Within the in-house authorized world, there’s a phrase that has been worn skinny from overuse: enterprise companion. For years, I proudly referred to as myself simply that — a enterprise companion. It sounded proper. It sounded progressive. It gave the impression of I had damaged out of the old-school “division of no” mannequin.
In truth, I even wrote about it.
In my very first weblog put up, “Counsel as Strategic Advisors: How to Become an In-House Business Partner”, I made the case that in-house legal professionals wanted to reframe themselves as strategic enterprise companions — shifting past authorized technician roles and embedding themselves deeply into the material of enterprise decision-making.
On the time, it was the dialog I believed we would have liked to have. Not too long ago, I’ve been rethinking that label, and I’ve Delida Costin to thank for that. In a LinkedIn post, Costin challenged in-house legal professionals to cease calling themselves “enterprise companions” and as a substitute absolutely embrace their seat on the govt desk as enterprise leaders.
Her message was undoubtedly a wake-up name for me:
“If you’re within the prime seat, you’re not standing beside ‘the enterprise’ providing recommendation. You’re main the enterprise with different executives, however you could have a selected authorized perspective that you simply carry to the desk.”
Costin’s perception strikes on the coronary heart of a deep identification difficulty for in-house legal professionals. Now we have spent years attempting to “show” we’re greater than risk-spotters, greater than naysayers, greater than price facilities. In doing so, many people have adopted the label of “enterprise companion” as a type of armor in opposition to outdated stereotypes.
However what if, in doing so, we’re promoting ourselves quick?
The Drawback With ‘Companion’
Once we name ourselves enterprise companions, we’re highlighting collaboration, however as Costin argues, it inadvertently reinforces the concept that the authorized division continues to be in some way adjoining to the enterprise, not of the enterprise. The label can subtly cement an arm’s-length relationship—one the place we in-house legal professionals are on the sidelines ready to be “introduced in.”
That’s not the place in-house legal professionals must be if we’re to be really efficient.
On the C-suite stage, there are not any companions to the enterprise. There are solely leaders of the enterprise. Everybody brings their distinctive perspective to the desk — whether or not it’s finance, operations, advertising, or, sure, authorized. The desk is spherical. The choices are collective. The accountability is shared.
Once we proceed to outline ourselves in opposition to outdated stereotypes, we’re enjoying on another person’s area, by another person’s guidelines. The “enterprise companion” title turns into a defensive posture quite than a declaration of management.
From Authorized Chief To Enterprise Chief (Who Occurs To Be A Lawyer)
Costin’s problem is about mindset, not semantics. It’s about shifting from a reactive, advisor mindset to an lively, management mindset.
This implies seeing ourselves not solely as protectors of the corporate however as shapers of the corporate’s technique, tradition, and future. It means bringing our full authorized experience and our industrial savvy to each govt dialog. It means difficult the CEO, CFO, and different leaders not as a result of we’re legal professionals — however as a result of we’re leaders with a definite and worthwhile standpoint.
It means proudly owning the truth that authorized coaching is only one side of what makes us efficient leaders. Our technical information just isn’t what makes us worthwhile. What makes us invaluable is our skill to steer by means of ambiguity, handle threat strategically, and contribute to enterprise worth creation.
Management With Context
That stated, it is usually essential to acknowledge that the scope of the way you lead — and the best way you place your self — could rely in your firm, its tradition, and its expectations for the authorized operate. In some organizations, the in-house lawyer should still be seen by means of a conventional lens making the shift to enterprise management one thing that requires cautious navigation of organizational norms.
In some corporations, the in-house lawyer is embedded within the govt management group, anticipated to weigh in on the whole lot from product growth to company social duty. In different corporations, the in-house lawyer continues to be referred to as upon primarily as a gatekeeper or threat mitigator.
This variability doesn’t imply you shouldn’t aspire to the management mindset. It does imply you need to calibrate your method to your organization’s tradition and openness to the in-house lawyer’s broader contribution. Management is situational. It’s not about asserting authority — it’s about entering into areas the place you’ll be able to affect outcomes and add worth.
Rewriting The Narrative
The toughest a part of this mindset shift is letting go of the consolation of the outdated narratives. The one the place we search to “show” our price by exhibiting up as useful companions. The one the place we preemptively apologize for being the lawyer within the room.
Costin’s recommendation? Cease defining your self in opposition to the outdated narrative. Outline your self by means of your contribution.
This requires braveness. It requires entering into areas the place legal professionals have historically been sidelined — or the place we’ve sidelined ourselves. It requires leaning into the uncomfortable moments the place authorized recommendation isn’t only a assist operate, however a driving drive behind a strategic pivot, a product launch, or a market exit.
Conclusion: The Name To Lead
The following evolution of the in-house lawyer just isn’t about higher integration or smoother partnership. It’s about management. Possession. Standing shoulder-to-shoulder with different executives as equals, not as company.
Reflecting by myself journey from writing about being a strategic enterprise companion to now embracing the mindset of a enterprise chief, I see this not as a contradiction, however as an evolution. That first step — asserting the position of companion — was crucial. However the subsequent step is to personal our place on the helm, not on the facet.
As Delida Costin places it, “You’re one of many leaders of the enterprise. Your authorized background… just isn’t the entire story.”
Lisa Lang is an achieved in-house lawyer and thought chief devoted to empowering fellow authorized professionals. She affords insights and sources tailor-made for in-house counsel by means of her web site and weblog, Why This, Not That™ (www.lawyerlisalang.com). Lisa actively engages with the authorized group through LinkedIn, sharing her experience and fostering significant connections. You’ll be able to attain her at [email protected], join on LinkedIn (https://www.linkedin.com/in/lawyerlisalang/).
