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Author:   Catherine McGregor
Publisher:   Globe Law and Business Ltd
Imprint:   Globe Law and Business Ltd
ISBN:  

9781787423268

ISBN 10:   1787423263
Pages:   423
Publication Date:   11 August 2020
Audience:   Professional and scholarly ,  Professional & Vocational
Format:   Hardback
Publisher's Status:   Active
Availability:   Out of stock  
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Table of Contents

Acknowledgements 7 Introduction 11 Part I: Purpose 23 1. Why are we here? Why defining purpose matters 25 2. Bigger than you and me: purpose and values 31 3. Simon Sinek: start with why 37 4. Purpose in practice 45 5. Purpose versus… purpose? The challenge of wearing two hats 55 6. Case study: setting a meaningful and sustainable purpose – The Crown Estate 65 Part II: Culture 83 7. Why culture? 85 8. What creates a good corporate culture? 97 9. A sense of purpose and culture creation 109 10. Case study: the Pearson legal department – from Project Roadmap to Ethos 117 Part III: Leadership 135 11. Leading versus managing 137 12. The need for self- leadership 143 13. Lawyers and leadership 149 14. Servant leadership: lessons from the military 169 15. Leadership case studies 181 Part IV: Talent 201 16. The need for talent 203 17. In-house lawyers and the definition of talent 213 18. Putting talent to work: how lawyers work and how that is changing 221 19. Whose talent is it anyway? Diversifying the workforce 231 20. Futureproofing: redefining talent and redefining expertise 239 21. Future talent: Schlumberger’s marriage of people, process and technology 247 Part V: Creativity 23. Creative cultures: freedom and discipline 269 24. Debunking the myths of creativity – or why anyone can be creative 279 25. Divergent thinking 283 26. A framework for thinking differently: legal design thinking 295 27. Tears in the rain: the lawyer/non-lawyer conundrum 301 28. Case study: playing with your head up – the Royal Bank of Scotland’s outsourcing, technology and IP legal team 305 Part VI: Collaboration 319 29. Working together 321 30. Internal collaboration 331 31. External collaboration 343 Part VII: Innovation 353 32. Innovation: starting with the right question 355 33. Theories of innovation 361 34. Why legal teams need to innovate – and how they can do so 373 35. Innovation strategy 379 36. Case study: DXC Technology – a new blueprint for legal teams 391 Conclusion 405 About the author 411 Index 413 About Globe Law and Business 423

Reviews

This is a must-read for any in-house counsel who wants to lead their department into the future. Catherine McGregor offers excellent insights and thought-provoking perspective about blending traditional business thinking with best in class in-house counsel practices.This book is an essential guide. -- Karen Dillon, What drives this book is the observation that business law is often insular in terms of the frameworks of understanding its uses. For in-house legal departments new ways of thinking are crucial. The good news is that this work is packed with learning not just from the business world but from in-house counsel who are applying their legal skills broadly and in new ways. Collaboration is key, thinking creatively need not induce terror in any of us and, preparation, process and focus are what really matter when you seek to innovate. Dr McGregor's work will stimulate much thought about how businesses can attract better and more fulfilled lawyers. -- Eamonn Kennedy, Catherine McGregor is a thought-leader and visionary at the forefront of in-house counsel operations. She has cleared the path for future conversations about leadership, management and culture. Her insights are ones that should be treated as gems. -- Deborah Farone Modern general counsel and senior in-house lawyers are expected to be business leaders not simply good lawyers. Even lawyers with a first-rate legal education are not typically provided education on the business concepts included in this book. With her experienced lens into successful in-house legal teams, Dr. McGregor translates important business frameworks, such as purpose, culture and collaboration, to the business of leading law departments. I could not agree more with the author's statement that particularly for in-house lawyers - the more senior they become, the more empathy trumps legal skills.... -- Michelle Banks

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