C-Suite Confidential: How General Counsel Build Real Influence in the C-Suite

It goes without saying that today, being a General Counsel is about far more than just lawyering. Again and again, we hear about the need to be a business enabler, a revenue defender, and a leader who adds measurable value. There are many layers to the role, but one of the most critical is learning how to work with your peers across your executive leadership team.

At Ready Set GC, we consider this a foundational pillar of the GC role—and of our program. How you show up with your C-suite peers isn’t just important, it’s defining. Over the years, we’ve had the privilege of hearing directly from exceptional C-suite leaders—CFOs, COOs, CHROs, CMOs, and CEOs—who’ve shared candid perspectives on what they need from their GC and what great partnership looks like.

This blog distills the best of what they’ve told us.

Most GCs step into the role with in-house experience, having led parts of a legal team and worked alongside business leaders, maybe even members of senior leadership. But one of the biggest shifts in the GC seat is this: you’re not just advising leadership—you are leadership. The C-suite isn’t just a team you support; it’s the team you’re on. And like any high-functioning team, success comes from knowing how to support and align with one another.

That’s where allyship comes in. Nothing gets done in a vacuum, especially not the complicated and high-stakes issues GCs are often charged with solving. Strategic influence depends on relationships built with intention and humility. Exercising your authority without building buy-in first may get you a short-term win, but it rarely leads to long-term impact.

Align with Your "First Team"

Many new GCs instinctively view Legal as their “first team”—it’s what they were hired to lead and where their experience runs deep. But when we ask C-suite panelists which team they consider primary—their function or the executive team—most say the latter. That doesn’t diminish your responsibility to Legal, but it does reframe your priorities. You add the most value when you’re fully engaged in enterprise-wide goals. If you operate like an isolated legal expert, you're missing the broader opportunity to lead across the business.

Listening is a Superpower 

Don’t assume you know what support looks like. Ask. Active listening is a superpower in this role. Every C-suite leader faces unique pressures, timelines, and working styles, and the way you work with each may differ. Prioritize one-on-one time to get to know each of your peers. Find out the answers to these questions:  

• What does partnership look like to you? 

• What challenges are top of mind right now? 

• How can I help you reach your goals this quarter? 

  
  

Understand How Decisions Get Made 

Let’s be honest: the proverbial “room where it happens” often isn’t where anything actually happens. Leadership meetings may be structured and informative, but real decisions are often shaped in side conversations, quiet gut-checks, and shared context.

It’s just as important to build personal relationships. Don’t underestimate the value of a quick check-in, casual coffee, or simply being present—those small moments build the trust that earns you a seat at the real table.

Know where and how informal decisions take shape. Learn the micro-cultures. Build relationships strong enough that you're brought in early and not just when it’s time for a sign-off. When advancing your own initiatives, preview your perspective with a peer. Invite feedback. Offer the same in return. That’s how allyship and influence really take root.

Speak the Language of Business 

The guidance here is simple: don't bury the lead and get to the point. If the team wants more color or commentary, they will ask for it. You are working to solve a problem so come with a solution and don’t speak legalese. Try to tie your guidance to strategic outcomes. Think about problem solving through the lens of how does your guidance advance and align with strategy.  

Tailor Your Support to Each C-Suite Peer 

Most CEOs strive for a collaborative and unified team, but, as discussed above, every C-suite team member has a distinct role, set of pressures, and lens through which they view success. Understanding their function is critical to supporting their goals—and earning their trust. Here are a few suggestions about how to think about your teammates and what you can learn from them.

CFO: Speak the Language of Business 

• Learn the numbers. Understand what drives margin, revenue, and spend. 

• Frame legal strategy in terms of financial impact, risk reduction, cost avoidance, efficiency. 

• Be proactive about forecasting legal spend, especially in high-stakes or high-volume areas, so there are no surprises. 

CHRO: Culture Is Strategy 

• Understand the company’s values and what behaviors are being modeled. 

• With the responsibility for guiding risk tolerance, the GC often plays a silent role in shaping culture. 

• Be a partner in shaping and driving policy, not just reviewing it. 

  
  

CIO: Cyber and Data Fluency Is Table Stakes 

• Familiarize yourself with your organization’s cyber posture and incident response protocols. 

• Know where your data lives, how it’s governed, and what the biggest risks are. 

• Make sure you are cyber prepared because when a cyber event happens, it happens quickly and is often all hands-on deck.  

  
  

CMO: Know the “Why” 

• Marketing moves fast and creatively. Risk is part of the job and it's important to know understand and align on the risk tolerance in your organization.

• Always ask “why” and take time to understand.  

• Help shape language that works both legally and strategically. 

COO: Know Where the Friction Is 

• The COO is where strategy meets execution. They’re thinking about systems, speed, and reliability. 

• Ask where legal can reduce friction—simplify processes, improve contract cycles, or clarify decision rights. 

• Understand how compliance and operational risk intersect—and bring solutions that don’t just manage risk but also streamline how

  work gets done. 

CEO: Anchor to Strategy 

• Your partnership with the CEO sets the tone for how others see you. 

• Don’t just raise legal concerns—offer solutions tied to business outcomes. 

• Understand the CEO’s top strategic priorities and ensure Legal is aligned and resourced to support them proactively—not reactively. 

Bottom Line 

You can’t influence what you don’t understand. Influence doesn’t come from your title—it comes from the relationships you invest in and the value you consistently deliver. Building effective influence starts with curiosity, humility, and a commitment to show up as a business leader first, lawyer second. Think deeply about how Legal can help every function move the business forward. Be thoughtful in how—and when—you assert your power. Build your credibility first. Allyship is not optional. It’s the foundation of leadership. 

There is still time to attend a program this year. If you are a woman in the foundational years of your General Counsel role, please join us in New York City or Los Angeles this fall.