Sterling Miller, a seasoned expert in in-house counsel, shares actionable tips, hacks, and systems to boost legal productivity. From taming the email monster to avoiding time-wasting meetings and mastering your calendar, Sterling offers practical strategies that will help you get more done every day. By implementing a “not-to-do list” and focusing on the “little things,” you’ll elevate your productivity and create a more efficient workflow in the legal department. Tune in for advice you can apply immediately to transform your daily routine.
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How To Be Productive In The Legal Department: Sterling Miller CEO Hilgers Graben 6x Author
Introduction To Legal Productivity
I’m excited to welcome Sterling Miller, CEO and Senior Counsel at Hilger’s Graben, and a multi-time author. He has a blog for in-house lawyers. I first stumbled on Sterling when I started researching this show. I wanted to see who was the thought leader of in-house practice. His name kept coming up and up. I’m thrilled to be able to talk to him about productivity. Sterling, how are you?
Thank you. That is a very kind introduction. I appreciate that very much.
You do a lot of things so it was hard to pick exactly where we were going to focus.
A Renaissance man.
Yeah. Especially that Slow-Cooker cookbook. As I mentioned, this topic is productivity. You’ve written a book The Productive In-House Lawyer: Tips, Hacks, and the Art of Getting Things Done, which sums up what is the in-house practice. It’s getting things done. I’m thrilled to get into some specific advice you have for helping us do that. Before we do that, as you said, you are a Renaissance man, I would like to get a little bit about your in-house background, how you got into writing, and what made you write a book about productivity.
I went to law school in Saint Louis at Washington University. After graduation, like most people in-house at that time, in-house was not considered a good path. It was for people who couldn’t hack it. That has changed but way back when dinosaurs were on the Earth, that was the viewpoint. I went to, at the time, it was a very large Saint Louis firm. I started in the corporate department. I did that for about a year and I went over to the litigation group because it looked more fun and it was a lot of fun. I enjoyed it immensely.
After I got married, I had been doing this for about six years. We moved to Dallas where my wife is from and I thought in-house sounds like a nice change of pace.d I ended up in-house at American Airlines, which was fantastic. It’s a super-talented legal team. I learned an incredible amount in a very short time. I was doing a lot of work for one of their subsidiaries called Sabre, which is travel technology. They spun that out and I went with a handful of lawyers from the American legal department to form this new legal department at Sabre. I was in charge of litigation and regulatory and lots of other nits and nats.
After doing that for about 5 or 6 years, Sabre owned Travelocity, home of the roaming gnome. They were partially spun out and they needed a general counsel. They asked me if I would do that job, which I did. It was great training because I got to run my legal team mostly autonomously from the Sabre department, working with the executives at Travelocity. That’s probably where I learned the keys to being a successful general counsel and in-house lawyer.
Sabre went private, brought Travelocity back in under the fold and the general counsel at Sabre retired and they asked me if I would run the whole thing, which I said, “Sure. Why not? That sounds fun.” Now I was in charge of the whole legal department including Travelocity. I did that for 7 or 8 years. We had an IPO and I felt like this was a good time to rethink what I was doing. Fortunately, I was able to step away.
After twenty years of being in-house, I stepped aside and wasn’t sure what I was going to do. I ended up working part-time for this small law firm based in Nebraska, which is where I grew up. I did that for a couple of years, part-time hours. I got called back in-house. I went to a company called Marketo, which was advertising technology and I did that for a couple of years. It was sold to Adobe, which was another big company.
It sounds like you had two nice little exits there to round out the portfolio.
I was very fortunate. After that, I had to decide to stay in-house or go back to this law firm. I picked the law firm, which was unusual. I won’t bore you with the details. Ultimately, I became the CEO so I run the day-to-day operations of the law firm, but I still get to practice law, which is a lot of fun for me. I get to meet all kinds of new clients, which I enjoy. I still get to do things like write the blog and write books. It’s a pretty good setup for me.
Let’s talk about writing because if folks don’t know you, you are a prolific writer. You said you’ve been doing the Ten Things blog for more than a decade. Is that right?
That’s right. Ten years.
That’s wild. I’m going to venture a guess that you can’t do a ton of multitasking and do a ton of different things if you are not good with time management and being productive.
That is true. I write about this in the book and I know we’ll get into the why about the book but there are several things that you need to do if you want to get things done. You can survive, which is what a lot of people do. They do the things they need to do to get through the day and then on to the next day. The harder part is to not only survive but to thrive and plan for things you want to do in the future, and then how do you get there? You have to think about what is my plan because the inertia of sitting in front of the TV is powerful.
The Monster Of Email Management
The in-house lawyers I know have their feet on their desks. I talked about the tsunami of inbounds and I won’t get into some specifics here. You did a blog about the not-to-do list, which I thought was smart. We’ll get into that but it’s what you said. It’s like you can get caught up in the day-to-day work and you don’t get to any of those strategic meaningful “priority projects.” One of those hacks that I want to get into is email. A section in the book about email, you and I talked about it in prep and I want to give you a little personal insight there. Email I feel like is the currency of the in-house job. That’s a big way people solicit legal services. It’s the communication of the day, but it’s a beast.
It is the monster in the room.
I wonder if we can get to some real tactical things people can do to tame the email because it’s a personal thing. Being responsive to email shows that I care about you. It’s my customer service. The clients have needs and I’m getting back to them but it is the bottomless pit of need. What do we do?
There are lots of good things about email but they are also, I want to know if it’s equal or not. Maybe it’s even bigger than the good things. There are lots of bad things about email. The first thing you have to wrap your mind around is that we are using email incorrectly. By that, instead of things like what you are talking about, acknowledging, I got this, maybe a short update, or maybe a request for something. It has turned into a transcript of our day. Meaning we go back and forth with whatever lengthening emails.
Email can’t convey tone. It can’t convey nuance. You can’t write all the things that you are thinking about in your head, but you try. That means the email gets more unwieldy. The more people who are attached to the chain, and then the new chain that breaks off, and we have all been there. It’s an endless loop as this bottomless pit as you described.
When I found myself sinking into the morass of email, I decided I was going to step back and I was going to rethink how I am using this tool. This was fifteen years ago. I sent fewer emails. I made a pact with myself. I was going to pick up the phone. In the glory days, I could walk down the hall and talk to people. I can have coffee with people in the building. There are lots of things I could do if I thought something was more than a quick email so that I could go have a conversation with people. Sending fewer emails means you get fewer emails back. That’s pretty awesome. That’s a hack. Send less, get less.
Send less email, and you’ll get less in return. Simple but effective. Share on XI decided I was going to try to make them shorter if I could. Everything we are going to talk about is in the book. There are caveats where nothing is in stone. In general, I tried to send shorter emails and not get into super elaborate long multi-page emails. Sometimes you have to do that. I get it, but shorter emails tend to elicit no response because you tell them, “FYI I don’t need a response,” or if you get a response, it’s usually pretty short which is great.
Turn off the popups. We become a slave to the pop-up telling us that we have another email. The first thing you want to do is you want to go check your email. What is it? We are naturally curious. I don’t know if it releases endorphins or what but there’s something about looking at those emails that is habit-forming and you have to break it. One of the ways to do that is to turn off the pop-up that tells you that you have emails.
This is what I want to tell you. We did our prep. We talked about this and you said it’s like being a rat with the pellet. That helped me think differently about the email. You said to just take it down and see. I have to tell you, I was looking forward to sharing this with you. I felt such a sense of relief. I didn’t realize I had this little anxiety. I was waiting for something and I didn’t realize it. I started for a few days and I was able to focus more on priorities. I want to talk about it. You are not saying don’t look at your email. You are saying don’t let email run you.
Don't let email run you. Turn off notifications, check it less often, and take control of your day. Share on XDon’t let our email manage our day. A lot of the book and a lot of things in the blog are all the ways I failed, but I was able to always look back and go, “That didn’t work. What is it that I’m doing that doesn’t work?” Leaving your email up all the time right in front of you, it becomes a to-do list that anyone for no cost can add tasks to your list, and if all you are doing is looking at what’s coming in, especially for an in-house lawyer. It’s a lot. It’s a flood.
Be intentional with your calendar. Don’t let others add to your to-do list for free. Own your priorities. Share on XIt causes you to panic and be overwhelmed. The easiest thing I did besides turning off the pop-up, I turn off the screen. When I want to focus, I don’t have the email up and most of us have two monitors now, so you usually have email up on a monitor. Turn that second one off and the other trick and we talked about this. I work emails 6 or 7 times a day instead of what most people do, at least what I was doing, which was constantly looking at emails. “Something came up. I’m going to stop. I’m going to answer this.” That is not a way to focus. That is not a way to get things done and all it does is let other people and other things drive your priorities for the day.
Saying I’m going to check it at 8:00, 10:00, or noon, whatever you want or whatever works for you. I usually do it 6 or 7 times a day, but in between, I have chunks of time like an hour or 90 minutes where I’m not doing anything other than work. I’m not worried about the email. If someone needs to get a hold of me, they can text me. There are other things that you can do to let certain emails come through. CEO or anyone who can fire you, but for the most part, I have a nice chunk of quiet and that’s when you can get things done. That’s what you are going for. Over time, can I find a way to get to these quiet oases?
That’s what it has felt like. We will get into prioritizing and to do the to-do and not-to-do list, but you do have these big things. The urgent takes over the important all the time and email is a way that all email is urgent. I don’t have my phone on my desk for the most part. I have it in a different area and I check the texts various times during the day because it’s the same thing. It’s even more instant.
I try to have it farther than my arm’s length away from me. If I have to reach it, I have to stretch or get out of my chair and go get it because you are exactly right. It’s another piece of lawyer crack waiting for you, “I got to get my hands on the phone.”
I got to get to them. Someone needs me.
Got to get to it. Need a hit.
The other task that sucks up daylight is our meetings. Everybody wants you in the meetings. There are meetings you want to go to. This is in the early part of your book, this is your style. You said, “You will find that you can drive productivity by something as simple as declining a useless meeting.” I thought it was clever because useless, you are giving a little peek into how you feel about certain meetings. I wanted to talk about the calendar and specifically, how do you know when you are being invited to something that is a “useless meeting?”
The best thing to help you make that decision is to get older. I suffer from oldness. It’s fatal. There’s nothing that I can do. Sorry, but over time, you realize there are certain keys to meetings or proposed meetings. How are you? Is this something I’m going to spend my time on? When you are a young in-house lawyer, everything feels important. Everything feels like an opportunity and it is. You should take advantage of that.
As a young in-house lawyer, if you have those opportunities to meet with the business, to build those relationships, and to understand more about how the company works, but when you’ve been doing that now for 5 or 6 years you start to see the signs of meetings like that wasn’t the best meeting I have ever attended. First, there’s no agenda, which is always a good sign that the meeting is going to be unwieldy at best and probably not a good use of your time.
I caveat this by saying, “If you could fire me, I was going to take your meeting.” I didn’t care. Anything I’m going to talk about doesn’t matter, but fortunately, when you get to the top of the food chain on the legal side, that’s only the board, C-Suite, the CEO, or something like that. Those meetings you are probably going to take anyway, but in the lower depths of my career, do you have an agenda? If you don’t have an agenda, I’m not coming. I can even say that downward as general counsel. Tell me what the agenda is. Tell me what the legal issue is. Why do you need me? If they can’t articulate that, you need to think about whether is this a meeting that I want to attend.
Another sign is how many people are invited. If there is a 30-minute meeting with 20 people, there is no way that meeting can be productive unless it’s a lecture. Even if you gave everybody a minute, that’s twenty minutes of the meeting where everyone has to speak for one minute and then you have a few minutes left to do whatever it is the purpose of the meeting.
You can tell those conference calls, those large meetings where there are lots of people, “Is that where I want to spend my time?” You get better at this as you gain more experience. Sometimes they are going to talk about a new product. There’s not necessarily a legal issue and maybe there are a lot of people but as someone in the legal department, I’m going to be curious about what this new product is because maybe I could spot problems earlier versus how it typically happens, which is 5:00 on a Friday or right before they are going to launch something, then they ask you a question and you say, “If I had known about that two months ago, we could have fixed it in five minutes. Now it’s a crisis.” You have to decide regardless of the things that I look for or what you would look for in terms of being a useless meeting, is this one I still want to attend?
What you are saying is to look at that calendar intentionally and think about what is the reason for you to go. Is it because there’s a senior person or a client that you are trying to build a relationship with and you want to show respect or build, and spend some time chatting at the meeting? Is it something about the business you want to learn about or looking at the agenda? Are there legal issues? At a macro level what you are saying is don’t sleep-walk through your calendar. If someone puts something on your calendar, you are going to show up because they asked you. Be thoughtful about that.
I would spend time usually on a Friday and occasionally on a Monday morning. I look at the calendar for the week. I still do this. What did I accept and do I still want to accept it and feel free meetings with people outside of the company? Vendors or law firms going, “Do I have time to do this? Do I want to do it differently? Do I want to meet maybe in the morning for coffee versus lunch or dinner?” Don’t feel trapped by something either you have already accepted or because you feel you have to be nice. You don’t have to be nice. You have to be rude, but you can say, “Can we move this?” 99 times out of 100. Do whatever you want, but you have to think about it to do that.
One experience I have had is I will frequently say, especially if it’s something that was set a long time ago, “Do we still need to meet?” When time has passed when someone sets it up and when you are meeting, I would say good 50/50 don’t end up needing to have the meeting, and everybody else has wondered that too.
You may be the first person who said, “Do we still need to do this?” You start to figure those out if you have a recurring meeting. Maybe there was an event, “We need to meet every week on this.” Okay. It’s serious. After a couple of weeks, it’s getting shorter. People are struggling to come up with something to talk about. Do you need to say time out? Do we need to do this? Can we do it every other week or once a month? Do we have this under control? Do we even need status meetings? One of the worst meetings you can attend because most of them can be handled with an email. Is there something about someone telling you what the status is?
The rare case where we prefer email.
That’s right. There are appropriate uses of email. That’s one of them. Here’s the status. If anyone has a question, let me know.
One quick nuance because a lot of advice especially for people new to in-house is to take the opportunity to “be with the business.” Michelle Johnson Tidjani talked about this in her episode. A common advice I give to people is you need to be with the business. Any advice on balancing between those two things?
If you are an in-house lawyer and you support a particular group, maybe it’s HR or sales, I always try to find out whether you have a regular staff meeting. Most of those teams do. It could be once a week or once a month. Some type of operational review. Those are meetings that are valuable because of the relationships you can build, the knowledge you can gain, and more importantly, flying the flag for the legal department.
We care enough about this part of the business. We want to be part of this group or this meeting and you are always going to find something interesting and something useful. The good news about meetings like that certainly if it’s a weekly staff meeting is you don’t have to go to everyone. You can go to one of them a month or twice a month because it isn’t necessarily that you are needed, it is that you want to be there and there’s a good reason.
If I’m supporting the contract team, I love to go to the sales funnel meetings where they talk about where customers are in the sales funnel. Prospects, they are going to sign. It’s a big deal. I understood a lot better what the priority should be in the legal department for the contracts that are coming in because everyone’s contract is important and urgent. I understand that, but if I said in that meeting and they had sales that are saying, “These are the three biggest deals we are trying to do this month,” I can walk away and talk to my team or myself and go, “These are the three biggest deals I need to be spending time on, and if I’m not, what the heck am I doing?” You only find that out by either attending that meeting or asking or having some other mechanism to get that information out of sales. Otherwise, you are guessing and you usually guess wrong.
Creating A Not-To-Do List
That’s great advice. That’s a great example of why to go to those. I want to segue because both your advice around email, meetings, and aggressive calendar management is intentional and it’s also about setting boundaries. I love being in-house. It is the bottomless pit of need. There’s no shortage of legal work or other non-legal duties as assigned. Let’s talk about what you mean by a not to do list.
I did not invent this. This is something that a friend of mine, and we were presenting at SCLE several years ago. She started talking about having a not-to-do list because we were talking about to-do lists and why they are problematic, but these were things not to do now. It’s not specific like don’t do the Smith Corp contract. These are more general guidelines of how I want to spend my time. It’s things like, “I am not going to correct poorly written contracts unless it matters to the understanding and getting the deal correct.”
You can certainly read contracts and go, “We will get this person and his active voice,” or whatever the heck it is. If it doesn’t matter, let it go. Number one is that. I am going to delegate things that I should delegate. There’s lots of work that comes in and lawyers are terrible about delegating. Why? It’s because no one can do it better than we can understand. That’s true, but do you need to do it?
If you’ve done it for years, the answer is no. There’s probably someone younger and eager in the department to hand that off so you can focus on different and new stuff. It’s a list of, “How do I shape my day, week, or month?” The things that are either habits or situations where I don’t want to get tangled because by saying no or at least not now based on the guidelines that I have in that list. It allows me to then focus on the important things, the things that add value, and have a systematic way that I’m looking at my day.
I wish I had done this. I didn’t. When I had my not-to-do list, I would have taken it to the entire department. We would have had an overarching, “We are not going to do other people’s jobs.” Whatever you want, have to think about the situation. Things that suck time and don’t add a lot of value or don’t require a law degree, “Why am I doing this? Should I be doing this?” It gives you a systematic way of saying no and then allowing you to focus on the things that matter. It’s a great tool. I love it. I still have a copy of mine. I put that in the blog. I wrote about the not-to-do list so you can see what I was talking about there.
Back to the meeting example, one of yours is, “I won’t go to meetings with no agenda.”
That’s a lot of meetings I didn’t get to.
I appreciate you sending me a copy of the book. There’s a great section and it leads to thinking about the legal department strategically. That’s about how to create an annual to-do list for legal departments. I love the example you shared in the book of why you came up with this with your dad and his index cards.
One of my summer jobs was at a refrigeration plant in Nebraska. My dad was the head engineer so he was responsible for keeping everything running. All the different systems that have to go into a plan like that are pretty complex. His system to do that was he had a recipe file box and in it, he had an index card. For every week he had listed what was needed, what maintenance, what tasks, and whatever needed to be done. This has to be greased. This has to be clean. This has to be whatever and you didn’t have to think about it. You went from card to card. If you did all the tasks on those cars over the year, everything kept running smoothly.
When I got the chance to run the legal department, I took that idea because if you spent any time in the legal department, there are so many things you have to do day-to-day to keep the lights on. From corporate maintenance to reviewing contracts to templates. There’s a never-ending list. If you wait until it becomes an issue, it is either harder or it’s going to take more time than it should have taken. What I did is we sat down and I gathered all the different things that people thought, “What do we need to do to keep the basics of the legal department in the company functioning?”
There were things like, “We need to review the privacy policy once a year.” This is a lot of Travelocity. “We need to look at the terms and conditions. We need to review certain contract templates. We need to make sure that we file the annual filings with the Secretary of State.” There’s this list of things that have to get done. If you break it down, we had a separate calendar, and every week over every month of the course of the year, there were 2 or 3 tasks for that week and it was assigned to someone. It wasn’t always just me, but someone had to own it.
Did you give everyone an index card?
We used Outlook and created a separate calendar. I thought about the index cards, but that would be too old school even for me but it worked great. It’s so simple but like so many things I talk about in the book it’s like so many things if you step back and think about it. It doesn’t have to be overly elaborate. It doesn’t have to be super technical or tied to some expensive technology. There are lots of basic things that you can do to make your life easier and make you more productive at the end of the day. That’s the annual to-do list for the legal department.
My team is going to love it. We are going to sit down and look at that because there are things that you do. I like having a game board and seeing that these are the things we need to do and then assigning them or marrying them up to an owner. It’s a great idea.
It works. In the book, I have an index. Maybe it’s a five-page list. It’s long. You don’t have to do all those things. I tried to amalgamate all the different lists I had put together over time because I am a pack rat so I save all that stuff and then there you go. That’s a pretty good list. You can adopt it as is. You can add to it or cut it down but it works. The process works tremendously well and it’s easy to do.
It’s a great resource. I know you do this annually and also do a tech review. There’s a great chapter in the book about tech resources. I don’t want to go through all of those but you have screenshots, which I thought were helpful. If we could give maybe a couple of tips for using the Microsoft Suite better. You and I are of similar vintage. I had computer class growing up in school. You learn how to do certain programs and then I feel like I learned WordPerfect at one point and Microsoft as a digital native like, “Here. Go write a brief,” and it was like, “We are going to turn it on,” but didn’t spend any time learning any of the features.
Tech Tips For Legal Productivity
I do miss WordPerfect. That was such a great word-processing solution. If you want to make gains and productivity and a lot of things I talked about that you can do for yourself like the calendar and the email. That’s great. The big jumps are going to come with technology. Things like ChatGPT, big technology tools. Those are all great if used properly. We will have big gains.
The place where we miss and I write about this in the book is there are tools we use every day, but we probably only know about 10% of how to use them. Let’s take Microsoft Word, which is an amazing tool but most people use it to type something up and get it out, which is fine. It certainly does that but it does so much more. There’s a dictation button. If you look at the top of the toolbar, that’s stuff at the top, those are all different tools and you can customize those. You can hide them. There are all kinds of things you can do but that dictation button, if you click on that, all you have to do is talk and it types everything you are talking about and it’s amazingly accurate.
Make your tech work for you! Learn the tools you already have, like Microsoft Word’s dictation feature, to boost productivity. Share on XDo you do that in Word or did they also have that function for Outlook?
That function in email and Word. You can dictate your emails and you can sit there and watch it type as you talk and it’s amazing. There’s another thing in Word at the very top. There’s this little tiny blue band and you see these small icons that’s called the quick action or quick access toolbar and you can put anything you want up there.
I print out a lot of stuff. I still like to have paper in my hand. It’s too hard for me even with multiple screens. There’s a quick access print. I have multiple printers but it’s tied to a high-speed black and white printer. If I need to print something out, I click on it and don’t have to do anything else. I don’t have to open up a dialogue. I don’t have to select a printer. I don’t have to tell it to be black and white. It knows this is what it has to do and you can pick.
There are dozens of those that you can pick. Even if it only saves you a few seconds, if you add that up over the day, week, and month, it becomes big chunks of time that you have to do other things. There’s this whole power of little things that I write about in the book as well. It’s just getting those minutes back. It gives you hours and ultimately, days that you can spend your time on.
There are so many cool things in Outlook. I went on YouTube. That’s how I learn a lot of things. I go on YouTube and someone shows you how to do it which is great. You can talk about it. Showing people how to do it like with the screenshots is important. Dragging things down. You can drag an email into your calendar and create a calendar invite in a couple of seconds. Even if you use the to-do list in Outlook, you can drag and drop. You can use colored flags. You can sort all kinds of different ways. There are multiple bits of information that you can get.
All of that is designed. There’s like a quick step in Outlook where if you type something a lot like say you have a standard response, “Thank you for your email and your requests. I have it. I will get back to you as soon as possible. If you have any immediate issues, call me. Best regards, Sterling.” You can type that over or you can use the quick stops and have a key where you go shift+7 or something and it pops it right into the email. You don’t have to write it.
You have step by step for that in the book on how to create that up.
Step by step, I have in the book. I have dozens of those on how I want to respond. I don’t want to type it over. I click two keys and it goes in there. There’s so much there and you have to want to spend some time learning all those tools. That will make you more productive by using the tools. You already have to use them more effectively better versus buying something brand new which is positive. Learn the stuff you already have first before you worry about new technology.
When you say that it occurs to me that it’s like spending time to save time. We all know that many of the tools we already have can do more but it’s like, “I don’t have time to learn that.” Thank you for putting a lot of it in your book so people can check it out.
The easy thing to do and it goes back to the calendar. For that problem, calendar time for yourself. Maybe you can’t do it now because the calendar is full of crap, but a month from now, Wednesday morning from 8:00 AM to 9:00 AM, spend time learning Word. You can set blocks of time on your calendar and you generally tend to follow those. Not always but that’s one way to force yourself to make the time to do the things that we are talking about. Sorry, I didn’t mean to interrupt you, but that’s important for people to understand.
The calendar and being disciplined about the calendar, and what you put on, what you don’t take on that you adhere to it. That’s a great takeaway and hard for some of us to do when you get so many emails. Before we go, you’ve written four books for in-house lawyers. This is the fourth. Where can people find the book and then I want you to share where we can get your blog, which is a much more regular edition.
Where To Find Sterling’s Blog And Books
Let’s take the last first. The blog is at www.TenThings.net. If you go to Google or wherever you search and go to Ten Things Sterling Miller, I’m sure it will pop up. The books are all available on the ABA website. In the blog, I have links to all the books at the end of the blog. Those four are available there. They are all available on Amazon as well. Certainly, the first three are. I try not to look because I don’t want to see someone give it a one-star or something. I know it’s there but I don’t look at it. The first two books, the football book and the cookbook, are available on SterlingMillerBooks.com if you want to go there too. They are out there. You can find them if you look.
The Renaissance man, everywhere. Let’s do the closeout. What is your pump-up song?
My pump-up song is I Believe by R.E.M. It always gets me going. I love that song.
Thanks for being in the Legal Department. I appreciate it.
Thank you. I enjoyed it.
