Knowledge

Assessing the CLO-CEO Relationship

As a chief legal officer, you probably spend a significant amount of your time managing relationships: with the lawyers in your team of course, with your external advisors, with your internal clients (business units, line managers, corporate officers), with the heads of other departments (finance, tax, IT, HR, purchase, etc.), and, last but not least, with the top management. Developing and maintaining a special relationship with the CEO’s office is a top priority for most CLOs. Here is a checklist to assess how you perform in this area. If your answer to all questions is “yes”, wow! If you have many “no’s”, it’s time to think about it…

1. Does the CEO involve you in the overall strategic decision-making process for the organisation?
2. Are you able to discuss management and strategic issues beyond the strict legal perspective?
3. Do you have the guts and the skills to challenge the CEO in a constructive but assertive manner?
4. Does the CEO listen to you when you challenge him?
5. Is there a clear (written) understanding between the CEO and you as to the mission and key responsibilities of the law department?
6. Does the CEO take legal risk management seriously?
7. Does the CEO show interest and actively support the projects and programs of the law department that affect the organisation, such as compliance programs, training programs on legal issues, and contract management policies?
8. Does the agenda of the legal department reflect the strategic priorities of the organisation? Is it in line with the strategic agenda of the CEO?
9. Do you regularly report to the CEO on main legal issues?
10. Do you get the budget you need to conduct the programs you want to? 

Antoine Henry de Frahan | 16 August 2006 |