Keeping it real as an in-house corporate lawyer - why a sense of perspective can be your greatest asset

One of my many legal career epiphanies came in realising that when you work for an organisation that doesn't have the practice of law as its raison d'etre, well, you ain't necessarily so special. And the beauty of that discovery? Corporate life offers so much more.

Following are 10 thoughts for making your in-house legal career enjoyable and sustainable. Most fundamentally, by maintaining a healthy sense of perspective about the role that you play. Happily, there’s a degree of intersection and overlap among them – forming something of a virtuous circle.

Employee first, lawyer second

We’ve all been in the project team meeting where we identify ourselves as being “from Legal”. It’s OK, even necessary, to claim that space as the subject matter expert. But It’s NOT OK to then climb back into your legal box and only speak if the discussion touches on a legal issue.

Your organisation expects you, and needs you, to exercise your voice as an employee with an opinion on any and all aspects of its operation; and no-one will thank you later if you say “I always thought that campaign was a dumb/embarrassing/under-cooked idea, but it wasn’t Legal’s call”.

Have an elevator speech    

It’s been said that the average elevator ride in NYC lasts 118 seconds – nearly 2 minutes. It’s got to be lot shorter here in Australia. So let’s say this is a 30-60 second ‘sales’ piece on who are and what you do – which you should prepare as if it’s the CEO who’ll be in the elevator asking you.

DON’T be trite and formulaic – “I’m in the Commercial team in Legal, reviewing procurement contracts”. DO be imaginative and informative – “I’m working with IT to close a deal that will make us the market leader in voice-activated payment channels. It’s a multi-year contract but the emphasis we’re putting on the supplier’s ongoing R&D commitment will keep innovation at the forefront of our relationship”.

Of course this necessarily implies frequent updating – so use your successive pitches to keep revising your CV in real time.

Stay relevant  

Imagine it’s the same lift, you, and the same CEO. How would you begin a conversation?

It could be “I enjoyed your speech to the Trans-Tasman Business Circle yesterday”; or “Tough day at the office, huh?”; or “Interesting move by the ACCC Chairman this afternoon”.

They all presuppose that you are curious, up to date, and able to identify (and distill) issues of relevance to your organisation and its executives. Like the elevator speech, this requires discretionary effort, and discernment; but it builds you a reputation as someone who can offer insights, and not just information (plus it’s interesting to do).  

Work like you own it

Sometimes this expression is interpreted as meaning that it’s all about maximising revenue and minimising cost – being prepared to make the hard calls. It’s actually much deeper than that. It’s about taking an expansive view of the organisation’s place in the world – it’s reputation, its sustainability, its legacy.  

Working in this way means that you leverage connections; you break down silos, and you buy into the Vision. You collaborate, and you avoid short-termism. And if you can in the context of your organisation’s ownership structure – DO try and own at least a part of it through equity participation or some other means. That builds connection and pride.

Be Proud  

We all remember the St. George Bank BBQ ad – “I’m a banker [stunned silence among the other guests] ……..it’s OK, I’m with St George” [relief and laughter all around].

No matter how your organisation or industry might be perceived by others, be an advocate for the products, services and employment proposition of your organisation. Be aware of, and support (ideally though participation) its community engagement and its sustainability focus. Because let’s face it – if you don’t feel that you can do these things – perhaps you should be asking yourself if you’re at the right organisation?

Engage with the end customer  

No-one has the luxury anymore of saying “I’m in a support function ….. customer engagement happens at the front line” or “my only customers are internal customers”.

All roles are expected to be performed with the end customer in mind, and in this age of customer-centred design (which is NOT going away), what better approach than to engage directly? You CAN find a way – arrange to visit a branch/call centre/showroom, or organise to go on a customer visit with a relationship manager. And it WILL bring meaning to what you do – you will see how your contribution affects customers’ lives, hopefully in a positive way (and if not, perhaps you can do something about that). You will dispel ‘ivory tower’ perceptions among your colleagues and your customers, who’ll be grateful that you’ve shown an interest.

Be generous

Most importantly - with your time. There is no greater gift. But also with your insights, your advocacy, your moral support. Give unconditionally, with a sense of gratitude (that you can at all, and we ALL can) and without expectation or drawing attention. It WILL come back to you, often in the form of opportunity; and often when you least expect it – people notice, and WANT to reciprocate.

Bring your whole self to work

Be willing to be responsible and accountable for your career progression and the balance that you want to achieve among your various aspirations in life – your level of engagement is controlled by you.

Be imaginative in considering the full offering that your organisation makes available to its employees, and how to supplement that if it lacks what you need. Be bold in testing convention; and by being willing to forge new precedents. Set yourself a target to be a FIRST. Hatch the plan, build the case, execute brilliantly, demonstrate the return, inspire followers.

Square peg? Deal with it

Let’s face it – everyone thinks they’re special - but few really are. (Specialised yes, but special no. Everyone has their particular value to an organisation).

So be accommodating of organisational policies and practices – performance assessment and rem setting are the classic example - seek to truly understand their intent and how they seek to achieve it in their application. Sure, be transparent about their limitations, but own their outcomes. Seek to influence change if that’s realistic. If it’s not realistic, or you simply can’t abide the outcomes, you DO have another choice.

Get a mentor  

Ask any successful person about the role that one or more mentors have played in their lives. The beauty of strong mentoring is that finding the answers always remains YOUR responsibility – that builds resilience and confidence. Your mentors don’t need to be in your organisation (or even your industry); indeed there are pros and cons to both proximity and to independence. And after having one or more mentors and understanding the role – pay it forward and become one – it continues to be a learning experience.    

Conclusion

This selection is by no means exhaustive. The aim has been to demonstrate that in corporate life, if you look through a wider lens than that of simply being a lawyer, the limits to what is possible fall way outside what you might have imagined.

*This piece was drawn from a presentation delivered to The Law Society of New South Wales In-House Corporate Lawyers Induction Seminar on 4 October 2018.