To assemble an informed and representative perspective of the legal sector, our quantitative research went beyond considering purely the most senior legal figures in the United States.
By the numbers: diversity in the US
Shaping diversity: part one
It’s no secret that the United States takes diversity very seriously. Since the advent of the Bill of Rights – which in 1789 laid bare the basic personal freedoms, civil liberties and protections guaranteed by the Constitution – diversity and inclusion has been an evolving process.
Shaping diversity: part two
Reconfiguring work
In terms of gender equality, the point when women have children is still where the biggest drop off occurs. This is, however, not the only point, according to Vodafone Americas GC, Megan Doberneck.
Shaping diversity: part three
Mentoring and sponsorship
One trend which emerged in the research conducted to support this report, was a much more serious focus on sponsorship and mentoring in the US compared with the UK and Europe.
Diversity toolkit
Across the legal sector – from the partner level in private firms and general counsel in major corporates, right through to new recruits fresh out of law school – research shows that there remains barriers to entering and progressing through the sector for certain groups and demographics.
Dissenting perspectives
In September, GC began its latest series of Dissenting Perspectives events, once again held in tandem with RPC. The series aims to take a different angle in considering the role and challenges faced by modern GCs and senior in-house lawyers. For this session we were considering how in-house lawyers can navigate one of the most ubiquitous and tricky concepts of the 21st century – personal brand.
Leading the law department: hire the best
For the inside counsel revolution to succeed, the General Counsel must follow a basic dictum: Hire the best. The key to the legal function’s credibility with the CEO and senior line executives is to seek broad-gauge lawyers who are outstanding technical experts, wise counselors and effective leaders to occupy the top specialist jobs in the company and to be general counsel in the main operating divisions. Placing the best people in senior lawyer positions across the company also has great ripple effects, as these individuals, in turn, build their specialty or business legal groups through other outstanding hires.
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Change is imminent
Alison Gaskins’ remit on joining Barclays’ legal department was formidable. Group general counsel Bob Hoyt told her in no uncertain terms, ‘I want to be able to have a conversation with my CEO which clearly states what the legal department is doing for its internal customers, including what it costs and why it costs what it does.’ A former management consultant with over ten years’ experience in COO and change management roles at Barclays, even Gaskins was initially daunted by the scope of this request.
Pioneering not preservation
Have you ever done a Google search for quotes on lawyers? They. Are. Horrible. This quip is fairly typical:
‘It is a pleasant world we live in, sir, a very pleasant world. There are bad people in it, Mr Richard, but if there were no bad people, there would be no good lawyers.’
Myths and millennials – separating buzzword from bunk
As the role of the general counsel in today’s modern corporation continues to evolve, the roles and responsibilities they are expected to fulfil has expanded exponentially. Chief among that growing mandate has been an expectation that the GC is not only an expert in their trained profession, but an effective manager and business partner.
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