When overseeing legal teams across multiple territories, general counsel requires robust company support between different jurisdictions. Rising globalisation means managing diverse legal systems, shifting regulatory requirements and varied business priorities. Additionally, legal leaders must bridge cultural divides and maintain seamless operations across different time zones to mitigate risk and enhance efficiency.
Structuring a Global Legal Team
Legal functions often evolve in a piecemeal fashion through organic growth or acquisitions, resulting in decentralised teams reporting into local management. A more effective approach involves the general counsel taking charge of all company support between different jurisdictions, which delivers:
- A unified standard for legal service delivery and quality
- Enhanced knowledge sharing and cross-border collaboration
- Strategic allocation of resources for global and head office projects
- Clear career development paths for local lawyers
- Economies of scale and cost savings
Centralisation can encounter pushback from local leaders concerned that global priorities will eclipse regional needs. To secure buy-in:
- Obtain visible executive endorsement by highlighting cost and efficiency gains
- Emphasise how global oversight enriches local expertise and insights
- Build trust through regular dialogue with local management and by demonstrating support
Recruiting Local Lawyers
Deciding whether to appoint in-house counsel in every jurisdiction or rely on a head office, regional hub, or external firms is crucial. In markets with complex regulations or high-volume contract negotiations, local expertise becomes indispensable.
Key considerations include:
- Understanding local legal qualifications, regulatory frameworks and privilege rules
- Leveraging trusted recruitment agencies or collaborations with established law firms
- Anticipating longer hiring cycles in unfamiliar regions and using interim secondees to fill gaps
Onboarding new recruits at the head office fosters alignment. Early visits allow local lawyers to:
- Meet the global leadership team
- Immerse themselves in corporate culture and strategic objectives
- Learn reporting protocols and legal risk frameworks
Scheduling early check-ins and involving them in cross-jurisdictional projects helps them become embedded quickly.
Communicating and Managing Across Time Zones
Regular in-person gatherings help build rapport and strengthen the delivery of company support across different jurisdictions. Aim for annual global meetings or regional gatherings for larger teams to:
- Forge stronger interpersonal bonds
- Review global risk management metrics
- Align legal strategy and training
For solo practitioners in remote locations, set fixed online catch-ups. A minimum of three or four face-to-face visits per year fosters connection.
Creative solutions include:
- Buddy systems pairing local and HQ lawyers for mutual mentoring
- Cross-jurisdictional interest groups on topics such as data protection or anti-bribery
- Utilising differing time zones for continuous workflow by assigning tasks to teams in earlier hours
Secondments or remote role swaps provide invaluable cross-border exposure, even if conducted virtually.
Navigating Cultural Differences
Adequate company support across different jurisdictions requires more than translation. It requires understanding how in-house lawyers are perceived in each region. In some markets, they may be seen as facilitators rather than risk controllers.
Practical cultural considerations:
- Varied work-week patterns and statutory rights
- Local holidays, customs and lifestyle expectations
- Potential miscommunications despite fluent English—consider training on indirect communication and colloquialisms
Investing time in cultural fluency prevents misunderstandings and ensures local teams feel supported rather than policed.
Knowledge Management and Sharing
A robust knowledge management system underpins company support between different jurisdictions. Key features should:
- House precedents and legal guidance
- Enable questions and peer collaboration across borders
- Encourage contributions from all team members, including the head office
Customise the platform using feedback from local teams to ensure relevance and adoption.
Aligning Goals and Legal Department Strategy
Precise alignment between the legal department’s strategy and local objectives prevents friction. Beware of the “Safety” check—Same As (HQ) Except For—where minor HQ requirements create undue local complexity.
To strike the right balance:
- Prioritise initiatives based on risk level, business value and jurisdictional nuance
- Consult local teams on proposed requirements before finalising goals
- Transparently explain the rationale for decisions to maintain trust and unity
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