David Cambria, Director of Global Operations – Law, Compliance and Government Affairs, Archer Daniels Midland, has joined the Institute for Law Department Excellence Faculty staff.
David is an attorney and proven leader with broad business, legal and technology experience who engages and influences stakeholders across organizations to realize improved business outcomes and returns on investment. Continually seeks out the “voice” of employees, clients, end users and executives to gain insight necessary in formulating the vision, strategy and action plans for technology-enabled process improvement and organizational transformation. Possess a natural talent for understanding of the impact of operational and organizational change on technical implementations and business functions. Extensive experience defining and prioritizing goals to inspire and motivate high performing teams in an entrepreneurial and ever changing environment. Creative thinker and intelligent risk taker who drives efficiency and scalability while effectively aligning resources to the needs of the businesses. In depth understanding of foreign and domestic organizations, professional services, technology, finance/risk management, and insurance. Proven ability to identify and execute on cost savings and integration strategies. Published business author.
Kraft Foods’ LDO, Scott Rosenberg, and Rockwell Automation’s LDO, Lisa Girmscheid, Join the “Institute’s” Faculty.
The “Institute,” that is, the Institute for Law Department Excellence (ILDE™), adds two more Faculty members: Scott Rosenberg, Kraft Foods, and Lisa Girmscheid, Rockwell Automation.
Scott recently arrived at Kraft Foods to manager their law department operations coming from his own consultancy, TopRate Services, LLC. Before that, he held roles at Huron and Baker Robbins. Read more here.
Lisa Girmscheid has been managing Rockwell’s law department for about six years. Lisa is active in ILTA, published many times, and an outspoken leader in the LDO community. Read more here.
Check out the “Institute’s” full Faculty member line up here.
The Institute for Law Department Excellence
There’s a group for General Counsel: General Counsel Forum. There’s an association for attorneys: Association of Corporate Counsel. There’s even an association for paralegals: the Association of Legal Assistants/Paralegals. But, what’s out there for LDOs?
Introducing the Institute for Law Department Excellence, a learning and support community for in-house professionals tasked with running the business of the law department so the attorneys can do what they do best, practice law.
Headed by former Senior Director of Operations for Dynegy Inc., Bill Young, the “institute”, as he affectionately calls it, could be just what you’re looking for. (view ilde website)
Tips for increasing your efficiency
Jillian Hirsch, InsideCounsel
On a daily basis, attorneys are battling to manage competing priorities. Faced with overwhelmingly long to-do lists at both work and home, they often find themselves feeling like they cannot possibly do it all. This three-part series offers practical and useful time management tips that aim to help these attorneys realize they “can do it all” and do it well. (read the article)
While ILTA may be best known for law firm technology folks, there is a growing trend in the corporate space. Just ask Lisa Girmscheid, Legal Department Administrator at Rockwell Automation, “ILTA offers resources not only for LDO but also for my peers in IT, records management, finance, compliance, etc. Those co-workers can log in and take advantage of the valuable networking and education offered by ILTA. Of course, it’s also an excellent place to shop for a technology and at the same time privately ask peers about their experience with that product. Many Fortune 500 company members share their wisdom and experience with fellow ILTA members.” Lisa also resides on the Steering Committee for the Law Department Group.
ILTA is all about the “peer to peer” experience. They are very protective of their members, especially from would-be pesky vendors, who can become a bit annoying in associations like ILTA’s. And, I can’t fail to mention their online peer groups, ranging from the Law Department Group (all corporate and no firms) to Litigation, where you can start conversation threads with your peers without anyone else outside the group seeing it.
Check ILTA out today at iltanet.org and register for your FREE membership!
In-house counsel can take a lesson from the teamwork-heavy sport
Janice Block, InsideCounsel
Earlier this summer, the senior leadership team at my company engaged in a series of team-building sessions. The results were phenomenal, in large part because each of the participating leaders was open to the exercises and committed to the ultimate goal of becoming a high-performing team. (read the article)
Sonny Cohen, CorporateCounsel
Companies across industries and varying in size have a few things in common. One such common area is that all companies will at some time experience both internal and external conflicts, and the corporate counsel office can be a key to managing conflicts effectively. Conflict resolution is a basic responsibility of every in-house counsel in America, but after 16 years working in a franchise environment with AFC Enterprises Inc. and the Popeyes Louisiana Kitchen brand, it is my belief that the best outcomes are realized when conflict resolution is approached with common purpose, trust, and transparency. (read the article)
Vivia Chen, CorporateCounsel
I’m a big proponent of flexible working arrangements, so I don’t believe most people need to schlep to the office to do their jobs. I bet you can write an awesome brief or negotiate a terrific settlement in your pajamas from your cozy nest at home.
But just because you have the tools to do your job remotely (and you are happier and more productive when you do so), is it smart to work from home?
Not if you want to get ahead in your career, say business professors Kimberly Elsbach and Daniel Cable. Writing in the MIT Sloan Management Review, Elsbach and Cable find that employees who work remotely pay a price. Often, they “end up getting lower performance evaluations, smaller raises, and fewer promotions than their colleagues in the office—even if they work just as hard and just as long.” (read the article)
Timothy F. Bednarz, Ph.D., Leaders to Leader
It is unrealistic to expect that all forms of leadership are successful—because they are not. The nature of leadership is such that leaders are going to take risks and fail. An effective leader learns from failure and moves forward. However, there are failures in leadership not associated with risk taking that can undermine and paralyze an organization.
With any leadership failure, one must strive to distill the reasons and causes behind it. Such failures prevent leaders and their organizations from moving forward because the subsequent barriers and voids stifle a company’s ability to seek new opportunities. Consequently, the company will not be able to take advantage of situations that increase its competitiveness, productivity and market strength. (read the post)
Jeff Haden, Inc.com
I’m fortunate enough to know a number of remarkably successful people. Regardless of industry or profession, they all share the same perspectives and beliefs.
And they act on those beliefs:
1. Time doesn’t fill me. I fill time.
2. The people around me are the people I chose.
3. I have never paid my dues. (read the article)