Stepping up: How heads of legal can progress into the general counsel role

maart 19, 2026

The transition from head of legal to general counsel (GC) has become an increasingly significant career step within organisations. While both roles require extensive legal expertise, the GC position carries a broader strategic remit, encompassing enterprise-wide risk management, governance oversight and senior leadership responsibilities. As organisations face heightened regulatory expectations, operational complexity and evolving commercial pressures, recruiting in‑house legal leadership at GC level has become a critical consideration in shaping organisational resilience and long‑term direction.

Although many heads of legal already lead substantial legal teams and manage complex advisory work, the GC role demands a shift in perspective. It requires the ability to operate as part of the executive leadership team, contribute to strategic decision making and provide a cohesive view of legal, regulatory and governance risks. As expectations of the in-house legal function continue to expand, so too has the profile of the GC within corporate structures.

Evolving expectations of the General Counsel role

The GC role has developed considerably over the past decade. Historically, many organisations recruited a head of legal as the senior legal authority, with responsibilities focused primarily on legal advisory work and team management. However, as regulatory frameworks have expanded and business models have become more complex, organisations increasingly require a senior legal leader who can provide integrated oversight of legal risk, compliance, governance and ethical standards.

This evolution has positioned the GC as a key strategic adviser to the board and executive team. The role now extends beyond legal analysis to include broader responsibilities such as enterprise risk management, corporate governance, ESG oversight, crisis response and cultural leadership. For heads of legal seeking to progress, understanding this expanded remit is essential.

1. Developing a strategic, business-focused mindset

A defining characteristic of the GC role is its integration into the organisation’s strategic agenda. While heads of legal typically focus on legal risk and operational delivery, GCs are expected to understand the organisation’s commercial drivers, market dynamics and long-term objectives. This requires the ability to:

Interpret legal issues within a commercial and operational context
Anticipate emerging risks and opportunities
Contribute to discussions on corporate strategy, growth initiatives and organisational transformation
Support senior leaders in making informed, risk-aware decisions

The shift from functional leadership to enterprise leadership is fundamental. Demonstrating this broader perspective is a key step for heads of legal preparing to move into a GC role.

2. Building influence at executive and board level

Influence is central to the GC position. Senior leaders rely on the GC for balanced judgement, clarity and the ability to navigate complex organisational issues. Establishing credibility with the CEO, CFO, COO and board members is therefore essential. This involves:

Communicating legal issues concisely and in a commercially relevant manner
Providing objective advice on sensitive or high-stakes matters
Demonstrating sound judgement under pressure
Building trusted relationships across the leadership team

For heads of legal, developing this level of influence requires consistent engagement with senior stakeholders and the ability to present legal advice in a way that supports strategic decision making.

3. Demonstrating leadership beyond the legal function

The GC role extends well beyond the management of legal teams. Increasingly, GCs are responsible for areas such as compliance, governance, ESG, risk management and organisational ethics. They often lead cross-functional initiatives and play a central role in shaping organisational culture.

To progress into this role, heads of legal must demonstrate leadership that reaches across the organisation. This includes:

Managing budgets and operational priorities
Leading firm-wide initiatives
Supporting senior leaders through periods of change or crisis
Contributing to the development of organisational policies and frameworks

The ability to lead beyond the legal function is a key differentiator for those seeking to step into a General Counsel job.

4. Strengthening governance, risk and compliance expertise

As regulatory expectations continue to increase, organisations require senior leaders who can provide oversight of governance frameworks, risk management processes and compliance obligations. The GC is often the individual responsible for ensuring that these areas operate cohesively and align with organisational objectives. For heads of legal, it is essential to develop expertise in:

Corporate governance
Regulatory frameworks
Enterprise risk management
Compliance structures and reporting

Strength in these areas positions the GC as a central figure in maintaining organisational integrity and resilience.

5. Developing an external profile and senior-level visibility

GCs frequently represent the organisation externally, whether engaging with regulators, industry bodies, external counsel or other stakeholders. They may also contribute to thought leadership and support the organisation’s reputation in the market.

Building this external presence demonstrates authority, confidence and readiness for a role that requires both internal leadership and external representation. For heads of legal, developing this visibility is an important step in signalling preparedness for the GC position.

A broader shift in professional identity

Progressing from head of legal to general counsel is not simply a matter of seniority. It requires a shift in mindset, capability and professional identity. The GC role is defined by strategic influence, enterprise leadership and the ability to navigate complex organisational challenges. Legal expertise remains essential, but it is the combination of judgement, commercial awareness and leadership that ultimately distinguishes a GC.

As organisations continue to evolve, those hiring GCs are looking for candidates who can operate as strategic partners. For legal leaders seeking to take this step, developing these broader capabilities is fundamental to demonstrating readiness for the role.