This seminar is the second in a series of seminars uniquely focused on the in-house legal space. We were joined by market leading counsel including, Matt Sinnamon from ING Direct, Leslie Moore and Pip Dexter from Deloitte, Katrina Johnson from eBay and Chris Woodforde from Bridgewater Strategies on behalf of the College of Law. Please enjoy the presentation - if there is any more information you need please feel free to get in touch via LinkedIn. Phillip Hunter In-house Legal Consultant (Recruitment)

1. Fes$ve
Season
Kick
Off
&
Networking
Evening
In-­‐house
Seminar
II
–
October
28,
2010
DEVELOPING
THE
BEST
IN-­‐HOUSE
COUNSEL
Proudly
the
Major
Sponsor
of
the
2010
Na$onal
ACLA
Conference
WELCOME…

2. the best legal opportunitiessydney: 02 9233 7977 melbourne: 03 9938 8700 nc@nclegal.com.au www.nclegal.com.au

3. The
development
of
in-­‐house
legal
departments
is
an
increasingly
important
topic.
Legal
departments
are
growing
and
businesses
are
favouring
internal
legal
models
–
so
how
do
you
create
the
best
in-­‐
house
legal
counsel?
This
presenta$on
will
provide
an
insight
into
what
makes
a
successful
legal
team.
This
will
include;
! Hiring
and
iden$fying
talent
! Training,
developing
and
retaining
your
legal
counsel
! Team
management
and
structure
! Managing
and
developing
internal
client
rela$onships
INTRODUCTION
SEMINAR
II
DEVELOPING
THE
BEST
IN-­‐HOUSE
COUNSEL

4. CHRIS
WOODFORDE
Bridgewater
Strategies
College
of
Law,
Adjunct
Lecturer
MATT
SINNAMON
Head
of
Legal
&
Compliance,
Company
Secretary
KATRINA
JOHNSON
Director
of
Legal
Affairs
&
Company
Secretary
LESLIE
MOORE
–
General
Counsel
And
PIP
DEXTER
–
Human
Capital
Consul$ng,
Director
OUR
PRESENTERS

5. LESLIE
MOORE
General
Counsel
PIP
DEXTER
Human
Capital
Consul$ng,
Director

6. Leslie Moore, General Counsel, Deloitte
Pip Dexter, Human Capital Consulting, Director, Deloitte
Naiman Clarke
Developing the best in-house counsel
Thursday, 28 October 2010
The path toward
alignment:
lessons on the
journey

7. Introductions
7 © 2010 Deloitte Touche TohmatsuThe path toward alignment: lessons on the journey

9. Mitigate major strategic risks
Improve productivity in working
across boundaries
Improve resource alignment to objectives
across the organisation
Reduce strategy implementation costs
through targeted, efficient interventions
Getting As One right
9

10. As One Challenge – The Spam Act

11. Shared Identity

17. Shared Identity
17 © 2010 Deloitte Touche TohmatsuThe path toward alignment: lessons on the journey

18. Excerpts from the voting on Teaming and Recognition
Question: should we use consistent “Legal team” branding?
18 © 2010 Deloitte Touche TohmatsuThe path toward alignment: lessons on the journey
94%
6%
Yes
No

19. Excerpts from the voting on Teaming and Recognition
Question: should we combine the Legal section and Client Service Lawyers
section on DAIS (the Deloitte Intranet)?
19 © 2010 Deloitte Touche TohmatsuThe path toward alignment: lessons on the journey
100%
0%
Yes
No

20. Excerpts from the voting on Teaming and Recognition
Question: should we represent ourselves as the Legal team first and foremost
rather than emphasising sub-teams such as Disputes, Corporate, and
Commercial?
20 © 2010 Deloitte Touche TohmatsuThe path toward alignment: lessons on the journey
100%
0%
Yes
No

21. Excerpts from the voting on Teaming and Recognition
Question: should we agree on a blurb about the Legal team that we will all use as
a basis for introducing ourselves, for giving training, and for engaging in other
public tasks and presentations?
21 © 2010 Deloitte Touche TohmatsuThe path toward alignment: lessons on the journey
87%
13%
Yes
No

22. Shared Identity: As One Results for the Legal team
22 © 2010 Deloitte Touche TohmatsuThe path toward alignment: lessons on the journey

23. Shared Identity: As One Results for the Legal team (by
gender)
23 © 2010 Deloitte Touche TohmatsuThe path toward alignment: lessons on the journey

24. Shared Identity: As One Results for the Legal team (by tenure)
24 © 2010 Deloitte Touche TohmatsuThe path toward alignment: lessons on the journey

25. Directional Intensity

26. Lift the table using two fingers

28. Committed

29. Supportive

30. Undecided

31. Unaware

32. Opposed

33. Committed
Supportive
Undecided
Unaware
Opposed

34. Excerpts from the voting on the Legal team’s 2015 Strategic
Plan
Question: should we engage in business development with external clients or
potential clients (law firms, other professional services firms, etc)?
34 © 2010 Deloitte Touche TohmatsuThe path toward alignment: lessons on the journey
62%
38%
Yes
No

35. Excerpts from the voting on the Legal team’s 2015 Strategic
Plan
Question: should all team members participate in the firm’s Innovation program?
35 © 2010 Deloitte Touche TohmatsuThe path toward alignment: lessons on the journey
56%
44%
Yes
No

36. Excerpts from the voting on the Legal team’s 2015 Strategic
Plan
Question: should all team members participate in the Legal team’s Innovation
initiative?
36 © 2010 Deloitte Touche TohmatsuThe path toward alignment: lessons on the journey
75%
25%
Yes
No

37. Excerpts from the voting on the Legal team’s 2015 Strategic
Plan
Question: should all team members engage in networking (building relationships
that may or may not lead to work for the firm)?
37 © 2010 Deloitte Touche TohmatsuThe path toward alignment: lessons on the journey
62%
38%
Yes
No

38. Directional Intensity: As One Results for the Legal team
38 © 2010 Deloitte Touche TohmatsuThe path toward alignment: lessons on the journey

39. Common Interpretation

40. What do you see?

42. DIRECTIVE
EMERGENT
CREATIVE
SCRIPTED

43. Architect & Builders
43

44. Common Interpretation: As One Results for the Legal team
44 © 2010 Deloitte Touche TohmatsuThe path toward alignment: lessons on the journey

45. Captain & Sports Team
45

46. Concluding Reflections
46 © 2010 Deloitte Touche TohmatsuThe path toward alignment: lessons on the journey

47. General information only
This presentation contains general information only, and none of Deloitte Touche Tohmatsu Limited,
Deloitte Global Services Limited, Deloitte Global Services Holdings Limited, the Deloitte Touche
Tohmatsu Verein, any of their member firms, or any of the foregoing’s affiliates (collectively the
“Deloitte Network”) are, by means of this presentation, rendering accounting, business, financial,
investment, legal, tax, or other professional advice or services. This presentation is not a substitute
for such professional advice or services, nor should it be used as a basis for any decision or action
that may affect your finances or your business. Before making any decision or taking any action that
may affect your finances or your business, you should consult a qualified professional adviser. No
entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person
who relies on this publication.
Confidential This document and the information contained in it is confidential and should not be used
or disclosed in any way without our prior consent.
About Deloitte
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited
by guarantee, and its network of member firms, each of which is a legally separate and
independent entity. Please see www.deloitte.com/au/about for a detailed description of the legal
structure of Deloitte Touche Tohmatsu Limited and its member firms.
Deloitte provides audit, tax, consulting, and financial advisory services to public and private clients
spanning multiple industries. With a globally connected network of member firms in more than 140
countries, Deloitte brings world-class capabilities and deep local expertise to help clients succeed
wherever they operate. Deloitte's approximately 169,000 professionals are committed to becoming
the standard of excellence.
About Deloitte Australia
In Australia, the member firm is the Australian partnership of Deloitte Touche Tohmatsu. As one of
Australia’s leading professional services firms. Deloitte Touche Tohmatsu and its affiliates provide
audit, tax, consulting, and financial advisory services through approximately 4,500 people across
the country. Focused on the creation of value and growth, and known as an employer of choice for
innovative human resources programs, we are dedicated to helping our clients and our people
excel. For more information, please visit our web site at www.deloitte.com.au.
Liability limited by a scheme approved under Professional Standards Legislation.
Member of Deloitte Touche Tohmatsu Limited
© 2010 Deloitte Touche Tohmatsu

48. KATRINA
JOHNSON
Director
of
Legal
Affairs
&
Company
Secretary

49. Katrina
Johnson
Director
of
Legal
Affairs
and
Company
Secretary
eBay
Marketplaces
E:
katrina.johnson@ebay.com
P:
+612
8288
0024
F:
+612
8288
0001

50. MATT
SINNAMON
Head
of
Legal
&
Compliance,
Company
Secretary

51. THE LIFECYCLE OF THE LAWYER
DEVELOPING THE BEST IN-HOUSE COUNSEL

52. THE LIFECYCLE OF THE LAWYER
! Recruit
! Retain
! Release

53. RECRUIT
! Screening
! Assumptions
! Fit

54. RETAIN
! Expectations
! Motivations
! Goals and challenges
! Continued improvement

55. RELEASE
! Performance management
! Termination

56. CHRIS
WOODFORDE
Bridgewater
Strategies
College
of
Law,
Adjunct
Lecturer

57. 2010
Developing the Best In-house
Counsel
Training and developing in-house lawyers
Chris Woodforde, The College of Law

58. Nature of the challenge
• How do you help people gain skills,
experience and knowledge?
• How do you broaden and deepen your
own experiences?
• How do you or the people on your
team prepare for new challenges?
• How does ACLA help the profession
and its members to prepare?

59. Masters of Applied Law (In-
house Practice)
• Practical problem-based Masters degree
• Uses a range of reading materials sourced
from a diverse set of sources rather than
black letter law
• Designed by the College of Law in
consultation with Australian Corporate
Lawyers Association (ACLA)
• Unique in its focus on government and
corporate in-house practice
• Broad based student enrolment –
PQE, seniority and geography

60. Masters of Applied Law (In-house Practice) con’t…
Developed specifically for the needs of:
• corporate and government lawyers who want
to expand their skills and knowledge
• lawyers in private practice looking to move
an in-house role
• lawyers in private practice wanting to better
understand their corporate or government
clients

61. How the course operates
• Delivered online, with occasional face-to-face
or real-time activities
• Seven subject Masters, four subject
Graduate Diploma
• 10 subjects to choose from with a
government or corporate focus
• Varied practical assessment – board papers,
mediations, tender panels, drafting
policies/legislation
• Two 15 week semesters per year – March and
August

62. For more information
• Attend an online information session
on Wed 17 November via web
conference (1/2 hour duration)
• Email alp@collaw.edu.au for details or
call Angie Zandstra on 9965 7104
• Visit www.collaw.edu.au/alp

63. IN-­‐HOUSE
COUNSEL
NETWORK

64. From
the
In-­‐house,
Private
Prac$ce
and
Support
teams
at
Naiman
Clarke,
we
wish
you
a
safe
and
happy
Fes$ve
Season.
THANK
YOU