In-house lawyers are frequently accused of slowing down business momentum with “red flags” and a general inclination toward the word “no.” Although deserved on occasion, this is mostly a misleading perception which attorneys can disprove by following a set of universal principles for demonstrating true value to internal clients. In previous posts, we discussed principle 1: “know your client’s business,” principle 2: “understand the real question being asked,” and principle 3: “stop saying no.” Finally, we will examine the last principle: “take more risk.”

In this 4-part series, we’re discussing the various ways in-house lawyers can add value within an organization. Drawing on 30 years of legal experience, I have identified 4 universal principles that attorneys can follow to demonstrate their true business savvy and legal skills. As previously shared, principle 1: “know your client’s business” and principle 2: “understand the real question being asked” are both critically important practices proven to help attorneys build trust and strengthen client relationships. Next, we will review the third principle: “stop saying ‘no’.”

Let’s dive into the second installment of my 4-part series on how in-house attorneys can demonstrate true value within an organization by following 4 universal principles. In part one, we explored the first, and perhaps most important, principle: know your client’s business. Next, we will review principle 2: “understand the real question being asked.”

The start of a new year is often marked with resolutions to do things differently, whether in our personal or professional lives. However, despite the best of intentions, competing priorities and unexpected events can easily sidetrack these goals. This year, the threat of a recession looms large and is already beginning to impact business across all sectors, including legal services. For in-house legal departments, such predictions will likely create pressure to do more internally with fewer resources, which is why lawyers must double down on setting goals for themselves and following through in order to meet the challenges of the year ahead.

How many times have lawyers heard that:

In my role as part-time GC and senior legal advisor, I work with a diverse portfolio of companies. Although my clients differ in size, management structure and stages of growth, among other things, my relationship with them is similar in one fundamental way. Besides helping to manage and address their day-to-day legal work, I serve another important role – that of counsellor. And by “counsellor”, I do not mean acting as their legal “counsel”; rather, I am referring to the support I provide as an unofficial mentor/sounding board - whether to a solo in-house lawyer, a larger client legal department, a paralegal, or a non-legal professional overseeing the client’s legal function.

Nonprofit legal departments can expect changes in 2019 due to new federal and state laws passed last year. Lakshmi Sarma Ramani, a member with our Washington D.C.-based team, offers an overview of the key issues that may impact nonprofits in her latest ACC Docket article.

"I think one of the best indicators of career satisfaction for an on-demand GC is that, like me, many lawyers choose this role at the pinnacle of their in-house careers. I am able to continue pursuing a professionally challenging career, while maintaining control over my time and my life," explains Outside GC Member, Lakshmi Sarma Ramani, in her recent article published in the ACC Docket's July/August issue.