Last week, Ready Set GC launched the Ascend program, its first-ever program for aspiring general counsel, bringing together nearly 50 legal leaders in Chicago for a full day of immersive content, mentorship, and self-reflection.
Unlike traditional legal career paths, the GC role is not just the next step up—it is a fundamentally different job with distinct responsibilities, expectations, and leadership demands. To set the stage, we introduced The Ascend Framework—a unique self-assessment tool designed to help participants evaluate their readiness for the GC seat and helped participants work through a personal action plan.
Throughout the day, we explored three fundamental questions:
1. What is the GC role, and how is it different from other in-house legal positions?
2. How do you position yourself for success in the search for your first GC role?
3. Once you land the role, what should you do to prepare?
Understanding the GC Role: More Than Just Legal Advice
Our first panel, moderated by Stacy Bratcher (CLO at Cottage Health and host of The Legal Department podcast), featured:
• Candace Jackson, SVP, General Counsel & Corporate Secretary, Silvaco, Inc.
• Talia Jarvis, Chief Legal, Compliance & Administrative Officer, Closed Loop Partners
• Karen Klein, Executive Advisor and Legal Counsel, Chicago Sports Network
Key Takeaways included:
The GC is a business leader first, a lawyer second. Success in this role requires aligning legal strategy with business objectives. You must understand how your company makes money and how legal can support that.
GCs were surprised at how much time and focus are spent on budgeting, people management, and demonstrating the legal function's value.
Soft power and influence matter. The ability to build trust and guide decision-making—often without direct authority—is essential. Demonstrate value through actions, not words. The best way to earn credibility is through impact.
You own every mistake in your department. Accountability is a defining trait of a strong GC.
Communicate with clarity. Follow BLUF (Bottom Line Up Front) and “be crisp” in your messaging.
Master informal influence. The meetings before the meeting and after the meeting are where real decisions are shaped.
Build a personal board of directors. Surround yourself with trusted advisors—other GCs, executive coaches, and mentors.
One of our panelists put it perfectly:
“Sometimes being a GC feels like being a mayor—you have to shake hands, kiss babies, and get things done at the same time.”
How to Position Yourself for Success in Landing Your First GC Role
Our next discussion, moderated by Jennifer Miller (GC, Grammarly), featured insights from:
• Marie Ma, Chief Legal Officer, Articulate
• Amanda Miller, Executive Search Consultant, Russell Reynolds
• Kim deBeers, Partner, Skadden, Arps
Key Takeaways Included:
Define Your Target Role
Not all GC roles are the same. Think critically about industry, company type (public/private/nonprofit), size, and leadership structure before jumping into a search.
Assess cultural fit. The GC-CEO relationship is crucial—if you don’t feel alignment early on, consider it a red flag.
Understand the reporting structure. Where legal sits in the organization will impact your ability to be effective.
Expand Your Network & Visibility
Let people know you’re looking. Your network can’t help if they don’t know your aspirations.
Engage with executive search firms. Reach out to SHREK firms (Spencer Stuart, Heidrick & Struggles, Russell Reynolds, Egon Zehnder, Korn Ferry) and Major, Lindsey & Africa (MLA).
Take recruiter calls—even if you’re not actively looking. 70% of first-round candidates often come from people already in the recruiter’s system.
Interviewing requires practice- the more you do it- the better you become – and the easier it is to shape your story and refine your answers to likely questions.
Leverage your outside counsel. Law firms frequently hear about GC openings before they’re public—and they tend to recommend clients they respect and enjoy working with. Your outside counsel should be viewed as a critical relationship partner and not a service provider.
Business leaders are often on search committees so knowing them is important
Keep your LinkedIn profile up to date and use words strategically - words associated with job descriptions should be in your profile.
Consider that you may have to leave your company. Many first-time GCs step into the role at a new organization—this is the norm, not the exception.
You want to stand out in your interviews so do your homework. Research leadership, board members, the company and its industry. Make sure you understand challenges and opportunities so you can talk about how you will be able to support the organization in the GC role.
Develop Executive Presence
While EP often sounds like amorphous- developed soft skills are critical for the GC role – being a good lawyer is table stakes. Your elevator pitch matters, and you must be a confident communicator and be able to command a room and inspire confidence.
Consider investing in an executive coach—before you’re an executive. The best leaders actively seek guidance to refine their skills.
Patience is key. Finding the right GC role takes time—the fit matters as much as the title.
One of our panelists shared this mindset shift:
“What am I afraid of, and if I push through the fear, what opportunities will emerge?”
What to Do Once You Land the GC Role
Our final discussion, moderated by Sterling Miller (three-time GC, author, and founder of the 10 Things You Need to Know as In-House Counsel blog), featured insights from:
Hannah Kim, Chief Legal Officer & Corporate Secretary, Circana
Deborah Solmor, General Counsel, Wisconsin Alumni Research Foundation (WARF) & Founder, Ready Set GC
Claudia Regen, General Counsel, Spotless Brands
Key Takeaways Included:
Becoming a GC is a “grow-up” moment. You are now an executive—act accordingly.
Listen first, talk second. The best GCs understand that authority comes with responsibility.
Learn the business inside out.
Conduct a Listening Tour. Go beyond the leadership team. The middle layers of the company often hold the most valuable insights.
When learning the people and the culture, ask smart questions:
What do you hope I will do?
What do you hope I won’t do?
Follow through. If you say you’ll get back to someone—do it.
Understand how decisions get made. Pay attention to what happens in meetings before and after “the meeting.”
You only have a few “no” chits—use them wisely. Push back strategically so that when you do, it carries weight.
Don’t take it personally when your advice is ignored. The business may make different decisions than you recommend—that’s part of the job.
Asking for help is a superpower. The best GCs leverage their network and don’t try to do everything alone.
Learn the small but important details. For example, do board members have assigned seats? These nuances build credibility and rapport.
Final Thoughts
Becoming a GC isn’t just a promotion—it’s a transformation into an executive leader. The best opportunities come to those who:
Build strong networks
Develop business and financial acumen
Work with an executive coach
Stay patient and intentional
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