Top 5 Goals to Accomplish in Year 1 as a GC

A General Counsel is the top legal executive on an in-house team, but there is much more to the position than just being “the company’s lawyer.” An attorney’s expertise and skillset in the legal field may have been what got them hired, but once in the position, a new General Counsel must quickly integrate into the business and executive processes of the organization as well as demonstrate a keen business sense.

There are several goals a new GC should set and achieve early on to ensure success, some of which are less obvious than others. After all, a new General Counsel’s performance in the first year is a crucial indicator of success or lack thereof. Here are five goals to accomplish in the first year as a new GC:

1. Quickly develop and nurture positive working relationships

It is essential for the new General Counsel to become a contributing member of various teams (e.g., legal, risk, ethics, compliance, strategic planning, business development, ESG, disclosure, etc.) and establish sound working relationships with the key members of those teams. The optimal outcome is for the GC to become a “go-to” team member and a leader colleagues come to trust, respect, and enjoy working with. To develop and nurture those key relationships, General Counsel need to focus time, attention, and energy—outside of team meetings—to get to know and appreciate their new teammates and vice versa. High on the list, beyond one’s legal team members, are C-suite colleagues, board members, and business unit leaders. Succession hires (GC promoted from within) have a unique advantage in this area.

A succession candidate will presumably have built up a solid rapport with key players in the organization. Then it’s a matter of adding value at new and higher levels and continuing to nurture those critical relationships. However, being a succession GC means those key players will also know (or perceive) the gaps or weaknesses of the promoted GC. If this is the case, the new General Counsel should execute a definitive personal development or performance plan to address those “areas of opportunity,” which, in turn, is fully supported by company leadership.

2. Become both a skilled strategic and tactical advisor to the CEO

Research has consistently shown that a successful General Counsel serves as a sound strategic advisor to the CEO. A high-performing GC will demonstrate value by drawing on their honed skills and expertise to become a ready sounding board and an effective problem solver for the CEO. That is, someone who can quickly evaluate situations, identify and recommend alternative solutions, and help the company successfully navigate difficult moments. Ideally, fellow leaders will quickly view the new General Counsel as a colleague who can not only adeptly handle legal matters but also prudently assess both business risks and rewards and provide sound advice as both a prudent lawyer and a savvy business partner.

3. Learn the business to add greater value

Being an excellent legal advisor alone does not guarantee success as a GC. The most successful General Counsel will bring sound business sense to the table and be able to contribute non-legal insights or advice to help the organization navigate inevitable challenges, advance its businesses, and achieve its strategic goals and objectives. So, it is critical for the new General Counsel to truly learn the ins and outs of the company’s businesses and supporting operations.

One of the best ways to do this is to spend meaningful time and interface with other functions and teams, not as a lawyer but as someone curious, eager to learn, and who wants to help. Of course, the ability to do this is greatly enhanced by the GC being willing and adept at forging positive relationships with work colleagues across the organization. If a GC can establish such relationships and learn the organization’s businesses and operations, they will be better positioned to contribute and add value.

4. Integrate and optimize legal support to the businesses and functions

As a new GC comes to learn and better understand the company’s businesses, underlying operations, and processes, they can then pinpoint where legal support needs to be prioritized and advantageously applied or optimized, with an eye towards better assisting the businesses and functions, addressing high-risk areas, improving internal processes, and the like. The foregoing will help the GC determine what the optimal makeup, skillset, and structure of the legal team (both in-house and outside counsel) is for the company. The GC can then begin to shape the legal team and align its efforts to better serve company clients.

5. Be the company’s standard-bearer on business compliance and ethics matters

The General Counsel should be the standard-bearer when it comes to matters of business compliance, morals, and ethics. The new General Counsel must be prepared and readily embrace this important role. Whether business is booming and things are moving ahead fast, or a company is struggling and trying to right itself, it is important that someone in leadership maintain vigilance to ensure what the company is doing is “above board” and not creating undue legal, compliance, or reputational risks. While no high-performing GC wants to be the one who has to say “no” or is seen as holding things up, maintaining a sound moral compass for the company is an indispensable responsibility. The role is not always a comfortable one, especially when you have to be the enforcer or put your foot down; but, so long as the GC has established strong working relationships and has come to be a respected and trusted colleague, others will be more inclined to defer to the GC’s leadership and judgment in this critical area.

Conclusion

Each suggested goal’s success depends on the General Counsel developing successful relationships. If a GC can grow into being a well-respected and trusted go-to resource and a value-add on many teams, the new General Counsel will be well on the way to success.

As always, reach out anytime if you or your organization may benefit from BarkerGilmore’s recruiting, leadership development, or legal and compliance department consulting services.