The external/in-house cost analysis can undervalue in-house lawyers, argues Fernando Garcia
Working as an “Only Legal Officer” can be terrifying, but the rewards are great
Legal Innovation Summit in rural Ontario draws practitioners to a non-wired weekend
Fernando Garcia’s timeless lesson from labour-relations class
To be truly successful, a lawyer must create and develop a strong legal team
On June 13, 2019, the unthinkable happened: The Toronto Raptors became NBA champions. This was historic, as no Canadian NBA team had ever achieved this feat before. Throughout the year, but especially into the playoff run, the entire country came together to support this team. On the victory day, close to three million fans took to the streets to celebrate. However, apart from the wonderful sporting spectacle and achievement, the Raptor’s 2019 season also holds very important strategic-leadership lessons for us as business and legal professionals.
Who are you? No really, who are you? More importantly, who are you when you are at work, in social environments, in networking environments and, most importantly, when you finally get home and you get into your pyjamas? These are just some of the points we spoke about at Leading Change: Leadership Development Bootcamp for Racialized Lawyers, held May 16 in Toronto.
So, here are a few tips and lessons that I take from my experience, with the hope that it can assist junior associates and in-house counsel looking to boost their profile or become increasingly involved in initiatives within the legal profession:
I was recently part of a panel at the 3rd Annual Disruption in Legal Practice program at Osgoode Hall Law School. In discussing the changing legal practice, our panel was asked an interesting question which, at first blush, seemed simple and straight forward to answer. Upon reflection, the response became detailed and complex. The question was: how does the role of in house counsel differ from a private practice lawyer (within this group I include lawyers in mid-to-large-size law firms and boutique law firms) and which unique skills are needed to succeed in the in-house role? The old rule applies, that if one person asks, there are many others with the same question.
On Feb. 20, I attended the Women in Governance Annual Recognition Gala. This was a celebration of public companies that made a commitment and achieved at least 30 per cent female representation within their boards. It was inspirational to hear about the shared experiences and the strategic business decisions that drove these companies to make a commitment to actively promote equity within their governance board.