Lawyers in private practice who decide to move to an in-house role will often face substantial changes, both in the nature of their work and the culture of their workplace. Let’s take a look at some of the key points which legal professionals making this career shift should bear in mind.
It’s no secret that in-house legal teams offer a significantly better work-life balance compared to private practice, with more regular office hours and less juggling of demands from multiple clients. And while many leading firms have made efforts to enhance their flexible working opportunities and are increasingly taking active steps to promote the mental health of their employees, they still have a long way to go. The only downside is the pay - lawyers working in private practice are paid significantly more than their in-house counterparts.
Lawyers in private practice tend to act primarily as consultants or advisers to their clients, called upon when there is a specific legal problem to solve or task to fulfill.
In comparison, in-house counsel usually have a much more proactive role, forming an integral part of the business. General counsel (GCs) often report directly to the CEO and sit on the company board. Lawyers moving from a firm to an in-house role will therefore need to feel comfortable getting involved with some of the broader aspects of running a business, as opposed to merely providing legal advice.
We previously carried out research which indicated that some of the most highly regarded attributes of in-house lawyers are key business skills such as influencing, collaboration and relationship building. In addition to their ability as a lawyer, GCs are frequently required to communicate legal issues to colleagues across the business, many of whom will have no legal knowledge. The ability to clearly explain complex legal concepts can help them to build relationships with different stakeholders, and this can promote their own role within the organisation.
A key measurement of success for in-house lawyers goes far beyond just providing legal services; it is imperative they add value to their organisation. But how do you approach adding value to an organisation? Our value creation report identifies five practical recommendations that truly add value, these includes:
Another highly regarded attribute of GCs according to the aforementioned research is confidence in productivity and management software. Although the ability to harness legal technology is increasingly valued in private practice, being tech-savvy is even more important for in-house counsel. Large technology and financial companies, in particular, are likely to have a comprehensive suite of software tools, so in-house lawyers should be willing to embrace digital initiatives and adapt to new products and services.
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