The sessions will be held at the Institute of Directors, 116 Pall Mall, London, SW1Y 5ED

Maximum of 12 participants

To reserve a place or make an inquiry, click here, and we will contact you with further details.

Managing Legal Resources in Recessionary Times

1. Analysis of how the Legal department is positioned within your organization.

What are your organisation's business objectives and what are the implications for the legal resources needed to support such requirements?

The workshop uses a method of analysis that provides an invaluable opportunity for you to make this assessment and to consider the implications for legal resources in your area of operation.

2. How to ensure that Legal is adding value and positively perceived.

How is the Legal department positioned within your organisation and what is the perception of the service level provided. How can this be improved? What does senior management consider to be ‘adding value' in your organization and does this match the compliance requirements?

3. Whether to ask for more/different resources.

We consider whether to make the case for more or different resources or whether to let the business initiate the request for the legal resources necessary to support your organisation's objectives and/or to minimise its risk.

4. How to respond to cost cutting requirements .

We have clearly moved into a deep recession in most if not all major markets. How can you best protect and preserve your legal budget and keep your team together in the face of reduced operating expenses? We will present some approaches to consider and discussion points that have been developed with the benefit of our experience of various legal departments.

Afternoon Session

Bringing the best out of your legal team in difficult times

1. Getting the balance right between autonomy and accountability

Your own management style, the personalities of the team members and the reputation of the department can be a volatile mix. You need to find the right balance.

2. Developing skills and capabilities without spoon-feeding or throwing in the deep end

Whilst members of the team have responsibility for their own development, you can do a huge amount to facilitate this. Staff who recognise the benefit of personal development are less likely to move on.

3. Being honest about what the future might hold

It's a brave or foolhardy manager who makes too many promises. In flat structures, promotion poses a problem and benefits packages are likely to be constrained. What can you do other than wring your hands?

4. Working out when to oppose and when to accept unwelcome corporate constraints

As a leader of the team, there are times when you will have to be an obedient citizen and others where you may have to be more demanding.

Participants at this session will receive a complimentary copy of The Best of John Adair