In his debut publication, How to Make In-House a Powerhouse: A Revolutionary Way of Working for In-House Legal Teams, globally recognized in-house legal advocate Shaun Plant makes the case for bringing project management into the remit of in-house legal. In this edited excerpt, he outlines four traits that typically underpin success in the role.
All project managers are individuals – and, as such, have different management styles. In a perception likely influenced by the construction industry, many people think of project managers as proverbial bulldogs, autocratic and constantly cracking the whip. There is often some truth to this idea, and it’s certainly one way to make sure that things get done. However, effective project management in the in-house legal sphere generally calls for a more facilitative approach.
There is no doubt that the autocratic style of project management has its place. It’s useful when you need to provide clear directions in order to close off long-standing issues; those situations in which the bulk of the work is complete, the team has moved onto more interesting work, and all that remains is make the order to dot the i’s and cross the t’s. However, the problem with extending an autocratic approach beyond this point is that, ultimately, it places all ownership and responsibility for executing the plan in your hands as project manager. While everyone else can follow along with the plan, they have little investment into whether or not it is successful.
A facilitative approach, on the other hand, is far more effective. As project manager, you are still responsible for ensuring that the plan delivers on its required output. However, by engaging everyone else involved in the matter at the planning stage, you can secure their buy-in, which will in turn increase your chances of successfully delivering the desired outcome.
While everyone has their own style and approach to planning and leadership, there are a number of skills and traits which most effective project managers have in common. These are:
As a project manager, you need to be able to make decisions and take action, sometimes on the basis of incomplete information – and show consistent confidence in your own judgment. In the event that further information comes to light further down the track which changes your decision, you need to be able to pivot accordingly. Because you are reliant on others to execute the actual work, you also need to be able to delegate effectively and show confidence in their ability to do so. Effective delegation is immensely powerful: it saves time, saves money, and motivates your team to do their best work. Ineffective delegation, on the other hand, leads to confusion, frustration, and waste.
Problem solving pervades project management, and many legal matters come into being to solve an organizational problem. However, as a project manager, legal problem- solving skills aren’t enough. You also need to know how to apply these skills to the processes and people working on the matter.
Communication is critical to project success. It often requires receiving, processing, and transmitting complex messages to and from a broad range of people. Strong communication requires a number of skills: the ability to deliver presentations, demonstrate active and passive listening, and read the responses of other people. Because meetings also fulfil an important function in project management, you also need to be able to manage and chair meetings to ensure that they are as effective and efficient as possible.
As project manager, you are likely to be tasked with delivering a matter without necessarily having direct authority over the team who will be responsible for carrying out the tasks involved. In many organizations, members of the project team will ultimately report not to you, but to a head of department who is responsible for their hiring, firing, and performance appraisal. As such, you may find yourself having to negotiate with this head of department to ensure that the right resources are made available at the right time. Team members are also likely to be working on other projects as well as yours, and are likely to require careful management to ensure that they prioritize your project where required.
When it comes to delivering effective in-house legal services, a facilitative approach will always win out – and as a project manager, embodying these skills and traits will set you on the path to success.
How to Make In-House a Powerhouse: A Revolutionary Way of Working for In-House Legal Teams is available in print, digital and audio formats. To get your copy, click here.
