When it comes time to hire, what are the most important criteria to use when selecting someone who will thrive in your organization? While credentials, work experience, and great references are important, they only scratch the surface of hiring the ideal candidate. What else should you consider when making the final hiring decision? To answer this question, I surveyed successful GCs from multiple industries across the country for their perspectives. A special thanks to those who shared their insights for this article. Read on for some of their tried-and-true evaluation metrics.READ FULL ARTICLE
One of the most important responsibilities of a General Counsel and other managing counsel is building a team. Get it right and you will have a team that delivers significant value to the organization. Get it wrong and the negative impact on your productivity and reputation can be significant.
As an executive search consultant, my job is to deliver a diverse slate of exceptional candidates who all have the qualifications necessary to meet the needs of the role, and, as best as possible, the personality that will fit within the culture of the organization. Once I have presented the candidates to my client, it is then their responsibility to interview and ultimately select who they want to hire.READ FULL ARTICLE
In case you missed it, I am giving you another chance to read this blog from last year. The content provided by top GCs has proven to resonate with law departments of all sizes and set a record number of views. And, as it turns out, lawyers love to learn from others’ mistakes.
After reading and writing many articles on best practices for in-house counsel and compliance officers, I decided to look at development from a different angle. My father impressed upon me to learn from my mistakes, and from the mistakes of others. This is the first of a multi-part article addressing the most common mistakes made by lawyers new to becoming in-house counsel — mistakes often made by seasoned in-house veterans, too — and ideal development action items.READ FULL ARTICLE
Nearly 60% of C-suite and board executives do not believe they are prepared for GC Succession. How does your company measure up? This year, BarkerGilmore surveyed hundreds of executives in conjunction with NYSE Governance Services on the evolving role of General Counsel in public companies. The survey began as an assessment of GC performance and ended up revealing some surprising figures on GC succession preparedness.READ FULL ARTICLE
We are definitely on to something at BarkerGilmore. According to Erin Harrison, former editor-in-chief for Legaltech News, as more legal work remains in-house across corporate America, “legal departments are running more like a business, and the latest figures prove it.” The numbers to which she is referring are cited in the 8th Annual Law Department Operations Survey conducted by the Blickstein Group and Huron Legal.READ FULL ARTICLE
Leading former General Counsel agree that holding legal department assessments at regular intervals helped them to streamline their legal services, articulate departmental value, enhance communication with executive leadership, and identify and retain top legal talent. For law departments that do not have a prescribed legal operations function, conducting regular assessments is vital to maintaining the health of the department, and promoting development.READ FULL ARTICLE