While career navigation is not unique to being in-house specifically, it is definitely different from traditional Biglaw, where the career trajectory is historically linear and based on a loosely objective formula, usually a compilation of tenure, record of billable hours, and book of business or unique deep subject matter expertise. The career path of in-house counsel is not always as clear, and is less like a ladder and more like a jungle gym, where opportunities may be the next level of attorney but could also be in parts of the business — compliance, diversity and inclusion, procurement, risk management, or human resources. Because the career path is not as clear, it is especially important to be intentional because it is too easy to get sucked into putting out the daily fires and not realize that you’ve been stagnant and not where you want to be or thought you’d be.
This may be an unpopular opinion, but in my short time in-house, I have personally seen how lawyers, in loving the work they do and the company they work for, forget and neglect their career, especially if they work for a big, flat organization. It is so easy to metaphorically “clock in,” do your job and “clock out,” leaving professional development and networking (internal or external) on the bottom of the to-do list (because understandably, there are only so many hours in the day).
Let me be clear, there is nothing wrong with being satisfied with what you are doing with no desire to move up in a company, as long as that is an intentional choice. I would certainly not begrudge someone’s contentment and paint it as a lack of ambition. But what you don’t want to happen is to simply put your head down and do excellent work and expect recognition in the form of elevation from that excellent work alone.
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Especially when you consider the extraordinary talent at many high-performing companies, being great at what you do is not enough (because everyone is doing it). So if you do want to grow, you need to invest the time and energy into being more intentional and strategic about how you can stand out, beyond doing excellent work, and here are a couple of ideas on how to get started.
First, self-awareness (and if needed, self-discovery) is key. You need to know what unique strengths and talents you have that set you apart from others. There are a number of assessments out there (like Clifton’s StrengthsFinder 2.0) that may be helpful. I also recommend asking a few trusted colleagues (or former colleagues) of various levels (people you have managed, your peers, supervisors, and clients).
Likewise, you need to know what skills you need to work on and develop. And this may depend on the role or assignment you want to tackle next — meaning you take the time to compare the skills you have to the skills needed in the job that you want and address the gaps– whether through additional education or experience.
Second, intentionally take the time to build and grow your relationships — both internally and externally. It is important for people to know who you are and what your brand is. It’s equally important for you to know others in your company and what they do and what the possibilities are for you — and the easiest way to learn this type of info is to meet and talk to people. I personally find it easiest to network internally by volunteering or participating in various company functions — and following up with a few people that I encountered through those activities. And don’t forget the power of finding a few mentors, who have already successfully navigated their career — their insight is invaluable.
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Meyling “Mey” Ly Ortiz is in-house at Toyota Motor North America. Her passions include mentoring, championing belonging, and a personal blog: TheMeybe.com. At home, you can find her doing her best to be a “fun” mom to a toddler and preschooler and chasing her best self on her Peloton. You can follow her on LinkedIn (https://www.linkedin.com/in/meybe/). And you knew this was coming: her opinions are hers alone.