5 Things every new GC should know

The first thing everyone always says when they talk about their role as a GC/CLO is that they are a business leader and therefore business and financial acumen are frequently cited as key skills and competencies that every new GC/CLO needs to sharpen.  When it comes to listing the 5 things I wish I had been told or taught as I stepped up into the GC/CLO position, that would be an easy place to start - but that’s exactly why I won’t go there.  It’s too obvious.  It’s a throwaway comment. Instead, I thought I would start with the things you really need to know.  Things which you are less likely to hear and were probably never taught in Law School or during your early legal career. Let's start with:

1.      Forget the 90-Day Plan. 

a.      Although we are often encouraged to “hit the ground running” with a 90-Day Plan, to secure some early wins, and make your mark.  Here’s why that’s the worst thing you can do.

b.      You don’t know anything yet.  You may think you do, but the cold hard truth is that you still have a lot to learn - about the business, about the people, about the politics, and about how things really work and what really needs to change.

c.      Of course, you can tackle urgent things as they arise – that’s why they hired/promoted you – but, other than that, the best plan is:

*      Do nothing.

*      Listen more than you speak.

*      Listen before you speak.

*      Ask questions.

*      Watch the interpersonal dynamics in the board room.

*      Understand the playing field before you start playing.

*      Be prepared to deflect pressure questions and people who try to pass their problems to you.

And, most important of all:

*      Do not make any major decisions or instigate any major change in those first 90 days.  It will undoubtedly be wrong.

2.      Your Power and Authority is not where you think it is.

a.      New leaders often make the mistake of thinking their power and authority lies within the team and function which they now lead.  But that does not test your power and authority at all because that’s a given.  Your direct and immediate indirect line employees really don’t have much of a choice but to do what you ask.  You are their boss.  That’s not leadership.  That’s not influence, and that’s not the kind of power we should strive to cultivate.

b.      The test of your true power, influence and effective leadership comes from all the areas and people over which you have zero direct or indirect authority.  You have to learn how to influence, inspire and motivate people who have no need (and often no desire) to do what you are asking.  This is the true test of leadership.  This is a very specific skill that you need to learn and cultivate.  It does not happen overnight.  It involves a variety of things, including:

*      Vision and inspirational leadership

*      Story telling

*      Diplomacy and networking

*      Humility and vulnerability

*      Strategic alignment, and

*      Lifting others before yourself – to name just a few.

3.      Ambiguity and Uncertainty is your New Normal – Get Used to It!

a.      You need to learn to let go of the quest or desire for expert knowledge and, instead, focus on decision quality and sound judgement.

b.      There is usually never a single, correct answer to any issue you will face.  Stop trying to be right all the time.  Instead, be impactful.

c.      Park your ego and understand that your strength lies not in having all the answers but in being able to navigate the unknown and help the business steer a reasonably safe path through it.

d.      Wiggle room is your friend.  It’s not weak or a lack of knowledge, it’s the bedrock of maintaining agility, flexibility and speed.  Three things all businesses need, and as a business leader, it’s your job to create, promote and protect them.

4.      Risk is a part of doing business – stop avoiding it.

a.      As lawyers we often take the task of mitigating risk too far and seek to avoid or minimize it altogether.  That’s not a wise approach for someone who now needs (and often claims) to be a strategic business partner.

b.      There is no business without risk.  Get comfortable with risk.  Learn to dance with risk – you are not eliminating it, you are steering it and managing it.

c.      Focus less on theory and more on practicality.  Really get to grips with the concepts of likelihood and impact.

5.      So, you can write – big deal.  It’s time to learn how to Communicate.

a.      All lawyers are excellent writers.  It’s who we are and how we were trained.  And, for most of the time, it’s absolutely useless.

b.      You need to learn very quickly how to communicate because from the moment you step into the GC/CLO role, you are now:

*      A change agent

*      A motivational speaker

*      A press agent

*      A spin doctor; and

*      A mentor

c.      I often teach my clients about the importance of understanding and simplification.  To communicate something effectively, the message must be simple.  To articulate something in simple terms, you must truly understand it first. 

d.      Let go of the notion of covering all bases and stop trying to create the perfect process.

e.      Be authentic.  Don’t hide your vulnerability.

f.        And, for goodness’ sake, put your money where your mouth is.

In addition to Strategic Planning Advisory, I provide Executive & Leadership Coaching to individuals and have a special program for GCs and CLOs. If you are interested in learning more, please book a short call with me: https://calendly.com/alexia-maas/consulting-enquiry

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