In an increasingly competitive legal landscape, the relationship between general counsel and outside law firms has never been more critical. A recent discussion featuring three seasoned chief legal officers—Danielle Sheer of Commvault, Rob Morvillo of Olo, and Vanessa Candela of Celonis—provided invaluable insights into what general counsel truly value in their partnerships with outside attorneys. As legal departments face mounting pressure to deliver strategic value while managing costs, the nuanced expectations from those at the helm of these departments demand attention from law firms eager to maintain and develop partnerships.
The key takeaway from the panel discussion is clear: success in this arena hinges on both effectiveness and relationships. The conversation was moderated in a webinar titled “What GCs Want From Their Outside Counsel,” attended by over 500 legal professionals, from junior associates to senior partners. This robust turnout underscores the significant interest surrounding the ongoing evolution of client-law firm dynamics.
Central to the dialogue was the notion that being right is less important than being effective. Sheer emphasized a shift many general counsel undergo when transitioning from private practice to in-house roles. “You have to make decisions every day about whether you want to be right or you want to be effective,” she noted, articulating a sentiment echoed by her peers. Lawyers from esteemed firms who can simplify complex legal nuances into actionable strategies will find favor among their clients. The capacity to contextualize risks within business frameworks allows general counsel to approach decision-making more effectively, which is invaluable in a fast-paced corporate environment.
Time management is also an essential factor. The participants discussed how general counsel have limited time during the workday for in-depth analysis. Vanessa’s remarks encapsulated this necessity: “I do my thinking at night and on weekends,” she pointed out, highlighting that timely, practical guidance is paramount when she reaches out during the day. General counsel often require immediate, actionable insights rather than lengthy, jurisdictional analyses. This need for speed and relevance is indicative of a broader shift within corporate legal departments as they strive for efficiency amidst constraints.
Strategic outreach and relationship management are also pivotal. The consensus amongst the panel was that waiting until a crisis arises to establish contact is a mistake. Sheer reflected on how unsolicited communications during high-stress periods often result in her aversion to those firms. “I’m so turned off that that’s the first time you chose to reach out to me,” she affirmed. Law firms that proactively engage and prioritize relationship-building before opportunities arise typically gain a smoother path to trust and collaboration.
When law firms do make their pitches, they must focus on strategic initiatives rather than merely showcasing credentials. According to Sheer, the value of how a firm articulates its approach to a problem often outweighs the prestige of its resume. “I will always choose the firm that gets straight to the heart of the matter over the one that focuses on credentials,” she stated. The most effective firms are those that invest the time to understand their client’s business landscape and offer innovative, practical solutions that align with the client’s risk tolerance.
Candela shared her approach of using real-world scenarios during pitches to evaluate the strategic thinking of potential partners. “You don’t need to tell me you have 17 offices around the world,” she advised, emphasizing the importance of practical and timely business-aligned advice that reveals a lawyer’s ability to think critically when the stakes are high.
The discussion also highlighted that trust is cultivated in the minutiae of interactions rather than grand gestures. Morvillo articulated that a simple, candid gut check call without the pressure of billing can significantly strengthen the bond between outside counsel and general counsel. This kind of accessibility and a long-term commitment to partnership transforms transactions into relationships. “Now you’re top of mind for me,” he noted, suggesting that being generous with time and focus on fostering relationships typically pays off when the need for legal support arises.
This evolving landscape requires lawyers to reexamine their approach. For those in private practice, building enduring client relationships hinges on treating each interaction as an investment towards a more substantial engagement. As a result, the expectations of present-day general counsel demand an agile, thoughtful, and context-driven approach from outside firms.
The webinar not only served as a platform for sharing insights but also set the stage for ongoing conversations about the future of legal collaborations in a rapidly changing environment. As corporate legal departments continue to evolve, the alignment of outside counsel with their strategic goals, operational realities, and the broader business context will be pivotal going forward.
For those interested in delving deeper into this topic, an upcoming event—Volume 2 of “What GCs Want From Their Outside Counsel”—is scheduled for June 4th at 3 PM ET. Attendees can register for this essential discussion, which promises further exploration into how legal partnerships will likely evolve in coming years.
In a world where successful legal partnerships are paramount to organizational success, the insights shared during this webinar signify a pivotal moment of reflection for both general counsel and outside counsel alike. The capacity to adapt, understand, and respond to each other’s needs will be the cornerstone of lasting relationships in the realm of law.