GCs in retail and FMCG – leading through today’s crises, preparing for tomorrow 

In 2025, retail and FMCG sectors are navigating a turbulent landscape marked by economic volatility, digital threats, and geopolitical disruptions. High-profile cyberattacks in the UK on Marks & Spencer, Harrods, and the Co-op, costing millions in lost sales, highlight the sector’s vulnerability. Concurrently, President Trump’s ongoing trade war and tariffs threaten higher consumer prices and further supply chain disruptions and economic strain in the sector globally. 

General Counsels (GCs) are facing multifaceted pressures from regulatory compliance, supply chain disruption, AI, cybersecurity to reputational risks. Inflation and geopolitical tensions further challenge profitability, requiring GCs to align legal strategies with business objectives. 

As guardians of risk management, GCs play a central role in managing these crises, ensuring the organisation can respond effectively and emerge resilient. In this context, the ability to manage crises is not just a reactive skill—it is a critical leadership competency that directly influences a company’s survival and long-term success. Given the fast-paced nature of the retail and FMCG industries, GCs must be prepared to handle a wide range of potential crises, from legal disputes to external reputational threats. 

Inspired by a recent General Counsel roundtable, this article outlines five critical skills GCs must master to lead through crises, ensuring resilience in today’s volatile market and beyond. 

Five skills required for effective crisis management 

1. Strategic thinking 

Effective crisis management begins long before a crisis occurs. Being able to anticipate potential risks and take proactive steps to mitigate them is vital. This requires an understanding of both the internal and external factors that could affect the business, as well as the ability to think several steps ahead. 

In the retail and FMCG sectors, where market conditions can change rapidly and consumer sentiment is often influenced by external factors, GCs must have a forward-thinking mindset. This means developing a crisis management plan that includes monitoring for emerging risks, such as changes in regulations, shifts in consumer behaviour or disruptions to the supply chain. The skill of horizon scanning, often facilitated by technology, can help GCs identify potential crises early, allowing them to put preventive measures in place before the situation escalates.

By embedding a culture of proactive risk management within the legal team, GCs can ensure their departments are well-prepared to respond to crises swiftly and efficiently. This strategic foresight is essential in safeguarding the long-term viability of the organisation. 

2. Effective communication 

When a crisis strikes, clear and effective communication is paramount. The ability to communicate under pressure is an indispensable skill for any GC. Whether addressing internal stakeholders, the public, or regulatory bodies, the way in which information is conveyed can determine the outcome of a crisis. 

GCs must be able to communicate complex legal issues in a way that is easily understood by non-legal colleagues, especially in times of stress. This requires not only a deep understanding of the legal issues at play but also the ability to translate these into business terms. Equally important is the ability to keep stakeholders informed with real-time updates while ensuring consistency across all messaging channels. Miscommunication can lead to confusion, reputational damage, or legal exposure. 

Additionally, GCs must maintain transparency and honesty in their communications. In crisis situations, stakeholders look to leadership for direction. By communicating proactively, openly, and with empathy, GCs can help mitigate the emotional impact of a crisis and reinforce trust within the organisation. 

3. Decisiveness 

Crisis situations often require quick decision-making, with limited information and a high degree of uncertainty. The ability to make informed, timely decisions is a crucial skill for GCs when managing crises. Whether deciding whether to initiate legal proceedings, how to handle a data breach, or whether to issue a public statement, GCs must be able to make tough decisions with confidence. 

Effective crisis management requires strong leadership, particularly in high-pressure situations. GCs must demonstrate resilience and the ability to stay calm under pressure, inspiring their teams to act decisively and purposefully. Leading by example, GCs must maintain a clear focus on both short-term containment and long-term recovery, ensuring that the business remains on track despite the immediate disruption. 

Being able to take control of the situation, assign clear responsibilities, and empower the legal team to act swiftly can help streamline the response process. In times of crisis, indecision can worsen the situation, so the ability to act quickly and assertively is vital. 

4. Building cross-functional relationships 

Effective crisis management is rarely a solo effort. GCs must work closely with other departments to manage crises successfully. In retail and FMCG sectors, crises often involve cross-functional teams, including supply chain, PR, HR and compliance. As the legal function’s scope continues to expand, GCs must cultivate strong relationships with key stakeholders across the organisation to drive cohesive responses. This is particularly important in fostering a successful General Counsel-CEO relationship. 

Collaboration is essential not only for information-sharing but also for resource management. With many retail and FMCG organisations facing pressure to do more with fewer resources, leveraging the expertise of other departments can help the legal team navigate crises more effectively. Building these strategic relationships over time ensures that, when a crisis does arise, GCs can rely on these departments to act swiftly and with a unified approach. 

GCs should also play an active role in fostering a culture of collaboration across the business. Encouraging open lines of communication and aligning team objectives can help ensure that all stakeholders are pulling in the same direction during a crisis. 

5. Resilience 

Finally, resilience is a key trait for GCs managing crises. Crises can be unpredictable and exhausting, and it is crucial that GCs maintain their composure and remain adaptable to changing circumstances. Resilience enables GCs to withstand the stress and emotional toll of a crisis, while adaptability allows them to adjust their strategies as the situation evolves. 

GCs in the retail and FMCG sectors must be able to pivot quickly in response to shifting circumstances. Whether that means rethinking a legal strategy or altering the company’s response based on new information, GCs must be flexible and agile in their approach. The ability to adapt is critical in a fast-paced, high-stakes environment where decisions need to be revisited frequently. 

Retail and FMCG businesses face mounting challenges in an increasingly complex and unpredictable world. The role of the GC as a crisis manager is more vital than ever. By mastering strategic thinking, communication, decisiveness, collaboration, and resilience, GCs will fulfil a critical leadership role protecting their organisations and steering them through uncertainty.