So what exactly is a trusted adviser? Part 1

The idea of becoming a ‘Trusted Adviser’ is the holy grail of in-house lawyering. We know. Please don’t stop reading yet.

This term has been thrown about in annual reviews, in articles about how to be a better lawyer (oops), and at legal conferences since about 1871.

It is overused and under-explained. What does it even mean? How do we become one?

Trusted advisers who are in-house lawyers have moved from performing specific technical tasks to becoming a valued resource beyond those tasks. Trusted advisers understand the business very well. They understand the stresses on those leading it. They can be relied on for professional judgment, emotional intelligence, openness, and experience tailored to the company’s objectives, risk tolerance, and values.

But how do you get there? Not quickly. This is a journey, but a few things might help you along on that journey. This topic is so important, and so central to the idea of the in-house lawyer as a well-rounded and trusted business leader, that we are breaking down this HIGH FIVE over two weeks.

In Part 1, we are addressing the CREATION OF TRUST…

The CREATION OF TRUST takes time. One on one, if you start working with someone and establish a good rapport, trust will likely follow if you demonstrate a sincere interest in the other person’s objectives and aim to be helpful. In a team, trust will probably be created first by your technical legal expertise, professionalism, and your understanding of the business.

We think the following behaviours can help:

● Walk the walk

As a representative of a ‘trust’ function, you must role-model high ethical standards, integrity and doing the right thing – always.

● Communicate effectively

Speak in the language that the business uses (listen to them speak - how do they do it?) and give advice that is short and to the point, avoids jargon and highlights the key points. Non-lawyer colleagues are not interested in the regulations or case law that have led you to your decision, they just want to understand how it will impact the business.

● Match brevity with brevity

If someone is in a hurry, be brief and to the point. Be aware that you are building trust gradually, not in a single interaction. Be relaxed and calm around people in a hurry or who are stressed.

● Take up opportunities to talk when they arise

Ask business folks questions about what they are dealing with. Listen. Summarize back what you think you’ve heard. Make a suggestion if you have one and think it might help (and otherwise, don’t).

● Show that you have thought about what is important to them

Reflect back what you heard from the leader in your contributions to group chats (avoiding details told to you in confidence). Acknowledge their perspective even if you don’t agree with it. Show that you were listening!

● Address gaps in your knowledge

Did you come away from an interaction highlight feeling that you don’t understand something? This is common. Is there someone you can talk to or some reading you can do to fill that gap?

• Be reliable and helpful

Both our Mums would be pleased with this one! But seriously, these basics, consistently being reliable and helpful, go a really long way to creating trust. Show up on time, keep people informed, offer to help, be pleasant and try to be kind. These are things that help us to trust people we work with, and we’re sure that they will help you to develop trust too.

We’d love to hear from others in our network about how they’ve created trust in their working relationships – it’s a critical first step to becoming a TRUSTED ADVISER! What has worked, and not worked, in your experience?

We hope you’ve enjoyed Part 1 of this HIGH FIVE and that you’ll be back for Part 2 next week!