Senior Counsel, Meijer, Grand Rapids, MI

Interview conducted by Dawn Reamer, Aisin Holdings of America, Inc.

Our leader spotlight this month shines on Chris Haven, who recently joined the ACC Michigan Board in November 2017. Chris has already made great contributions through his participation and involvement with creation of the West Michigan Committee. We are lucky to have Chris on the ACC Michigan Board.

What is your role at Meijer?

I am Senior Counsel at Meijer. I work in the commercial transactions group and have responsibility for supporting a variety of areas including procurement, supply chain, B2B, merchandising, and other areas as needs arise. The work here is appealing because I get to partner with different business areas and often find myself involved in challenging and interesting projects.

How long have you been in-house?

I have been in-house since 2004. I have worked at Meijer since 2012.

What career path led you to Meijer?

I started my career in a couple of smaller law firms in the Detroit area. A significant percentage of the firms' clients were small businesses that did not have legal personnel on staff. So I was able to work on a broad variety of matters ranging from contracts to commercial litigation to employment law. A few years into my practice I realized that I wanted more involvement with the day-to-day business operations than I could get as an outside attorney. That's when I started looking for in-house opportunities. Soon after that an opportunity in Grand Rapids came up at Universal Forest Products. I worked there for over seven years before taking a position at Meijer.

What has been your most interesting project?

My involvement with contract lifecycle management has been my most interesting (and challenging) project. I was tasked with running point on this project when I first started at Meijer, and I've stayed with it ever since. The project has provided me with the opportunity to partner with cross-functional teams of leaders and to see the inner-workings of the company and the dynamics of the various functional areas. It's also been a great learning opportunity, working alongside a departmentally-diverse team to solve problems and implement solutions. Working on this project also prompted me to seek lean six sigma training and certification through Meijer's internal greenbelt program.

What has been the biggest surprise about being in-house counsel?

I've been pleasantly surprised at how well each of the attorneys and the support staff collectively worked together as a team. There is a very real sense that each contributor plays a role in advancing a common objective, which is doing what's in the best interest of the company. It is not uncommon for me to loop another attorney into one of my matters when it crosses into that attorney's subject matter area. And I've been pulled into matters in a similar fashion. It's a collegial environment that makes for a healthy and positive work experience.

How have you benefited from ACC over the years?

The content of the events and the networking with other in-house attorneys have been the biggest benefit. I think there is a "fellowship" of sorts that exists among in-house attorneys. The ACC provides opportunities to connect with peers and learn together in an environment that is geared towards the unique needs of in-house attorneys. The ACC has also afforded me the opportunity to gain committee and board experience. I started as a member of the Programming Committee, and then about a year later, was asked to join board of directors for the Michigan Chapter.

What contributions has ACC made to the in-house practice of law?

ACC has made a huge contribution by creating content that is relevant to the specialized needs of in-house counsel. These resources do not just focus on black letter law, but also on practical implementation of legal concepts, legal department management, and the personal skill sets needed to be an effective in-house attorney.

What do you like most about being a member of the ACC Michigan Chapter?

There are a lot of opportunities to get involved in volunteering and leadership in the ACC Michigan Chapter. I also appreciate the flexibility and openness to new ideas and ways of operating. For instance, in west Michigan, there was a perceived need to get more engagement from local ACC members and to create events that were meaningful to attorneys in this part of the state. As a result, the board approved the formation of the West Michigan Committee to focus on programming in our region. It is exciting to be a part of something that is innovative and having a positive impact.

What do you do when you are not working?

I enjoy spending time with my family. I try to be intentional about spending time with my wife and each of my kids. With none of my children yet possessing a driver's license, I find myself in the role of chauffeur quite often, shuttling them to their activities before and after work. When I have spare time, I like to read, mostly books that deal with history or biblical studies. I also enjoy traveling and visiting historical sites. My most recent excursion a few years ago with my wife was a Mediterranean cruise through Italy, the Greek Islands, and Turkey.

Effective internal investigation of discrimination, harassment, code of conduct, and other policy violations is a critical component of employment law liability prevention. This interactive session will address strategies responsive to recent workplace dynamics, such as the #MeToo movement and the ongoing litany of high-profile accusations.

Millennials are the largest segment of the American workforce, and they are unlike any group of employees that employers have

ever seen. They may have radically different attitudes and expectations about "work." At the same time, an increasing number of Baby Boomers are delaying retirement more than any generation in the past.

This program will explore effective ways to combine the generations and maximize the loyalty and productivity of all your employees.

Register Here

Congratulations to ACC Michigan Scholarship Winners! 

After the panel discussion, we will present our 2018 ACC - Michigan Chapter scholarships to students from Michigan law schools.

Click here to learn more about our scholarships.

Register Here

September 17, 2018

Plum Hollow Country Club

Join ACC Michigan for 18 holes of golf on a championship course, followed by dinner and cocktails while you catch up with colleagues and  expand your network.  Your participation supports scholarships for some of Michigan's best and brightest future in-house counsel.

The role of the Chief Legal Officer (CLO) is ever-expanding, with increased responsibility for both legal and business functions. However, as CLOs secure and maintain their seats at the executive and board tables, it is imperative that they continue to assess and develop the talent of their legal departments. Talent management and development remains high on the priority list for legal departments of all sizes because it plays an integral role in the efficiency and longevity of the department. 

Assessing Talent in A Legal Department 

Before venturing to explore strategies for developing talent within a legal department, CLOs must assess the department's current talent landscape. After all, it would be impossible to determine the needs of a legal department before first determining the status quo. There are a number of strategies for talent assessment, and CLOs must adopt a methodology that best suits their department. However, irrespective of the exact approach, it is imperative that it be proactive in nature. A proactive approach is demonstrated by having direct involvement in assessing talent, rather than waiting for deficiencies in skills to surface. This approach allows legal departments to assess whether they require new hires to fill in skill gaps or whether to develop current staff. Further, a proactive approach, although time consuming and sometimes costly, enables a more efficient realization of department strategy.

Internal Methodical Assessments

Internal assessments are critical in measuring the performance of each member of the legal department. One approach mentioned at the 2017 Annual Meeting CLO Roundtables (Roundtables) involved implementing an evaluation comprised of an objective nine-block assessment. The assessment identified "star performers," mid-level performers who require professional development to fill in skill gaps, and lower-end performers. Interestingly, star performers are sometimes lulled into a sense of a security and dropped to mid-level performers. Further, some mid-level performers are motivated to learn new skills that empower them to become star performers. 

Another approach of note also discussed at the Roundtables is defining roles in three dimensions. The first dimension is organizational or functional. This involves identifying technical expertise, for example, litigation or intellectual property. The second dimension involves identifying skills that align with the department's strategic outcomes, such as the implementation of artificial intelligence to boost productivity. The third dimension involves assessing other skills that the team may require, such as a second language or leadership experience. This approach offers both an objective and subjective approach and lends itself to legal departments of all sizes. 

Partnering with HR

Another approach to assessing talent involves partnering with the human resources department. CLOs can collaborate with HR to conduct personality assessments, for example. The results of the personality assessments would then be taken into consideration when making decisions regarding an individual's role in the legal department's overall strategy. Although this approach does not offer a comprehensive methodology to assessing talent, it can serve as an effective complement to other processes. 

Feedback by Internal and External Stakeholders 

Although not necessarily methodical, feedback from internal and external stakeholders can be an effective tactic for assessing talent in legal departments of all sizes. Using feedback as an assessment is particularly effective when paired with the methods described above. Feedback from colleagues within the legal department, stakeholders from business units within the organization, and external stakeholders, such as clients, can be collected to help paint a picture of the talent landscape. Some CLOs have asked whether feedback from outside counsel might also be helpful. Generally speaking, this approach may be problematic given that outside counsel may hesitate to provide a complete and candid assessment of performance. 

Developing Talent and Filling in Skill Gaps 

Once the CLO has successfully mapped the talent landscape of the legal department, the CLO can then begin to manage that talent. One of the largest impediments a CLO will face in this regard is that raised by flat organizations, or departments with very little turnover and a significant legacy staff. This impediment is bolstered with millennials being hired to fill junior positions, while legacy staff, with low turnover, occupy mid to senior level roles. 

Furthermore, CLOs must ensure that developing soft skills is a component of their talent development initiatives. One participant of the Roundtables noted that technical expertise was a "given," and that soft skills were the chief differentiator. In other words, technical expertise is required, but not sufficient, to excel in an in-house legal department.

How can leaders of legal departments develop talent, including soft skills, with little to no opportunity for vertical mobility? 

Short-term Projects 

Most CLOs attending the Roundtables noted their use of short-term projects to develop talent. These projects were sometimes non-legal in nature in order to develop soft skills and increase familiarity with the various business functions of the organization. One example was creating a team of attorneys from various legal functions to prepare the organization for compliance with the upcoming EU General Data Protection Regulation. This three-month project developed not only technical skills, but also soft skills by encouraging collaboration within a newly created team. Another participant identified a skilled attorney with poor interpersonal skills and who frequently garnered negative feedback. The CLO created a team of individuals across the organization outside of the legal department led by this attorney. The team was assigned to tackle a non-legal issue. Interestingly, the attorney thrived and feedback from other team members was overwhelmingly positive. These opportunities for short-term, ad hoc projects invigorate the legal team and drive professional development. 

C-suite and Board of Directors

Involving attorneys in C-suite and board activity is another effective tool for talent development. This can include preparing or giving a presentation to board committees or contributing to executive level projects. CLOs at the Roundtable noted that this approach instills confidence in attorneys, offers an opportunity to provide constructive feedback, and exposes attorneys to the skills required for aspiring CLOs. 

Rotations/Cross-training

Another method to keep employees motivated and develop talent is the use of rotations and cross-training, whether vertical, lateral, or outside of the legal department. For example, CLOs can move an attorney with real estate expertise to the licensing department. Furthermore, some participants of the Roundtable went so far as to have attorneys work in business functions to expose them to different facets of the business. 

A Global Perspective

For those operating within a global legal function and/or an international company, placing talent in regional offices around the world is highly recommended. Exposure to different cultures, environments, and challenges in a deliberate manner is an excellent development tool; however, people mobility and language requirements may be a hindrance. 

Moving On