5 Key Takeaways From The UK GC Summit

The Law Squared + Law Ninja’s first ever UK GC Summit assembled more than 80 GCs and in-house counsel team members for an action-packed day of thought-provoking panel sessions and rich group discussions.

Among the topics covered were talent acquisition, use cases for Artificial Intelligence (AI), the art of negotiation, and how to navigate the ESG landscape.

L - R: Xavier Langlois, Ana García Rodríguez, Alex Pharaoh, Frances Coats

Here are five key takeaways from the event:

1. Define Expectations to Recruit and Retain Top Talent

Have employers lost all power when it comes to recruitment and retention? Must they give employees everything they want, or risk losing them? What happens when the demands of the workforce come at a hefty cost to the business?

During a session on how to recruit, retain and reward talent, our panellists agreed that balancing the expectations of young professionals with business objectives is quite simple; employers must meet their employees halfway, communicate clearly (and often), and set expectations.

“Attracting and retaining talent doesn't mean letting people do what they want, when they want, and where they want, and assuming that the business won’t suffer,” said Frances Coats, Group General Counsel, Howden Group Holdings. She argues that it’s important to prioritise open communication so both employer and employee know where they stand and what is expected of them.

Fellow panellist, Alex Pharaoh, Country Head Legal, UK, ABN AMRO, agreed. “[During the recruitment process], I’m not trying to sell the company, I’m trying to describe what the company is like. The last thing I want to do is trick someone into working for us.”

2. AI: Dream Big, Start Small

Although transformative AI solutions are the holy grail for in-house legal teams, related discussions at the GC Summit centred on the benefits of small, incremental gains.

Attendees were warned to resist the allure of the flashiest AI-powered tools and carefully consider their business objectives. “Don’t buy the technology first and then see how to use it,” said Shaz Aziz, Client Solutions Director, Neota. “Carry out an investigation to identify the problem you want to solve and how you can drive value. Perhaps the answer is Generative AI… but it might not be.”

A seemingly modest win, such as the removal of some administrative hassle, could have a major impact on both employee satisfaction and engagement, as well as driving better outputs across the whole business.

3. Working with Private Practices: Rewarding Behaviour That Merits Reward

Statistics show that 70% of lawyers leave private practice firms within three years. According to Demetrio Zema, Founder and Director of Law Squared, toxic workplace culture is one of the driving factors behind this mass exodus.

Exacerbating the problem, he explained, is the fact that many legal professionals pivot to in-house roles and then continue to reward the bad behaviours that drove them out of private practice law in the first place.

“Think very carefully about the conduct you endorse and look into which firms are offering something different” he advised. With more prudent budget allocation, not only do in-house legal teams receive a better service, but they can indirectly influence the culture at private practices and help to transform the reputation of the legal profession as a whole.

Sam Ross, Chief Legal Officer, Remote shared Zema’s sentiment. During a panel discussion on how to effectively manage M&As, he urged in-house legal teams not to let private practice lawyers “off the hook” with sub-par performance.

4. Escape the Legal Ivory Tower

To exert influence, in-house legal team members must be on the ground; building relationships with key stakeholders, gaining an understanding of core business objectives, and observing the important conversations. “You are not a lawyer in an ivory tower. You are part of the team and you need to be assuming the role of trusted advisor,” said Imran Bhatia, General Counsel, Westmont Hospitality Group.

“[As GC], you take on a wide range of responsibilities, from contract negotiator to therapist-to-the-Founder,” he continued. “But you can’t perform those roles if you’re not in the room.”

Sarah Ouis, Founder, Law But How?, shared Bhatia’s perspective. “When you’re an in-house lawyer, part of your role is to sell and promote legal services internally, and you have to work at it,” she said.

5. Don’t Sweat the Small Stuff

A recurring point of discussion at the GC Summit was the importance of knowing when to fight and when to concede, with the general consensus being that in-house legal teams shouldn’t be sweating the small stuff.

Building meaningful and trusting relationships with team members, senior business leaders, cross-functional departments, customers, and clients is certainly a critical aspect of in-house legal work, but it’s not always easy. Relationships are quick to sour, for example, when relentless legal interventions impede business progress.

To combat this, Bhatia advised attendees to pick their battles carefully. “If we can prove that we’re not the ‘fun police’ most of the time, it means that people will take us seriously when it really does matter.”

Providing actionable advice is another good way to avoid conflict. “You won’t last long if you only say no,” said Ehsan Haque, Head of UK Legal & Compliance, Laser Digital Group. “Offer solutions and alternatives instead.”