I speak to a lot of people who have recently moved into new roles. It is a tough period and after three months there is often a striking contrast between their negative emotional response to their new role then, compared to the anticipation and excitement they felt on joining their new company.
As a consultant spending most of my professional time working with general counsel (GCs), so concerned have I become at the pressures and strain on the mental health of in-house counsel, that this summer I authored a report on what I see as the crisis in well-being in-house.
‘Taking advantage’ is a phrase I hear a lot when lawyers discuss their work. I think it is linked to the idea of lawyers as business people concerned with competitiveness and commerciality, but in any event it manifests itself in the restless and energetic pursuit of getting the best possible deal/outcome for each client on …
It’s stated so often but never questioned: everywhere you turn, in-house lawyers pay tribute to the holy grail of ‘being commercial’. But, as I will argue, such an approach raises substantive and troubling questions regarding the influence on the ethical compass that is supposed to be an in-house lawyer’s most important tool.
Paul Gilbert argues that lazy thinking and perverse incentives are dulling the ethical and intellectual edge of in-house counsel It’s stated so often but never questioned: everywhere you turn, in-house lawyers pay tribute to the holy grail of ‘being commercial’. But, as I will argue, such an approach raises substantive and troubling questions regarding the …
