Article
This trend reflects a growing confidence in leadership potential over prior title, as well as a desire for fresh thinking, cultural continuity, and closer alignment with evolving business needs.
To better understand how companies identify and gain confidence in first-time general counsel candidates, and how those candidates successfully transition into the role, Russell Reynolds interviewed over 20 executives, including hiring decision-makers and first-time GCs themselves.
Here’s the advice they shared for the next generation of general counsel and the organizations appointing them.
Many of the first-time general counsel we interviewed stepped into the top job during periods of disruption, uncertainty or broader transformation. Their deep institutional knowledge, understanding of the high stakes challenges, and trusted relationships with the C-suite and board enabled a smoother transition than might be expected with an external hire. Unlike external hires, they could immediately begin addressing business issues without needing time to learn the culture, personalities, or dynamics of the organization. One hiring manager shared that, in the hiring process, they ultimately coalesced around an internal candidate who developed a strong rapport with the CEO by really understanding their strategic vision and discussing what general counsel qualities would best support that vision.
Another hiring manager shared an anecdote where they needed to hire a general counsel because their incumbent unexpectedly resigned after a CEO change. “We couldn’t afford the risk of appointing an outsider, so we looked at who we had internally,” he explained. “We had one high potential candidate who we knew was one rotation away from ready, and we chose her. She came out of one of our businesses and had really strong business law experiences.”
Another explained that in addition to a relatively new CEO, there were recent transitions in the CFO and COO seats as well, so continuity was particularly important in the general counsel role.
Appointing a first-time general counsel can bring fresh energy and a willingness to challenge long-standing practices. Several hiring managers shared that an appetite for transformation was a key driver in choosing a first-timer. “Our former general counsel had been in seat for upwards of 15 years, so their retirement was a perfect opportunity to look at things differently. Also, although a first-time general counsel, our successor knows what best-in-class looks like from their previous experiences at companies that are even larger than ours.”
Similarly, many first-time general counsel told us that their fresh approach to leadership, ability to collaborate, and willingness to leverage technology were key reasons for their appointments. “I needed to make our ways of working smarter, with a new approach to technology and relationships with the wider company,” one first-time general counsel shared with us. “The CEO was looking for a partner who could be more engaged earlier in the business process, which is quite a big change for us.”
Notably, what many first-time general counsel appointments lacked in traditional experience, they made up for in drive. “We looked at sitting general counsels and couldn’t find anyone as motivated or eager as our internal candidate was,” said one hiring executive. For companies looking to energize or evolve their legal function, appointing a first-time general counsel can be a bold and effective move.
The success of any general counsel hinges, in large part, on building and maintaining trusted relationships with the board and other members of the C-suite. We heard from first time general counsel who were able to become more proactive partners to their board and C-suite by quickly identifying recurring themes that came up. As one first time general counsel shared, “By understanding those patterns, I was able to streamline my interactions with the board and free up time to focus on strategic priorities, rather than repeatedly addressing the same issues.” Per many hiring managers with whom we spoke, “the fit with the CEO is critical.”
Some organizations modified the general counsel remit to fit the strengths and development areas of the new appointee. With the general counsel remit often encompassing compliance, government affairs, risk, and more, a first-timer may need additional support in certain pillars of the role where they have not previously had exposure.
Some organizations opted to spin out certain components of the remit to standalone departments, while others deliberately beefed up the talent profile of direct reports in key areas to take the pressure off the new general counsel. “We hired a more experienced chief compliance officer than we normally would, just to give the general counsel more support,” one executive noted.
In several cases, this decision was informed by earlier assessment and benchmarking, which helped clarify the candidate’s readiness and areas for targeted support. A few organizations took it further by building custom onboarding plans that culminated in comprehensive introductions and board exposure meetings, business immersion, or listening tours. These moves not only right-sized the role, but also accelerated the general counsel’s confidence and credibility.
In addition to bringing in senior talent to strengthen aspects of the function, some organizations facilitated internal mentorship, formal onboarding for board interactions, or buddy systems to create a safe space for questions, progression, and reflection that propelled the function forward.
One hiring leader we interviewed explained that they budgeted a slightly more expensive proxy preparation process for their new general counsel’s first year, expecting that she might need to (and they would want her to) lean more on outside counsel for the first run, given her background was not as a securities lawyer.
Even when promoting internally, benchmarking against external talent builds confidence and objectivity. It ensures the selected leader is the best choice for the organization at that moment, and helps uncover strengths or development areas that may otherwise be overlooked. One hiring manager shared that reviewing the backgrounds of comparable candidates in market gave them the necessary reassurance to appoint their first-time GC from within.
Benchmarking can also uncover non-obvious, yet high-impact candidates; individuals without prior general counsel titles but with standout track records in key areas. “I had experience of big ticket litigation and crisis management, which were crucial reasons I was appointed,” one first-time appointee told us.
Bringing thorough assessment into the external search process gives the organization the chance to get really comfortable with the hire, creating a specific development plan to ensure the new general counsel is set up for success.
“Assessment is such a good investment,” said one hiring executive. “When you’re hiring a step-up, you have to focus on what’s critical and non-negotiable, and assess for potential and learning agility."
The scope of the general counsel role continues to expand. As these leaders increasingly become the binding tissue of an organization, it’s important for aspiring general counsel to develop a breadth of experience across legal, business, and strategy. Legal leaders looking to step into the top role should not be afraid to raise their hands and have explicit conversations with their managers, as well as other key stakeholders across the organization, about how they get exposure to a breadth of functions which will set them up for a general counsel role down the road.
“Part of why I got this role is because I previously had the chance to set up and run a P&L,” reported one first-time general counsel. “It was a chance to demonstrate my value. Through running a P&L, I have a true appreciation of the issues the CEO faces.” Another new general counsel intentionally stepped into a corporate strategy role to demonstrate business instincts. That move later positioned them as the natural successor.
“I handled big, thorny, complex litigations that were very public, and I handled them well,” said one first-time general counsel, explaining why she felt ready to take the top job. Owning challenging, high-risk matters is one of the most effective ways to build credibility and readiness for a general counsel role.
Engaging in visible, cross-functional issues gives rising legal leaders exposure to broader business challenges, tests their ability to navigate ambiguity, and offers a chance to earn trust from executive leadership and the board. Indeed, one hiring manager remarked that a key to good mentorship and succession planning involves giving the second-in-command the ability to “run with the hardest things that have high visibility.” For many, it is this kind of make-or-break work that demonstrates they’re ready to lead the function.
Several first-time general counsels had previous exposure to the board, often through corporate secretary roles, government relations roles, or through holding key governance responsibilities. A number of them shared that they had to be proactive about relationship-building. “I asked for time with board members. I knew I needed it more than they did,” one said. Another reflected, “I was too cautious. I could have been more direct about setting up regular touchpoints.”
First-time general counsel consistently emphasized the importance of getting up to speed quickly on the company’s financials, strategy, and broader competitive market. This was a novel challenge for some who have not sat in the top chair before. This foundational understanding not only helps align the legal function with business goals but also builds credibility in enterprise-level conversations.
At the same time, many reflected on the shift from structured legal roles to the more ambiguous, advisory nature of the general counsel position. “I came from a risk background, where things are much more structured,” one said. “As general counsel, you have to step into unfamiliar areas, make sense of them quickly, and still give guidance.”
One hiring stakeholder observed part of the reason they were comfortable making the internal appointment was that that person “demonstrated she was really dialed into the financials of the company,” and was “highly attuned to the business.” They had previously spent time reflect on their growth areas and long-term potential, which helped the team align on her readiness even though she hadn’t done the full scope of the role before. It highlights the importance of understanding an executives ability to adapt, flex, and grow with the business.
First-time general counsels often find themselves managing complex team dynamics. They may inherit team members with more experience than them, or step into a role others internally had hoped to get. Many intentionally leaned into what can be a delicate dynamic, and were thoughtful about taking the opportunity to reshape roles to maximize individual team member’s strengths.
The hiring managers spoke to this dynamic as well, and especially the importance of being both a vulnerable and galvanizing leader. “Our first-time general counsel did a great job of bringing the direct reports into the fold. She is physically in the office with them and has been able to connect her new strategic direction back to the team’s ideas. She gets them to own decisions and ensures they are the ones giving updates on key change initiatives – which means they feel heard, too.”
Another HR leader shared how their new, first-time general counsel built credibility with the team. “She brought her direct reports into key decisions, gave them ownership, and made sure they were the ones presenting progress. That helped build trust and cohesiveness across the team.”
At the same time, the C-suite can be isolating. There are fewer clear answers and less structured guidance, especially for those navigating complex internal dynamics and unfamiliar terrain. “You expect perfection from yourself, but the job often demands judgement calls in gray areas. That’s where peer networks are invaluable,” one general counsel said. Others highlighted the importance of building a trusted group of external advisors early, particularly when transitioning industries. “I joined World 50. It’s been a huge help. My advice is to build and invest in a peer network early on in your journey.”
Success as a first-time general counsel does not end with the appointment into the top job. In many ways, it begins there. The difference between stepping into the role and thriving in it often comes down to how deliberately the organization invests in the leader’s early environment, relationships, and runway; the same goes for the individual stepping into the role. With the right scaffolding in place, first-time general counsel can not only rise to the challenge; they can often reshape the legal function for the better. For organizations willing to bet on potential, the payoff is a trusted, strategic advisor equipped to lead with energy, credibility, influence, and impact.
Casey Gordon co-leads leads Russell Reynolds Associates’ Legal, Regulatory & Compliance capability in the Americas. She is based in Chicago.
Ann Hiat is a member of Russell Reynolds Associates’ Legal, Regulatory & Compliance capability in the Americas. She is based in Washington D.C..
Alison Huntington leads Russell Reynolds Associates’ Human Resources Officers and Legal, Risk & Compliance Officers Knowledge teams. She is based in London.
Jason Kipkala is a member of Russell Reynolds Associates’ Human Resources Officers and Legal, Risk & Compliance Officers Knowledge team. He is based in Toronto.
ja-JP
ログイン
