Put the framework for legal leadership into action
In-house leaders do not need more complexity in their lives. Yet the reality is, it's here. Leading in-house teams have used creativity, grit and hard work to somehow deliver 鈥渕ore for less鈥� year after year. Yet organisations are asking for more still.
The turbulent external environment is creating more complex and urgent questions for organisations and their legal teams. Cost constraints persist yet the challenge of recruiting and retaining high quality talent intensifies. Hybrid working raises difficult questions of presence, collaboration and effectiveness.
This research from Center for Creative Leadership shows how legal leaders can move away from tackling these issues on a tactical basis, challenging them to think differently about their role, the role of the legal function and indeed their own self-identity.
What does this paper cover?
The self-identity leadership paradox
How in-house legal leaders view their own leadership identity
The functional leadership paradox
The paradoxes that arise from being an in-house legal leader who thinks, acts and influences strategically
Leadership of the organisation: The risk opportunity paradox
How strategic in-house leaders can approach the paradoxical demands of risk reduction vs maximising opportunity
Making it real: Creating your own paradox mindset
Next steps on how legal leaders should address the paradox of providing both the legal perspective and organisational strategic perspective
Practical support for in-house leadership
is packed with practical content to support your development and thinking around effective in-house leadership. The LexisPSL Guide to Leadership for In-House Counsel is a great starting point, whether you are new to leadership or seeking fresh perspectives as an experienced General Counsel.
Not currently a subscriber to LexisPSL? Try it for free for 7 days.
