An adequate in-house legal team gets the job done. A good in-house team achieves an enhanced legal function that embraces effective knowledge-sharing to propel commercial success.
So, how can general counsel pull off a high-performing team that achieves legal front of mind for the wider business in a way that contributes to maximising profits?
1. Awareness of environmental, social and governance (ESG) issues
There is greater urgency for general counsel to address ESG issues as a core business element, reflecting the changing regulatory landscape and societal expectations. This demands robust navigation of the legalities: as a multi-disciplinary issue, ESG is concerned with environmental law compliance and sustainability, human rights and dispute resolution, through to risk management, HR, security and privacy and more.
Legal counsel have a key leadership role in implementing an ESG strategy; one that incorporates a robust and transparent framework to facilitate ESG reporting in a way that satisfies shareholders and investors.
Did you know UUÂãÁÄÖ±²¥ can help your organisations meet their ESG goals and demands through our expert practical guidance tools? With topics ranging from environmental reporting, sustainable finance and employment issues regarding sustainable business, our content will provide the practical legal guidance that you need.
2. Driving diversity and inclusion (D&I)
A diverse in-house legal team is best placed to drive diversity and inclusion (D&I) across the business. Forward thinking general counsel will be working to implement company policies and procedures that reflect the very latest employment and equality legal developments. No company wants to risk the reputational damage of a discrimination case - prevention is better than cure.
3. Embracing innovation and legal technology
The highest performing in-house legal team is, without doubt, at the forefront of utilising the latest innovation in legal technology available to drive the business forward. If you want to increase efficiencies across the business by speeding up legal operations and maximising profits – it is critical to understand the latest tech innovations and how they could work for the business’s legal ops.
4. Empowering the wider business by forging strong relationships
The maxim, ‘no man is an island’, is particularly true of the in-house legal team. General counsel who work collaboratively are led by effective leaders who encourage team-wide communication. A key measure of the strongest in-house relationships is the high quality and consistency that is achieved across legal operations and workflow. These are themes developed in the UUÂãÁÄÖ±²¥ guidance on collaborating with legal colleagues.
Crucially, commercial success is driven by teamwork that extends beyond the in-house team to include strong relationships within the wider business.
5. Cultivating a supportive culture
Employees who feel supported perform demonstrably better than those who do not; and are more likely to deserve promotion. High-performing in-house lawyers know they can ask for support and advice; and are also willing to share their own know-how and experience.
To better understand how to achieve a supportive culture within your legal team, UUÂãÁÄÖ±²¥â€™ comprehensive practice guidance on supporting legal colleagues is a great starting point. Importantly, it also recognises the challenges of existing as part of a team.
6. Furthering personal development
Developing the technical and commercial skills of your in-house team is vital. However, a distinctive mark of the successful in-house team is the ongoing development of soft skills, such as negotiation, tech skills and understanding financials. Look outside the business to law firms with whom you have good relationships who can help fill any skills gaps.
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