GC {RE}DEFINED

Are you Leading with Influence?

In today’s context, many leaders, including those in the legal profession, have been jolted out of the comfort of their past successes. The ongoing uncertainty and change of the current environment has altered our understanding of the “normal” ways of living and working, building relationships, and shaping our personal and professional identities.

Join us as we explore the most desired leadership skills and competencies for general counsel (GC) and seek to uncover insights into the GC’s strengths, blindspots, and areas for further development that move them closer to their ideal as a leader with far-reaching influence across their teams, departments, and organizations as a whole. Stay tuned for our Leading with Influence report!

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In our previous report, Morrison & Foerster took a deep dive into the worlds of GCs and other senior legal in-house leaders around the globe to reveal how the GC role is evolving and the biggest challenges that they and their in-house legal departments face. Learn why GCs:

  • Should ideally maintain their closest company relationships with non-executive directors, not the CEO
  • Might not need a law degree in the future
  • Might soon plan to replace headcounts with software to better manage business needs
  • Will continue to manage the tension between protecting the brand and mitigating risk while being a commercial enabler who creates value for the company
  • Will build increasingly diverse teams—both technically and demographically

Download our previous report for in-depth insights into the factors that are reshaping the dynamic GC role, and join the conversation at #GCRedefined.

Read more about how the role of the GC is being reshaped:

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