Welcome back! Last week we shared part one of this two-part blog series on how to build a brand as a general counsel (GC). Check it out here if you missed it. If you’re up to date, let’s jump into the final two principles – and the questions you need to ask yourself while getting started.
Start a mini-revolution.
GCs should be at the forefront of applying innovative technology to solve manual, costly, or inefficient business processes. This is a meaningful way to prove value (and commitment to business objectives) beyond just delivering legal advice.
From billing and contracting to streamlining compliance, maturing past a paper-first environment positions legal as not simply a cost-center but a value creator with a measurable, quantifiable impact.
Learn about specific operational, performance, or risk management goals. Does your business have cost-cutting or headcount optimization targets? Show that you too can drive objectives.
Get more involved (in everything).
“If you’re waiting for someone to spot a legal issue and bring it to you, then you become the general counsel of contracts. Instead, show that you’re a business person with a legal background,” guides Sheer.
Most GCs have managed through difficult situations. They’ve honed communication, problem-solving, and logical thinking skills. According to one industry insider, they are uniquely suited to “deconstruct complex problems and find a solution.”
Yes, this level of contribution requires cross-functional relationships. But it demands more than the occasional happy hour.
As Parilla reminds us, “The legal team should have relationships with every single department in the organization.” Learn what is going on in Marketing, Engineering, Sales, and HR. Understand progress and pain points on key projects or campaigns. Few other internal functions are poised for as relevant interactions as the legal team.
“GCs are positioned to connect dots that will surprise other parts of the organization. Put people, ideas, and solutions together,” shares Parilla.
Ask yourself these questions.
Building a brand won’t happen by accident. As you consider your contributions and image, ask yourself the following:
- How has your GC brand developed over time?
- If it hasn’t meaningfully changed, why not?
- What areas do you need to improve/evolve to keep up with your business?
- Do you know executive expectations for your role?
- What can you do in the short / medium / long term to enhance the legal brand internally?
As Modern Counsel shares, the decision to be a business person first is what separates truly great lawyers. Recognizing risk is table stakes. Managing it lets you keep your job. But owning it is what makes you stand out.
LinkSquares powers the performance of GCs at high-growth companies. If you’re ready to write better agreements, close deals faster, and understand every contract, schedule a demo today.
