Team size: Nine

How do you feel the pandemic has changed the world of work for in-house counsel and the function of the general counsel?

The general counsel role has become more strategic over the course of the Covid-19 pandemic. As in-house lawyers we have taken part in decision-making at the highest levels of our organisation; in other words, general counsel are now more proactive in helping the business. During the initial response to Covid-19, quick decision-making was required in a climate of continually changing rules, which lawyers needed to interpret so that decisions could be made. This demand for legal advice brought more senior lawyers to the table, either at board level or immediately below it. They now have a place among the decision-makers of their companies and can take a more strategic approach to risk management in the future.

General counsel and their legal teams have demonstrated their ability to be resilient and to change the way they work to serve their clients during one of the most difficult periods that we have ever faced in our society. Covid-19 is the ultimate example of an out-of-the-ordinary event that has affected everyone and, in doing so, has made senior legal roles more strategic.

There has long been pressure on in-house teams to demonstrate how they add value to the business, rather than simply being seen as a cost centre. Acting strategically and becoming a trusted adviser to the board – as many have done during the pandemic – shows how general counsel can add value.

This could be an opportunity to recognise the hard work of in-house team members during the pandemic by investing in their career progression.

How do you suggest in-house lawyers build strong relationships with business partners?

The in-house lawyer must see themselves as part of the team. This is about the individual having the right mindset and the determination to be seen as part of the team and not another member of the back-office admin team. An in-house lawyer should behave as part of the business team and ensure that you are driving at the same thing as the rest of the individuals within the organisation, get to know the people and their needs and earn their trust. An in-house counsel must get to know the business they advising, study their products or services, their markets and their customers to understand the challenges the organisation is facing. In-house counsel must understand the organisational or individual goals and what needs to be achieved, this way they can ensure they are effective in assisting to reach those goals.  In-house counsel should not automatically refer to the rulebook or legal theory. They should talk about real life examples with the business–make the advice real and bring it to life.