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But no-one likes to admit they simply tinned it. Thus, most [[general counsel]] are [[inclined to]] attribute their success to their own extraordinary judgment, commercial nous and deep client relationships rather than having happened to have been mucking about in a dinghy on the tidal flats when came in the rising tide which floats all boats. [[General counsel]] will even, occasionally but without irony, accept [[industry awards]] for their talents. Those with an ounce of self-awareness will loudly attribute any such gongs to the relentless hard work and unique skill mix of their team, without which none of their ''legerdemain'' would have been possible. GCs and self-awareness go together like soup and hand-to-hand combat. | But no-one likes to admit they simply tinned it. Thus, most [[general counsel]] are [[inclined to]] attribute their success to their own extraordinary judgment, commercial nous and deep client relationships rather than having happened to have been mucking about in a dinghy on the tidal flats when came in the rising tide which floats all boats. [[General counsel]] will even, occasionally but without irony, accept [[industry awards]] for their talents. Those with an ounce of self-awareness will loudly attribute any such gongs to the relentless hard work and unique skill mix of their team, without which none of their ''legerdemain'' would have been possible. GCs and self-awareness go together like soup and hand-to-hand combat. | ||
The main challenge for a modern-day [[general counsel]] is justifying {{sex|his}} position at all. He likes to be seen as a visionary, an agent for change, a revolutioniser — whilst of course being nothing of the sort: one does not rise to the top of a profession designed to systematically beat creative thought | The main challenge for a modern-day [[general counsel]] is justifying {{sex|his}} position at all. He likes to be seen as a visionary, an agent for change, a revolutioniser — whilst of course being nothing of the sort: one does not rise to the top of a profession designed to systematically beat creative thought out of its practitioners<ref>The[[doctrine of precedent]], anyone?</ref> by being a left-field kind of guy. A [[GC]] will therefore speak frequently of his grand strategic vision and consuming fascination with technological development. When not consenting to video-interviews for the intranet, a good GC will be advocating [[resource fluidity]] or commissioning detailed, multi-dimensional [[risk taxonomies]]. He will hand management of this task will to his ball-breaker of a [[COO]], who in turn will saddle jobbing lawyers with the hard-yards of thinking up something meaningful way of filling out the boxes in his [[PowerPoint]] — jobbing lawyers who, you’d think, would be better spending their time actually managing risk, rather than inspecting their navels looking for it. | ||
{{dramatis personae}} | {{dramatis personae}} | ||
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