人在你前面作出最终决定或当事情变得糟糕时,他们会拿走能量 - 在某些时候)。还有兴趣?好!肯定还有许多好事,包括成为执行团队的一员,为整个公司做出决策,薪酬,声望,奖励工作,管理自己的预算,实现法律部门应如何运作的愿景,并组织和领导自己的团队。




2.登上“候选名单”。


 如果你有兴趣担任总法律顾问,你需要让正确的人知道,因为这不太可能成功,仅仅有人“认为”你在这个角色中会很棒。假设没有放射性蜘蛛会咬你并在一夜之间改变你的生活。你将不得不以老派的方式推进你的职业生涯 - 努力工作和一点点自我推销。我并不是说你需要踩到任何一个人来达到顶峰,但你需要表明你对这份工作很感兴趣。这将是内部的,即在您当前的雇主,或在外部,例如,与招聘公司合作,以寻找其他地方的机会。如果你真的很喜欢你现在工作的地方,并认为你最终会在总法律顾问席上,请让你的经理(或总法律顾问)了解你的兴趣。寻求关于你的表现的诚实反馈,以及你需要做些什么才能在一定程度上为总法律顾问制定继任计划(任何有价值的公司都有一个总法律顾问职位的继任计划 - 看看那些准备好的“现在”和那些可能在未来几年准备好的人)。认真对待您的年度评估,并利用这个机会参加这些会议,计划讨论您对工作的兴趣,并突出您的技能和成就。自我选择不会自动将您列入清单,但会引起您的注意和考虑。同样,如果您不确定是否与当前的雇主住在一起,或者您被告知您制定继任计划的可能性很低,您应该考虑联系多家法务招聘公司。务必使用您的个人电子邮件和个人联系方式与招聘公司联系,并制作一份专业的,无错误的简历。您还应该创建一个专业的LinkedIn页面,因为这是公司和搜索公司找到您的另一种好方法。您还可以通过几个招聘网站,包括ACC网站和GoInHouse.com(或美国以外的此类网站的国际同等机构),抓住机会。最后一件事 - 确保您的社交媒体帖子和个人资料适合寻求最高法律职位的人。


3.成为“博士Yes。”


世界上最古老的“律师”笑话之一是法律部门应该被称为“部门no”,是的,有趣的是你听到它的第34,478次,但后来它变得有点老了。无论是否旧,任何人都认为法律部门是完成任务的障碍的事实是不好的。首先,它反映了部门及其所做的所有伟大事情的不足。其次,这意味着人们可能会绕过法律部门,或者将其排除在决策过程之外,这很不好因为获得关注需要在桌子上就座。让自己在业务中脱颖而出的一种方法是成为(并向詹姆斯邦德的影迷道歉)“博士Yes。“正如在”是的,我们可以找到一种方法来完成这项工作。“最简单的形式意味着你不要做这样的律师,只是说”不,你不能这样做“并结束讨论。更好的路径要求您深入挖掘,找出并考虑业务目标是什么以及提议的内容是否有效。如果没有,请提出一个解决方案(例如,“提出的内容存在一些问题,但我认为我们有一个解决方案可以让您到达同一个目标”)。业务部门会记得解决问题的律师与那些只是指出问题的律师。




4.了解业务。


看起来很基本,但是当律师没有阅读公司的公开文件,或者关注战略计划,甚至不知道公司顶级客户的名字时,我总是感到惊讶。除非您开始了解公司的业务及其在市场中所面临的竞争动态,否则很难有效和具有战略意义。以下是一些基础知识:


了解贵公司的产品和服务

了解客户是谁

了解竞争对手是谁(包括优势和劣势)

了解贵公司目前的业务目标

了解公司的战略计划(短期和长期)

掌握可能影响您业务的趋势

订阅几个行业的出版物和相关博客

跟踪您的公司在社交媒体中的联系方式


如果您不确定如何执行此操作,请首先询问您的经理,或者更好地与可以帮助您了解这些问题的人建立业务关系。他们将非常感谢律师花时间了解业务的运作方式。



5.从战略角度思考。


您的业务合作伙伴正在寻找的一个关键因素是能够从战略角度思考的律师。这意味着您可以看到的不仅仅是直接的法律问题。这意味着你可以“凝视着角落”,看看出现了什么,以及它如何影响你的业务,不仅在法律上,而且从运营的角度来看。例如,上周批准的新欧盟数据隐私法已经待批准了四年左右的时间。一名战略型律师通过立法程序遵守法律,并已了解其基本参数及其如何影响业务和/或推动业务变化。这位战略型律师已经多次向他们的老板和/或管理层介绍了法律,并让他们及时了解最新动态。此外,他或她已经聚集了一个跨职能团队,现在已经为刚批准的法律做好了准备。而非战略型的律师知道法律正在审理中,但是一旦法律通过或实际生效,他或她就会开始处理这项法律。要从战略角度思考,你必须不断扫描有风险的范围。请记住,范围是全球性的,而不仅仅是你的国家。一个想法是建立一个“风险地图”(有点像著名的棋盘游戏),你知道:(a)你们公司经营的所有国家; (b)每个国家的前三或四个问题(目前和可能在未来三年内产生); (c)您计划如何监控这些风险并在风险发生时采取行动。这不仅仅是简单地跟上新闻和相关行业出版物的复杂性。例如,委内瑞拉的货币兑换问题对你来说似乎很遥远,但它们给在那里开展业务的外国公司带来了许多问题。一位战略型律师正在从多个有利位置观察问题,并且已经在考虑货币问题对他或她的公司意味着什么(而不仅仅是法律问题),如果这是一个问题,外部各方可能会有帮助或有害,所有这些都非常重要的原因在于,所有这些都非常重要,因为业务最终需要的是尽可能多的提前期来考虑和适应可能影响业务的(法律或其他方面的)变化。




6. 树立在公司管理团队前的表现。


你想引起总法律顾问和其他公司高管的注意。首先要记住的是,与副总统或更高级别的每次互动/会议/对话都是总法律顾问工作的试镜。他们会记得,你是一个小丑,还是一个他们在公司诉讼或重大并购交易的情况下运行法律程序时信任的人。我并不是说你不能有幽默感或让周围的人感到愉快,只要明白你从谈话的方式到穿衣的一切都是关于你的。在与您的业务往来时,请务必花时间作为“执行材料”。其中很大一部分将涉及您如何向观众“提出”法律问题和建议 - 从与夏季实习生的棕色书包装的午餐到董事会会议。每个人都希望看到他们律师的庄严。您是否可以将复杂的法律问题纳入非律师可以理解的环境中?你能成为一名“老师”吗?你是不是自言自语或过于健谈(提示:拥抱简洁)?在会议上,要考虑好问题(表明你正在注意)并在适当的时候提出可靠的观点或观察。你应该自信而不是傲慢。也不要试图伪装。如果你不知道答案,那就说出来并承诺尽快得到答案。记住基础知识 - 坐直,不要懈怠,保持良好的目光接触。能够自己思考(但是要参加会议,你已经考虑过你可能被问到的问题的类型和并想好了答案)。如果你想成为未来的总法律顾问,现在就开始像一个总法律顾问一样行动,说话和穿衣。



7.提高您的法律技能和资历。


您可能认为当地律师协会的就业法部门的主席是平凡的,但对于非律师(例如,人力资源主管),它可能会非常令人印象深刻。获得数据隐私法认证可能只是在您已经知道的事情上留下印记,但在当前的网络风险环境中拥有它是一个很好的凭据。这里的重点是始终寻找提高您的法律技能和资历的方法,因为当您担任总法律顾问职位(与您当前的雇主或其他公司)时,这些方法意味着什么。寻找您真正有兴趣增强或发展技能的领域,或对公司重要的领域(例如合规计划)。加入并积极参与重要的法律组织,例如ABA委员会或您当地的ACC部门。为州律师协会杂志撰写文章。选择专业领域并专注于该领域。例如,法律的许多领域通常是总法律顾问背景的一部分,例如公司治理,风险管理,监管和调查。开始写博客并成为这些类型问题的权威,例如: “关于公司治理法律的史密斯。”你不必写一篇关于这个主题的论文,但在你的简历上有这样的证明可以显示CEO,Boards等,你可以深入到法律的一个重要领域。



8.增强您的非法律技能和证书。


只是做一名优秀的律师还不够。 C-Suite和董事会需要一位不仅仅具有法律技能的总法律顾问。事实上,如果你被认为是负责最重要的工作,他们会认为你有这些技能。成为更有吸引力的候选人的方式是能够展示重要的非法律技能。上面讨论了其中一些,但这里有一个很好的列表,你可以关注:


裁判,包括道德和诚信(总法律顾问工作将涉及在信息不全的情况下在对与错的灰色地带做出决策)

法律预算和预测

商业和财务敏锐度(例如,了解资产负债表,损益表和现金流。考虑获得“迷你MBA”。)

利用法律战略推进商业利益(例如,知识产权问题)

想想“大局”

容易合作/决策影响力/自我意识

推进/“完成任务”的能力

能够发现风险并在问题发生之前采取行动

能够有效地“分类”问题/权衡多个数据和结果

纪律和驱动 - 第一个入局,最后一个出局

危机管理技巧/平息风暴

全球性思考/理解不同文化

对技术问题感到舒适/愿意尝试新事物


这是一个很长的清单,我可以列出许多其他的东西。这里的重要教训是寻找允许您开发和演示这些技能的项目和情境。没有人会教你道德和诚信,你会每天都展示它。同样,基于对法律,业务和竞争格局的良好了解,您可以在战略上使用法律来寻找机会。




9.寻找有资格接触高级管理层的复杂项目。


我从一些为我工作过的公司律师那里听到的一个问题是,当我们的部门人员很精简,晋升或成为管理人员的机会有限时,他们如何发展“管理技能”。这是一个难以解决的问题,尤其是在规模较小的法律部门。解决这个问题的一种方法是找出每个公司都有的“混乱”的跨职能问题(并建立一个团队来解决)。要求有机会成为这些项目的“法务”人员,或者更好的是要求领导项目团队。这些类型的项目通常都很引人注目,可以为您提供真实的与管理人员和上进的人一起工作的经验,在多个业务和员工团队中工作和合作,处理最后期限和压力,为业务负责人准备报告和演示文稿,以及 - 最重要的是 - 接触高级管理层。有工作意愿和在自己舒适区以外工作的律师会受到关注。




10.认识到法律部门和公司的权力动态。


对不起,如果我是第一个告诉你这个,但每个法律部门和每个企业都带有“政治”和权力动态。有些不是很糟糕,有些非常糟糕。如果你想要找到最好的工作,你需要能够“阅读房间里的人”。学会了解是什么在激励这些人,是什么驱使他们,他们的目标是什么。首先要成为法律部门的好同事。接下来,结交朋友并在法律部门之外建立积极的关系,特别是那些可能与您同时晋升的人,例如,有一天,28岁的分析师将成为48岁的管理公司的高管。最重要的是,在您作为法律顾问的工作中,努力保持中立和透明。请记住,您的客户是公司,而不是任何特定的个人。如果你愿意,企业将需要一位值得信赖的顾问,一位“consigliere”。通过您的行为和自由裁量权赢得信任。但最重要的是,通过提供好的深思熟虑的建议来赢得信任。


如果您想成为总法律顾问,您可能需要对您当前公司的机会保持现实。你可能不是该部门唯一一个考虑这个工作的人(竞争总是好的)。可悲的是,公司往往会忽视他们自己组织中的人才,并且会招聘外部人员,或者他们 - 错误地认为 - 提议的内部继任者中不具备能力。务必向您的经理(以及总法律顾问)宣传您的全部技能,但要知道最终您要对自己的职业生涯和寻找机会负责。人们很少被“发现”。此外,你可能不得不离开。没有什么不妥。了解您所在地区的法务招聘人员。他们所需要的只是一份好的简历,并且知道如果有任何机会,你有兴趣听取他们的意见。这并不意味着你将离开现在的位置,但它会让你的选择保持开放。您可能还认为,作为总法律顾问并不是您在职业生涯中所寻求的。那也没关系。这不是一个适合每个人的职位,有时只作一个十足优秀的律师就足够了。但是,如果你有动力和愿望,现在是时候开始创建你的计划,以达到顶峰。


斯特林米勒

2015年12月21日


Source:https://www.wrays.com.au/insights/the-impact-of-brexit-on-uk-european-patents/

Each article is copyrighted to their original authors. The news is for informational purposes only and does not provide legal advice.


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