The art of legal leadership and influence for General Counsels

General Counsels (GCs) today face a broader and more complex remit than ever before. With the rise of AI, ESG, evolving regulations and shifting boardroom expectations, the GC role has expanded from legal oversight to strategic leadership. From my experience recruiting GCs across sectors, the most effective ones are those who earn influence through trust, communication and commercial alignment. 

Establishing trust through relationships 

Influence begins with trust. GCs who invest time in understanding the priorities of CEOs, CFOs, and board members are more likely to be involved in strategic decisions early. One GC I placed at a tech firm spent their first month meeting individually with senior leaders to understand both business strategy and personal definitions of success. This approach enabled them to tailor legal advice to support broader goals when required strengthening their position within the leadership team. 

Using storytelling and simplifying to drive legal influence 

Legal jargon can hinder understanding. GCs who distil complex regulations into clear, business-relevant insights are more effective. For example, explaining GDPR obligations to a board by saying, “Think of it as building a secure system to protect customer trust.” The ability to simplify and contextualise legal advice is a critical skill. Storytelling can help legal teams communicate complex issues in a way that is accessible, persuasive and memorable.   

Communicating in commercial terms 

Legal expertise must be translated into language that resonates with business stakeholders. Align legal with company purpose – when legal advice is tied to the organisation’s broader mission, it has more impact. Rather than stating, “This breaches regulation” a more effective approach is, “Adjusting this model reduces risk and opens new revenue opportunities.” This framing aligns legal input with commercial objectives such as growth and profitability. 

Be proactive, not reactive 

The most influential GCs anticipate challenges and opportunities. Whether it involves ESG reporting, data privacy legislation, or geopolitical developments, foresight is essential. One GC I worked with identified a regulatory change that allowed their company to launch a compliant product ahead of competitors, securing a first-mover advantage.  

How can you close the perception gap internally? 

Despite growing responsibilities and opportunities, GCs can still face outdated perceptions—that they’re a cost centre, not a strategic partner. Overcoming this requires both mindset and method. 

Quantify your value 

When GCs can show tangible impact – whether it’s negotiating cost-saving contracts, avoiding litigation, or unlocking new markets – they shift perceptions and helps position the legal function as a driver of value.  

Educate and engage 

GCs must communicate the full scope of their role. Regular updates and transparent dialogue with senior leaders help reposition legal as a proactive and strategic partner. 
 

Stay connected to the outside world 

Engaging with industry peers, benchmarking against other legal departments, and staying attuned to broader trends can strengthen a GC’s strategic perspective.  
 
As the GC role continues to evolve, those who are able to influence stakeholders are best positioned to drive meaningful impact. By building trust, communicating effectively, and demonstrating commercial value, GCs can embed themselves at the centre of strategic decision-making and steering businesses through change.  
 
The legal leaders who do this well aren’t just protecting the business, they’re helping to shape its direction, drive growth and unlock new opportunities. And that’s where the real influence lies.