As we come to the end of 2019, I wanted to write about an issue I hear a lot about.  In fact, in many of my conversations with in-house counsel, this is the number one topic, i.e., “how do I become a strategic in-house lawyer?”  While sometimes this is a self-generated concern, it arises mostly because someone (the CEO, the General Counsel, or whomever) told the lawyer during an annual review or another setting that they need to be more “strategic” with their thinking.  Sadly, that is typically about the extent of it, that is, “be more strategic.  Now go forth and sin no more.” From personal experience, I can tell you that receiving such a command from your boss without more is about as useful as a mud fence in a rainstorm.  But, as many in-house lawyers are learning, it is not enough to be an excellent lawyer with deep legal skills and institutional knowledge.  That just gets you to the table.  The business wants more out of its in-house legal department, especially from the general counsel and other senior members of the legal team.  They want you to be “part of the business” and they want you to be “strategic.”  Unfortunately, no one teaches you how to be strategic in law school – at least not when I was there.  For most, you just sort of figure it out as you go along.  That was my method.  I cannot tell you that I figured out the magical incantation that makes you a strategic thinker, but I have learned many relevant lessons over the years.  This edition of “Ten Things” shares my thoughts on how to become a strategic in-house lawyer:

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