How to stay relevant in a changing in-house profession

The world of business never stands still and neither does the role of general counsel. It is dangerously easy for GCs to get left behind if they fail to adapt to changing business and industry demands. But it’s not just about falling in line with the rest of the business. General counsel also have the chance to shape their own role and raise awareness of their value. It’s an opportunity they need to grasp with two hands if they are to stay relevant and marketable in an evolving profession.

The changing role of GCs

According to the Law Society’s GC350 Report published earlier this year, the role of the legal team is “evolving from reactive providers of solutions to more integrated business partners”. The traditional image of the lawyer poring over contracts and analysing the law is well and truly gone. With their in-depth understanding of the business, GCs are perfectly positioned to leverage both legal and commercial acumen.

For many GCs, actual legal work now only makes up a small percentage of their day-to-day activities. Most of their time is spent focusing on business and commercial strategy and this looks set to continue, if not increase. There are three ways GCs can make the most of this:

·        Be seen

·        Be innovative

·        Be bold.

Be seen

Many GCs sit on the Executive Committees of organisations, placing them in prime position as advisers to the Board. What value do GCs bring to the Board? How can they sell that value? There are two key skills GCs need to demonstrate:

·        A thorough understanding of the business

·        Good communication.

Legal knowledge alone is not enough to make GCs useful. What makes them valuable is their in-depth understanding of the business in combination with their legal expertise in guiding the business around risk. If GCs aren’t passionate about the business and its strategies for commercial success, then they may as well shut themselves in an office and watch the business move on without them.

GCs need to be seen by the business. They need to be part of meetings with other departments so they know what issues the business is facing and can influence those issues. This open line of communication drives the ability to be proactive rather than reactive. GCs are no longer gatekeepers or obstacles for the business to negotiate, they are integrated business partners from whom the Board, and the rest of the business, expect sound judgment and integrity over legal expertise.

Be innovative

Innovation demonstrates an ability to respond to the changing demands of a business. If budget cuts are driving that financial year, then the GC must be seen to be finding innovative ways to work with that and deliver best value. If compliance is the business priority, then the GC should take the lead in building an effective compliance programme. To remain relevant, GCs need to be travelling at the same speed as the business, if not one step ahead.

Internal budget cuts and limits mean that an ability to think innovatively can be a safety raft in turbulent waters. But to innovate, GCs must be able to take their team with them. Changes in work processes aren’t always welcome so strong leadership is essential. A good leader will be able to manage their team to accept the challenges change brings, allowing the whole team to move forward in line with the business.

Be bold

Being bold is all part of being visible and innovative, but it is also about marketing and self-promotion. GCs have to build a reputation for quality so that everyone they engage with receives a good service and a great result. That reputation doesn’t always announce itself though; GCs need to shout about their achievements whether by producing metrics for the business or sharing success stories through internal communications.

The skills that make GCs prized in their organisations are the transferable skills that any forward-thinking business will be looking for in candidates. If they don’t learn to lead boldly, then GCs cannot develop the crucial experience and skills they need to take their careers to the next level.

The GC who can successfully adapt to a changing profession is an excellent communicator, leader and innovator. They are adept in riding the wave of change with an eye on a business’ commercial needs – and their own long-term relevance – as the ultimate goal.

Further reading https://blogs.lexisnexis.co.uk/inhouse/gc350-benchmarking-study-for-in-house-sector/