Having A Seat At The Table Is Not Enough
It is all about what a general counsel can do while occupying that seat.
In July, I wrote that gone are the days when a seat at the table was a nice to have for a general counsel; it was now a must have. Having that seat, however, is only half the battle. To be successful in that seat, a GC must command significant authority, respect, and persuasive power within an organization or legal department in the form of influence. Influence in this context goes beyond merely having a high-ranking title; it involves the ability to shape decisions, strategies, and policies in legal matters and often extends to broader aspects of the organization’s operations.
Influence is crucial because it empowers the general counsel to be an effective advocate for legal compliance, risk management, and ethical behavior within the organization. Most importantly, it enables the GC to contribute meaningfully to the organization’s success.
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How can influence enable a GC to contribute meaningfully to the organization’s success?
Effective Decision-Making: Legal considerations are often crucial in business decisions, such as mergers and acquisitions, contract negotiations, and compliance issues. By having influence, the GC can ensure that legal perspectives are considered, leading to more informed and legally sound decisions.
Risk Management: The GC is responsible for managing legal risks within the organization. Having influence means they can advocate for risk mitigation strategies and help the organization avoid costly legal disputes or regulatory penalties.
Cost Savings: By influencing decisions that impact the legal department, the GC can help manage legal costs more effectively. The GC can prioritize legal matters, negotiate favorable terms, and implement cost-efficient legal solutions.
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Compliance and Ethics: Influence enables the GC to promote ethical behavior and ensure that the organization complies with laws and regulations. This is especially important in industries with strict compliance requirements, such as healthcare, finance, and environmental protection.
Protecting Reputation: An organization’s reputation is a valuable asset. The GC can use influence to guide the organization toward ethical and lawful practices, thereby protecting its reputation in the long run.
Building Trust: Having influence within an organization allows the GC to build trust with senior management, business leaders, and other stakeholders. This trust is essential for effective collaboration and problem-solving.
Strategic Planning: The GC can contribute to strategic planning by identifying legal risks and helping the organization navigate legal complexities and align legal strategies with overall business goals.
Conflict Resolution: The GC often plays a role in resolving disputes, both internal and external. Influence can help them mediate conflicts and find constructive solutions.
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Stakeholder Relationships: Building influence allows GC to foster positive relationships with external stakeholders, such as regulatory bodies, external counsel, and industry peers. These relationships can be beneficial in various legal matters.
Building influence as the GC is essential for effectively fulfilling their role and contributing to the success of the organization. This influence can lead to greater involvement in decision-making processes and a more strategic role in the organization’s success. Here are some ways in which the GC can build influence.
Legal Expertise: Demonstrating a deep understanding of the law and its implications for the organization’s operations is essential. The GC who provides sound legal advice and solutions can earn the trust and build influence with colleagues and senior management.
Business Acumen: To be influential, the GC should not only understand the law but also the organization’s business. They should align their legal advice with the organization’s goals and objectives. This often involves understanding the industry, market dynamics, and the organization’s competitive landscape.
Communication Skills: Effective communication is key. The GC should be able to explain complex legal matters in a way that nonlawyers can understand. Clear and persuasive communication can help build credibility and influence.
Collaboration: Building strong working relationships with colleagues in different departments is crucial. Being seen as a collaborator rather than a roadblock to business initiatives can enhance influence. Working closely with other teams to find legal solutions that support the organization’s goals is a great way to build influence.
Ethical Behavior: Upholding high ethical standards is vital for the GC. Consistently demonstrating integrity and ethical behavior can enhance their reputation and influence within the organization.
Proactive Problem-Solving: The GC who anticipates legal issues before they become major problems and provides proactive solutions can demonstrate their value to the organization and build influence within it. Being seen as a problem solver rather than a problem identifier can be a significant asset.
Strategic Thinking: The general counsel who can think strategically and provide legal advice aligned with the organization’s long-term goals is often more influential. This involves understanding the broader business context and offering legal strategies that support the organization’s strategic direction.
Education and Training: Sharing legal knowledge and providing training to nonlegal staff can also be a way to build influence. When colleagues and management see the in-house lawyer as a resource for understanding legal matters, the GC’s influence can grow.
Risk Management: Effectively managing legal risks and helping the organization avoid costly legal disputes or regulatory issues can greatly enhance the GC’s influence. This includes developing risk-mitigation strategies and policies.
A GC who combines legal expertise with an understanding of the business, strong communication skills, and a proactive approach to problem-solving can build significant influence within the organizations. It is only with that influence that they can be most effective when taking a seat at the leadership table.
Lisa Lang is an in-house lawyer and thought leader who is passionate about all things in-house. She has recently launched a website and blog Why This, Not That™ (www.lawyerlisalang.com ) to serve as a resource for in-house lawyers. You can e-mail her at [email protected] , connect with her on LinkedIn (https://www.linkedin.com/in/lawyerlisalang/) or follow her on Twitter (@lang_lawyer).
