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General counsel: Difference between revisions
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This will not be how they remember it. [[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. Then again, GCs and self-awareness go together like soup and naval signaling systems. | This will not be how they remember it. [[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. Then again, GCs and self-awareness go together like soup and naval signaling systems. | ||
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 {{sex|she}} is not consenting to video-interviews for the firm’s [[intranet]], a good GC will be advocating “[[resource fluidity]]”, commissioning detailed, multi-dimensional [[risk taxonomies]], or extolling the potential of ''[[cyber]]''<ref>Yes, she will call it that.</ref> or [[artificial intelligence]] to discharge the traditional role of a qualified legal advisor. Chatbots, you see, will shortly replace humans for cross-border sales and trading advice. | 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 {{sex|she}} is not consenting to video-interviews for the firm’s [[intranet]], a good GC will be advocating “[[resource fluidity]]”, commissioning detailed, multi-dimensional [[risk taxonomies]], or extolling the potential of ''[[cyber]]''<ref>Yes, she will call it that.</ref> or [[artificial intelligence]] to discharge the traditional role of a qualified legal advisor. Chatbots, you see, will shortly replace humans for cross-border sales and trading advice. | ||
The [[General Counsel]] will talk a great game, but 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. | The [[General Counsel]] will talk a great game, but 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. | ||
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