As a seasoned legal recruiter with over 20 years of experience, I've learned that a lot of very smart attorneys make the same not-so-smart mistake: They fail to understand the attributes expected of a strong general counsel.
That's because the skills that make for a crackerjack law firm lawyer and a high-performing in-house attorney -- obsessive attention to detail, tactical execution, focus on risk -- are not the same traits required of a successful General Counsel. As chief counsel, you're expected to serve as a trusted business partner and advisor to the C-suite, influencing, and executing upon, the company's long-term growth plans.READ FULL ARTICLE
As a recruiter, I've developed a rather messy Pavlovian response when a resume lands on my desk featuring an Ivy League law school and a major law firm.
But, the truth is, you can't simply hire associates from white glove firms and assume they'll be a good cultural fit for your organization. That's because the qualities that make for a high-performing associate – exercising prudence, racking up billable hours, hardline negotiating, etc. – are not always likely to enthrall your senior leadership committee.
So how do you ensure that you're building a legal team that is ready, willing and able to support key business goals?READ FULL ARTICLE
Chances are when you began your law firm career, you dreamed about making partner. Next would be managing partner. And then, the icing on the proverbial cake: name partner. It was all part of the 20-year plan – and everything seemed to be falling precisely in place.
After all, you graduated college with a near-perfect GPA, aced your LSAT and got accepted into a competitive law school. You finished in the top third of your class and participated in a leading law journal, landing an enviable summer internship. And you parlayed that internship into a choice, first-year associate position at a top firm.READ FULL ARTICLE
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BarkerGilmore partnered with NYSE Governance Services to produce a timely new survey document, The Rise of the GC: from Legal Adviser to Strategic Adviser. The report synthesizes the views of directors and executives on the role of GCs in light of the expansion of corporate governance. In short, it’s apparent that there are changing executive perceptions about the role and impact of General Counsel.
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New research from NYSE Governance Services and BarkerGilmore offers a revealing look at current and future expectations for General Counsel. Our 2016 survey underscores that in the minds of executives, the purview of today’s GC has evolved well beyond the traditional role of chief legal officer and corporate secretary.
If your goal is to become an extraordinary General Counsel, start by becoming an extraordinary General Counsel candidate.
You’ve put in the work and now you’re ready to make the transition—from a top-producing lawyer to General Counsel at a company of your dreams. You’ve been keenly observing from the sidelines, adopting practices and behaviors that characterize successful GCs. You know that the General Counsel role is complex and demanding. You’re not afraid of responsibility and you never run from risk.READ FULL ARTICLE