Fred Krebs, is a senior adviser to the Association of Corporate Counsel, a strategic adviser to Clearspire, and an adjunct professor at Georgetown University Law School. He served as president of ACC from 1991-2011. He can be reached at email@example.com and follow him on Twitter @FrederickJKrebs.
Column: In-house Coach
Column: In-house Coach
Monday, 17 June 2013 00:00
Situational awareness is a relatively new term, applied most frequently by the military, emergency services, and air traffic control. It is a complex field and has generated much study and many definitions. One I like simply defines situational awareness as “being aware of one’s surroundings and identifying potential threats and dangerous situations.”
Monday, 20 May 2013 07:00
Monday, 15 April 2013 12:38
Monday, 18 March 2013 08:00
It is not surprising that lawyers like to benchmark. After all, we frequently rely on precedent when we make decisions. Of course, at its simplest, precedent (like benchmarking) merely compares what someone did previously to help decide what we do today. Many law departments use this technique to see how they stand relative to their peers and recognized leaders in key areas. The challenge is to identify a meaningful standard and actually take action when or if you come up short in the comparison.
Monday, 18 February 2013 08:00
Monday, 21 January 2013 08:00
While in London, England, last week, I had the privilege of attending a party to celebrate the launch of Tomorrow’s Lawyers, the fascinating new book by Richard Susskind. I fully anticipate this book — like its predecessor The End of Lawyers? —will stimulate much debate in the legal community. David Allgood, executive vice president and general counsel of the Royal Bank of Canada, calls it, “A must-read for anyone interested in the future of legal services.” I found it especially valuable as I work on a research project for the Association of Corporate Counsel to identify skill sets for the GC of the future.
Monday, 31 December 2012 08:00
We have all seen the articles about the increased influence of general counsel both in the boardroom and elsewhere, as well as the expanding role in the C-suite. However, in all the conversations about influence and stature we should not lose sight of the most basic responsibility of the general counsel — to be a good lawyer. Whatever other responsibilities you assume or roles you take on while practising in-house, your core and most fundamental responsibility is the legal health of your client, the organization. Thus, being a good lawyer comes before anything else.
Monday, 19 November 2012 08:00
Monday, 15 October 2012 08:00
I closed last month’s column on great leaders needing great followers with a comment about the importance of developing your own network of people whose judgment and discretion you can rely on. Let’s expand that thought.
Monday, 17 September 2012 08:00
During my tenure as president of the Association of Corporate Counsel I was privileged to work with many outstanding in-house practitioners willing to share their knowledge so others could learn from their experience. One such person was Bill Lytton, our 2002 board chairman. Stated simply, working with him made you better, and it was fun.