As we plan for our inaugural Ready Set DGC to GC program, I’ve been reflecting on my journey to securing that first GC role. Many aspiring GCs find it to be a catch-22: to get the role, you need experience in it. First-time GC roles are rare, as CEOs and leadership teams often prefer candidates with previous GC experience. So, how can you break into this role without prior experience?
For those aiming for the GC chair, two fundamental questions should precede thoughts about landing the role: What exactly is the role? And is it a role you genuinely desire?
Understanding the GC Role
When I started my first GC role in June 2018, I came with extensive experience as a big firm litigator, in-house Deputy General Counsel, head of litigation, and Chief Compliance Officer. These roles made me an effective lawyer, writer, and critical thinker, adept at supporting clients and interacting with the board. However, I soon discovered gaps in my readiness for the GC role, particularly in collaborating effectively with the executive team, serving as a corporate secretary, and engaging in strategic thinking and partnership to drive organizational success. I didn’t fully understand the role's scope before I got it, focusing instead on leading my own legal team and having a strategic seat at the table.
So, what are the contours of a GC's job? I often describe it using a pie chart metaphor, where the segments—lawyer, politician, diplomat, therapist, and financial advisor—remain constant but their sizes fluctuate daily. The key is knowing when to offer advice and when to listen, understanding the organization’s risk tolerance, and adjusting your approach accordingly. Practicing law is often the smallest piece of the pie. Our DGC to GC program will spend time focused on this question: What does a GC do?
Is This the Job You Truly Want?
It’s not just the next step up the in-house ladder. It’s about transitioning from practicing law to engaging in strategic planning and thinking. It involves mastering collaboration with business partners and steering the company towards its long-term goals, while assessing risk, issue-spotting, and solving problems.
Questions to Ask Yourself:
Leadership and Influence: How comfortable are you leading a team and influencing company culture and policy without direct authority over all decisions?
Broad Business Understanding: Are you ready to immerse yourself in the broader business context of your company, beyond just legal issues?
Crisis Management: How well can you handle pressure and make critical decisions under tight deadlines, often with incomplete information?
Ethical Compass: Are you prepared to navigate complex ethical decisions and uphold integrity under all circumstances?
Accepting Influence Limits: Can you accept that your advice won’t always be heeded? As a GC, you must provide your best counsel and handle situations where your recommendations are overlooked, requiring resilience and adaptability.
Developing a Thick Skin: Do you have resilience to face rejection of your legal advice without taking it personally? This enables you to maintain composure and credibility.
Strategic Decision-Making: Do you have good judgment to strategically pick your battles, knowing when to insist on accountability and when to yield for business decisions?
Financial Acumen and Agility: Do you understand your organization’s financials and can speak intelligently about the financial underpinnings of your company and industry? This knowledge is crucial for contributing to strategic discussions and providing comprehensive advice.
Reflecting on these aspects will help clarify whether the GC role aligns with your professional aspirations and personal capabilities.
I didn’t ask myself these questions before taking my first GC role, but thankfully, I learned the job's contours and found that I genuinely wanted to be a GC. And while being a General Counsel comes with its challenges, I can honestly say that I have found great fulfillment and excitement in the role, and I'm happy I made the leap.
Deborah Solmor
Founder, Ready Set GC
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