Fred Krebs

Fred Krebs

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 and follow him on Twitter @FrederickJKrebs.

Column: In-house Coach
b_150_0_16777215_00___images_stories_01-INHOUSE_Standard_photos_fred_krebs.jpgI recently read a thoughtful open letter to general counsel and law firms written by Daniel Desjardins, general counsel of Bombardier Inc. Stated simply, this letter offers sound advice.
b_150_0_16777215_00___images_stories_01-INHOUSE_Standard_photos_fred_krebs.jpgRegular readers will know well the challenges facing today’s general counsel. After all, much has been written about them and, more significantly, you live them each day.
Monday, 17 February 2014 08:00

General counsel as innovators?

b_150_0_16777215_00___images_stories_01-INHOUSE_fredkrebs.jpgI closed my previous column about the ACC Report on skillsets for the future general counsel with the thought that general counsel have a significant opportunity to help lead corporate innovation.
Monday, 30 December 2013 08:00

Skill sets for the future general counsel

b_150_0_16777215_00___images_stories_01-INHOUSE_fredkrebs.jpgThe Association of Corporate Counsel recently released its first executive series report“Skills for the 21st Century General Counsel.” It contains a wealth of information useful to current GCs and those who aspire to that role. I had the pleasure and privilege of working on this project.

b_150_0_16777215_00___images_stories_01-INHOUSE_Standard_photos_fred_krebs.jpgThe increasingly global scope of the in-house practice came clearly into focus at the recent Association of Corporate Counsel Annual Meeting.  The 2,000 in-house counsel attending the conference included representatives from nearly 40 countries. The more than 130 exhibitors included vendors, law firms, and legal service providers from around the world.  And, many of the over 100 program sessions were specifically styled as providing “the global perspective.”  
Monday, 21 October 2013 08:00

So you want to teach law school

b_150_0_16777215_00___images_stories_01-INHOUSE_Standard_photos_fred_krebs.jpgIn a few days I leave for Los Angeles and the Association of Corporate Counsel Annual Meeting for which I organized a session for those interested in teaching at law school. The response to what was to be a small, informal breakfast conversation with a few ACC members who currently teach at their local law school has been incredible. We had to change rooms as we now have over 200 registrants for this early morning session that does not even offer CPD credit.
Monday, 16 September 2013 09:00

We are not quite perfect

b_150_0_16777215_00___images_stories_01-INHOUSE_Standard_photos_fred_krebs.jpgAs hard as it may be for some to believe, in-house counsel are not perfect! The legal media and blogosphere are filled with criticism of law firms and the legal profession by in-house counsel (and others) for their lack of business acumen, high costs, continued use of the billable hour, unsustainable business models, poor communication skills, and so on. You see less criticism of the in-house community and when you do it frequently addresses the failure to exercise fully their influence when dealing with law firms.
b_150_0_16777215_00___images_stories_01-INHOUSE_fredkrebs.jpgSome time ago I interviewed several Association of Corporate Counsel leaders and legal officers from across the globe to gain their insight into the law department strategic planning process. The 10 simple rules I gleaned from their experiences remain valid today.
b_150_0_16777215_00___images_stories_01-INHOUSE_fredkrebs.jpgI saw a recent article about lawyers working together that renewed my interest in generational diversity and caused me to think once again about the challenges of a multi-generational workplace. For most of us, the demographics of our professional environments cross three or even four generations. Thus, we face the challenge to avoid what the Conference Board of Canada has referred to as the “generation wars.”
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.”
So, what does situational awareness have to do with today’s in-house counsel? I believe that to be effective in-house counsel must practise good situational awareness in at least three areas: law, finance, and technology. Today I will focus on technology and save legal and financial situational awareness for another day.*
For in-house counsel, situational awareness may simply be knowing what is going on around you and its effect on your goals. Effective communication, understanding expectations, and careful monitoring of what is happening are especially important. Your training and experience also affect situational awareness. These concepts are both familiar and important to in-house counsel.
A few weeks ago, I spoke with a global search consultant about what it takes to be a good general counsel. Among other things, she described the importance of understanding the implications of technology and how to use it as an increasingly necessary skill set.
This got me thinking about two columns [] by Casey Flaherty, corporate counsel for Kia North America, describing how and why he audits his outside firms for their basic tech skills. Then, a few days ago, I saw another story about Flaherty entitled “Big law whipped for poor tech training” [] describing his keynote address about his tech audit at LegalTech West Coast.
Flaherty has long been frustrated by large bills for routine commodity matters, just like many other in-house counsel. In his eyes, law firm inefficiency is a major factor. He requires a firm to provide a senior associate to be tested on several basic skills such as using Word and Excel. Nine firms have taken the test and all have failed. He contends this results in higher bills and he takes five per cent off every bill until they pass the test.
Flaherty recognized a problem most of us face: We rarely use all of the technology tools available to us and the ones we do use we generally do not use to full capacity. (As I type this column, I am well aware that my Word and Excel skills are limited. I suspect the same is true for you as well.) Most significantly, Flaherty now uses this information to help his client.
I asked Jeff Brandt, the editor of Pinhawk, a daily law technology digest, about technology and situational awareness. He readily identified two “potential threats and dangerous situations” directly applicable to in-house counsel.
First, he noted the importance of cyber security and hacking for both corporations and law firms. He cited Bank of America auditing the cyber security practices of its law firms and the effort by Chinese hackers to scuttle the attempted takeover of Potash Corp. of Saskatchewan Inc. by BHP Billiton Ltd. a few years ago. Second, he referenced e-discovery and records retention, two issues that have been well documented in recent years as major concerns for in-house counsel.
These are but a few examples of how situational awareness can help you do a better job for your client. Indeed, for some it has become a minimum standard for professional competency. Last August, the American Bar Association stated that minimal professional competency includes keeping up with “the benefits and risks associated with relevant technology” in a comment to Rule 1.1 of its Model Rules of Professional Conduct.
How do you keep up to date without becoming a technological guru? I suggest a subscribing to a newsletter on legal technology issues. You might also consider joining a networking group that deals with IT and legal technology issues or simply checking out online technology resources from a variety of law and bar associations.
As one security expert asserted, albeit in a different context, situational awareness is more of a mindset than a hard skill. One does not have to be an expert; anyone with the will and self-discipline can exercise good situational awareness.
All in-house counsel should keep this in mind.
* I fully recognize that the “potential threats and dangerous situations” normally faced by in-house counsel are not equal to the challenges faced by the military, first responders, and others who first developed the concept of situational awareness.
b_150_0_16777215_00___images_stories_01-INHOUSE_Standard_photos_fred_krebs.jpgSituational 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.”
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