LCOUNCIL法总专访 | 视客眼镜网李桂平:探索企业法务管理及合规战略实务经验

2023-10-01

本期法总专访,LCOUNCIL 再次邀请到桂平总,聚焦于法务定位、高效法务管理、法务团队建设管理等话题,带来干货分享。






法总专访

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Q1

法务在工作中涉及了企业的众多方面,例如需要了解和掌握公司所涉及的法律法规,提供法律意见和建议,起草和审查合同和其他法律文件,以及参与公司的诉讼和仲裁案件等。为了更高效地促进公司健康发展,一个清晰的定位是不可或缺的,请问桂平总您是如何定位法务的呢?


向上滑动阅览

Legal affairs involves numerous aspects of a company in its work, such as understanding and mastering the laws and regulations involved, providing legal opinions and advice, drafting and reviewing contracts and other legal documents, as well as participating in the company's litigation and arbitration cases. In order to promote the healthy development of the company   efficiently, a clear positioning is indispensable. May I ask Ms. Li how do you position legal affairs?



我把法务定义为拥有法律技术的商务人员,聚焦于帮助企业提升商业价值。我们进行法务工作,其实很类似于古代商鞅变法。商鞅作为变法者,通过制度建设大大推动了秦国社会的进步,促进了经济的发展。而我们法务是通过风险管理等法律手段保障公司健康发展,实现盈利。


法务要对自己的角色有清晰认识。每个法律人擅长的领域不同,有的人适合做律师,而有些人更合适做企业法务。虽然我们承担着不同的角色,但需要紧密的配合。我们应尽心尽责地处理好能力所及的事.对于专业能力之外的工作,一定要请专业的人来协助。比如我们会请网络法专家帮助我们做平台规则、出海调研等。


法务是企业法律资源的调动者。术业有专攻,我们作为内部法务不可能覆盖全部专业。我和管理层说,律师是专家,我们是杂家,针对特定问题,法务要给出案件的基调、方向,而具体的落地需要请专业律师进行。同样,我和业务团队宣导——如果是我熟悉的领域,我经历过,肯定能够马上给出答案,但有些事情我们需要协调资源、采纳多方意见,因此需要给我们一些时间,我们才能给出满意的答案。


因此,我们法务作为法律资源调动者,要能够在关键时刻找到最合适的人去解决问题,这是我们的一个重要能力。


法务注定不会是公司最重要的人,是辅助者。因为我们不是盈利部门,是花钱的部门,当然就不会在公司的地位很高,不要去争不要去抱怨。除特定人员外,法务通常不会成为企业的主导,我们的使命是要辅助各业务部门成功。


从管理的角度看,管理者可以用管理的方法解决法律的问题。同样,我们法务跟业务的关系可以表述为:用法律的方法去分析解决管理的问题。从不同角度思考问题,虽然立场不同,但目标一致,最终能够达成双方的共赢。


有“为”才能有“位”。公司是一个利润中心,我们作为利润中心的一个辅助者,也要有商业价值。法务部在最开始可能是几人的一个小团队,并且不受公司很多部门的待见。但我们会在打赢一个又一个官司,以及为业务持续解决问题后慢慢壮大起来。让公司领导层慢慢认可法务部的重要性,让公司离不开法务。当遇到业务不理解、老板对你有误解,也不要抱怨,当我们把事情做好了,在公司中自然会逐渐确立起自身应有的地位。


法务驱动商业成功。这是借用了管理咨询的说法,他们说财务可以驱动商业成功,那法务也同样可以驱动商业成功。我们可以告诉管理者:我可以为你的成功加码。这可以促进管理者对法务的认可。


最后,法务管理的价值,在于事前,而不是事后的制裁。外部律师帮助我们处理诉讼,我们内部法务应该展现风险预防的价值。


向上滑动阅览

I define legal as a business partner with legal expertise, focused on helping organizations enhance their business value. Our work in legal affairs is actually very similar to the change of law by Shang Yang in ancient times. As a law changer, Shang Yang greatly promoted the social progress and economic development of the Qin Dynasty through system construction. And our legal affairs is to protect the healthy development of the company through risk management and other legal means to realize profitability.


Lawyers need to have a clear understanding of their role. Every legal person specializes in different areas; some are suited to being lawyers, while others are more suited to be in-house counsels. Although we take on different roles, we need to work closely together. We should do our best to handle what is within our capacity. And for work outside our professional capacity, we must ask for professional assistance. For example, we will ask cyber law experts to help us with platform rules, research on going overseas, etc.


Lawyers are the mobilizers of corporate legal resources. It is impossible for us as in-house counsels   to cover all specialties, and everyone specializes in different areas. I say to the management that ,for specific issues, legal affairs can give the direction of the case, while the specific landing needs to be carried out by specialized lawyers. Similarly, I preach to the business team - if it's an area I'm familiar with and I've experienced it, I'm sure I'll be able to give an answer right away. But there are some things that we need to coordinate resources and take on   multiple opinions, so we need to be given some time before we can give a satisfactory answer.


Overall, it is an important competency for our legal affairs, as legal resource mobilizers, to be able to find the most appropriate people to solve problems at critical moments.


Legal is not destined to be the most important person in the company, because we are auxiliaries, not a profitable department, but a department that spends money. However,let's not fight or complain. With the exception of certain people, legal is usually not the dominant player in the business, and our mission is to assist the business to be successful.


From a management perspective, managers can use management methods to solve legal problems. Similarly, the relationship between our legal affairs and business can be expressed as follows: analyze and solve management problems with legal methods. Thinking from different perspectives, although the position is different, but the goal is the same, and ultimately can reach a win-win situation for both sides.


It is only when there is "work" that there can be "position". The company is a profit center, and we, as auxiliaries, must have business value. In the beginning, the legal department may be a small team of a few people, and not popular with many departments of the company. But we will slowly grow as we win lawsuit after lawsuit and continue to solve problems for the business. We want the leadership of the company to recognize the importance of the legal department, and the company can not be separated from the legal department. When the business does not understand, the boss has misunderstood you, do not complain, when we do a good job, we will naturally and gradually establish our rightful place in the company.


Legal drives business success. This is borrowed from management consultants who say that if finance can drive business success. Then legal can do the same. We can tell managers, I can add to your success. This can promote the recognition of legal by managers.


Finally, the value of legal management is ex ante, not ex post. External lawyers help us with litigation, and our in-house counsels should demonstrate the value of risk prevention.



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Q2

您在法务管理方面有着丰富的经验和卓越的成就,为了确保法务团队工作高质高效地开展,具体来说,我们可以如何展开法务管理工作?


向上滑动阅览

With your extensive experience and accomplishments in legal management, what can we do to ensure that the legal team works in a high quality and efficient manner?



一是识别法务的服务对象在哪里。法务就像消防员,哪里需要去哪里——每天都在处理临时的、突发的、紧急的事情。有的法务可能会焦躁、会抱怨。法务服务于业务,但不论法务还是业务,我们的最终目标都是为公司创造价值,都服务于价值,所以我们要放平心态。


二是明确法务合同评审目标。合同是法务很重要也最常见的一个工作。我们一个伙伴专门负责合同评审,日常工作是处理线上的合同,每个线上的合同还需要经过多轮线下的讨论,所以他的工作压力很大。


我常说合同评审工作要有侧重,分清主次,明确目标,会减轻压力。合同评审的目标是实现商业目的,法务不应该苛求所有合同都特别完美,我们只要达到双方共赢的目的即可。在我看来,能够签合同的都不是主要风险来源。合同哪怕签得不那么完美,双方都可以进行讨论,并用商业的方法解决问题。如果法务太聚焦于一个法律条款的细节,业务可能会有较大埋怨。并且,业务最终也不会因为一个条款写的好而觉得合同好,而是市场地位决定了合同条件。因此,我们法务可以从商务角度出发解决这些问题——在权衡风险和受益的时候,积极主动地与业务对接。抓重点和主要矛盾,不再纠结次要问题,审合同就会轻松很多。


三是案件处理的原则。避免损害公司形象,减少损失,积极应用一些策略,善用PR公关技巧转“危”为“机”。


四是谈判的底线。搅黄了业务其实是双方的损失。在与业务沟通时,以最终促成双方交易达成为目的,尽可能地调动资源、人员去帮助事情落实与解决。


向上滑动阅览

The first is to identify where legal services are being provided. In-house counsels are like firefighters, going wherever they are needed - dealing with unexpected and urgent matters on a daily basis. Some legal services may get agitated and complain. Legal service to the business, but whether legal or business, our ultimate goal is to create value for the company, so we have to calm down.


The second is to clarify the goal of legal contract review. Contract is a very important and most common work of legal affairs. One of our partners is in charge of contract review, and her daily work is to deal with online contracts, and each online contract needs to go through several rounds of offline discussions, so her work is very stressful.


I always say that contract review work should be focused, prioritized, and targeted. This can reduce our work pressure. The goal of contract review is to achieve business purposes, legal should not be demanding that all contracts are particularly perfect, we only need to achieve the purpose of a win-win situation for both parties. In my opinion, the contract can be signed are not the main source of risk. Even if the contract is not perfect, both parties can discuss it and solve the problem in a commercial way. If we focuses too much on the details of a legal provision, the business may complain more. And, ultimately, the business will not find a contract good because of a well-written clause, but rather the market position determines the terms of the contract. Therefore, we legal can address these issues from a business perspective - proactively engaging with the business when weighing the risks and benefits. It's much easier to review contracts when you grasp the key points and major conflicts and stop obsessing over secondary issues.


Third, the principle of case handling. Avoid damaging the company's image, reduce losses, actively apply some strategies, and make good use of PR public relations skills to turn crisis into opportunity.


Fourth is the bottom line of negotiations. Stirring up business is actually the loss of both sides. In communication with the business, to ultimately facilitate the two sides to achieve the purpose of the transaction, as far as possible to mobilize resources, personnel to implement and solve the problem.


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Q3

随着企业的发展和业务的多样化,法务管理的范围也在不断扩大,但是法务管理是否应该涉及到企业的每一个方面,还是应该有所为有所不为?如何确定法务管理的边界并保持其清晰性?


向上滑动阅览

As companies grow and diversify their businesses, the scope of legal management is expanding, but should legal management involve every aspect of the organization or should it do something and not do anything? How to determine the boundaries of legal management and maintain its clarity?



关于法务的管理边界,有的企业细分为风险、合规、内控、法务,其实都存在较大的交叉,是不同监督机构基于不同目的的管理要求。他们实质上都是对风险的管控,只是各部门关注和管理风险的手段有所差异,以及管理形式和内容有所侧重。管理的目标明确了,我们就知道哪些需要做,从而有所侧重。


合规是做人,风控是做事;内控是正确地做事,风险管理是做正确的事。


合规管理,是风险管理和内部控制的最基本要求,合规管理可视为对合规风险的专业管理,也是企业内部控制的基本组成;内部控制,从制度设计和执行两个方面落实合规风险在内的各类风险的日常控制,强调风险控制过程。同时,内部控制是落实合规管理和全面风险管理运行的载体;风险管理,是对合规风险等在内的所有风险的管理,侧重于对企业整体战略和经营目标的实现,既关注于风险控制过程,更关注于结果。



向上滑动阅览

With regard to the management boundaries of legal affairs, some enterprises have subdivided them into risk, compliance, internal control and legal affairs, which in fact all have a great deal of crossover and are the management requirements of different supervisory bodies based on different purposes. They are all essentially risk management and control, only that the means of attention and management of risk differ from department to department, as well as the form and content of management are emphasized. Once the objectives of management are clear, we know what needs to be done and thus what to focus on.


Risk control is about doing things, compliance is about doing people-related work, internal control is about doing things correctly, and risk management is about doing the right things.


Compliance management, which is the most basic requirement of risk management and internal control, can be regarded as the professional management of compliance risk and the basic component of enterprise internal control. Internal control is the daily control of all kinds of risks in terms of system design and implementation, emphasizing the risk control process. At the same time, internal control is the carrier for the implementation of compliance management and comprehensive risk management. Risk management is the management of all risks, including compliance risk, focusing on the realization of the overall strategy and business objectives of the enterprise, and focusing on both the risk control process and the results.



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Q4

我们了解,您曾在某大型知名企业任职数年,并带领着团队参与了很多公司重大项目和制度建设。我们想向您请教,如何有效管理法务团队,以提升团队效率和绩效,实现法务管理的目标?


向上滑动阅览

We know that you have worked in a well-known enterprise for several years and led a team involved in many major company projects and system construction. We would like to ask you how to effectively manage the legal team in order to improve team efficiency and performance and realize the goal of legal management?



一是法务人员的履职能力培养。


很重要的一点是要积极主动地到业务中去。我们团队的两个主力成员很年轻,但是很懂业务,只是有的时候他们不知道边界在哪,不知道怎么做是对的,不知道怎么去判断和评估。其实,在日常工作、工作之余持续加深和业务的交流,法务就能更清晰自己的位置。


其次是经验传承。运用技术、管理手段,做好内部信息流通和传承机制,帮助员工纵向提高专业能力,横向提高认知能力。


除内部机制外,我们还可以引入第三方培训。比如LCOUNCIL,提供了很好的线上、线下培训,服务人员会很及时地推送一些课程,例如市场、广告、AIGC等。我常推送给法务内部学习,并推送给相关业务部门。


二是法务人员的晋升通道。


通常是“P/M”两条线路。如果自身善于研究,就走“P线”即专家线;如果自身擅长制度建设、团队管理,就走“M线”即管理线。这两个角色在工作中是相辅相成的。比如在一个案件中,专家会对案件分析起很大作用,管理者则能更好地统筹整个案件的人力物力有序进行。


三是注重团队文化价值建设。


文化价值是基础,以视客为例,我们的文化是责任担当、志存高远、结果导向、全力以赴、基于信任、合作共赢、追求公平。


我们是充分放权的组织团队,因此需要员工敢于承担责任,这是获取资源和权利的前提。包括利益分配机制也是根据责任大小作为核心原则。强调长期主义,拒绝机会主义,真正围绕我们的使命——促进行业发展,为客户、合作伙伴和股东持续创造价值,帮助员工成就梦想;为了达成结果,我们聚焦目标,全力以赴,所有资源和策略围绕目标达成;基于信任,体现在我们的办公用品自取自用、简化部分报销流程、优化上班考勤制度,一切都是基于公司与员工的双向信任,将更多精力放在关键事情,实现高效组织;同时,公司也会在考虑组织目标实现的同时,对员工成长进行策略布局,这是共赢,我们相信对员工公平与对企业公平会实现双方的互相进步。


四是以战略为牵引。


方向正确、方法正确是基础。法务还应该争取领导支持,因为法务人会面对很多的向上沟通,而这需要一些技巧,比如:


1、增强紧迫感:我们可以向领导表述,如果不做这件事会导致何种严重后果;


2、发展同路人:协同起财务、质量部等部门,当我们面临问题时,就可以充分调动资源和人力,高效解决问题;


3、有共同的愿景与目标、消除阻力、赢得信心:我们法务可以通过建立制度、规则,帮助企业建立起良好的沟通渠道,上下齐心。当遇到问题时,就不再是孤军奋战,减少了过程中的沟通成本,可以高效专注与齐心解决问题;


4、最后是固化成果:做好工作总结复盘,维护巩固已有的工作成果。



向上滑动阅览

The first is the development of legal staff's ability to perform their duties. It is very important to be proactive in understanding the business. Take our team as an example, the two main members of our team are very young, but know the business very well, just that sometimes they do not know where the boundaries are, do not know how to do the right thing, do not know how to judge and assess. In fact, by continuously deepening the communication with the business in the daily work and after work, the legal affairs can be more clear about their position.


The second is experience transmission. We can use technology and management tools to do a good job of internal information circulation and inheritance to help employees vertically improve their professional abilities and horizontally improve their cognitive abilities.


Apart from internal mechanism, we can also bring in third party training. LCOUNCIL, for example, can provides excellent online and offline training, and the service staff will push some courses, such as marketing, advertising, AIGC, etc., in a very timely manner. I often push it to internal partners, as well as relevant business departments to learn.


Second, the promotion channel of legal personnel, usually "P / M" two lines. If they are good at research, they will take the "P line" that is, the expert line; if they are good at system construction, team management, they will take the "M line" that is, the management line. These two roles complement each other in the work. For example, in a case, the expert will play a great role in analyzing the case, while the manager will be able to better coordinate the human and material resources of the whole case in an orderly manner.


Thirdly, we focus on the construction of team culture value. Cultural values are the foundation, and in the case of Sigo, for example, our culture is responsibility, high aspirations, result orientation, all-out effort, trust-based, win-win cooperation, and the pursuit of fairness.


We are a fully decentralized organizational team, and therefore need employees to dare to take responsibility, which is a prerequisite for obtaining resources and rights. Including the benefit distribution mechanism is also based on the degree of responsibility as the core principle. We emphasize long-termism, reject opportunism, and truly focus on our mission - to promote the development of the industry, to create value for customers, partners and shareholders on a sustainable basis, and to help employees achieve their dreams. In order to achieve results, we focus on our goals and go all out, with all resources and strategies centered around reaching them. Based on trust, which is reflected in our office supplies for self-collection, simplify part of the reimbursement process, optimize the attendance system at work, everything is based on the two-way trust between the company and employees. As a result, we can focus more on key things and achieve efficient organization. At the same time, the company will also make a strategic layout for the growth of employees, which is a win-win situation, and we believe that fairness to employees and fairness to the enterprise will realize the common progress of both sides.


Fourthly, the strategy is the pull. Correct direction and correct method is the foundation. We should also seek leadership support, because we will face a lot of upward communication, and this requires some skills, for example:


1.Enhance the sense of urgency: we can express to the leadership if we do not do this will lead to what serious consequences.

2.Gathering partners: we can synergize the finance department, quality department and other departments. When we face problems, we can fully mobilize resources and manpower to solve problems efficiently.

3.Have a common vision and goals, eliminate resistance, build team confidence: we can establish a system to help companies establish good communication channels. When we encounter problems, we are no longer alone. This can reduce the communication time in the process of dealing with the problem, so that we can efficiently focus on solving problems with unity of purpose.

4.Solidify the results: do a good job of summarizing and reviewing the work, and consolidate the results of the existing work.





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