The Effective Act of Listening

With GCs and other business leaders facing such incredible challenges, how do lawyers continue to manage clients' transactional, litigation, compliance and regulatory needs, among others, while simultaneously providing professional, and even personal, support? This level of attention and client dedication, while time consuming, is both appropriate and necessary — and it must be intentional, tailored to each relationship and circumstances.

Not-So-Fun Factoids (And a Good One)

A March 2020 Corporate Counsel article highlighted the COVID information fatigue that in-house counsel were already facing — in March — a relatively early phase of this long and tortured global event. (See, "In-House Lawyers to Law Firms: Enough Already With the Coronavirus Webinars.") In this brief, yet highly relevant piece, one source was quoted to say, "only two law firm partners have called". She went on to note that she had received numerous updates on force majeure (and likely other topics), which were most assuredly sent from well-meaning, client-focused firms. [Note that providing such resources is vital and — they are an important part of good, if not great, client service. In fact, many Requests for Proposal (RFPs) for legal services ask firms to include a summary concerning their "Value-Added Services," which anticipates such informative resources, as they should].