Your Outside Counsel Reflects You: Leading with Intention

Introduction

We’re often asked how to build and manage outside counsel relationships. On the surface, it seems straightforward—many in-house lawyers have experience hiring outside counsel. But when you step into the General Counsel role, the dynamics shift. It’s no longer just about securing outside help for a specific matter. The choices you make carry broader implications. They shape how your company manages risk, how your board and C-suite perceive your legal strategy, and how they assess your leadership judgment. 

Your executive team peers pay attention to who you bring into the room. Outside counsel may not be on of their direct reports, but outside counsel often become part of your extended team. When you introduce someone to your CEO, a business partner, or a member of the leadership team, that introduction reflects your standards, your values, and your ability to lead cross-functionally. 

In that sense, selecting outside counsel isn’t just a hiring decision. It’s a leadership decision. Whether you arrived in the GC seat through a series of in-house roles or stepped in directly from private practice, a mindset shift is required. You’re no longer just securing legal advice, you’re cultivating relationships that reflect your judgment, strengthen your influence, and support your long-term success. And that is where the conversation about outside counsel should begin: not as a transactional necessity, but as a strategic opportunity. 

Look for More Than the Matter 

One of the most common mistakes, especially when an issue feels urgent, can be to hire based on subject matter expertise alone. While deep knowledge is important, even when you need technical precision, you also need someone who can connect with people. For example, someone who can communicate clearly to a GC navigating the topic for the first time or explain implications in a way that resonates across the C-suite. 

Too often, outside lawyers are trained to focus narrowly on the legal issue: the case, the deal, the risk. But the best outside counsel keep the bigger picture in view and train their teams to do the same. They focus on helping the client make decisions, solve problems, and move forward. They understand the pressure and pace of in-house life and what it means to be truly useful. 

If your internal clients walk away from a call or a meeting saying, “I actually understood that,” or “They really get what we were trying to do,” that’s the kind of outside counsel you want back at the table. 

Some of the most valuable lawyers I work with aren’t always the most high-profile or technically elite. But they know how to translate legal complexity into business clarity, because they’ve either been in-house themselves or taken the time to understand how companies operate and how decisions really get made.

I still remember a moment early in my in-house career that crystallized what truly valuable outside counsel looks like. I was the new head of litigation at a public company, traveling late at night, when I received an email from outside counsel. Six lawyers were on the thread (a topic for another blog post!). They needed input on an issue tied to a long document — which, notably, wasn’t attached. I replied asking for it, and within minutes, all six responded with the document.

Five said some version of “attached” or “see document.” But the one who had previously worked in-house took a different approach. He pointed me to the relevant section, copied it into the email, and included a suggested draft response I could use or adapt.

That made all the difference. I was standing in an airport, reading on my phone, with limited time and attention. I didn’t need a document. I needed a solution. That lawyer understood what responsiveness actually looks like. He didn’t just send a file. He helped me move forward.

My Personal Litmus Test: The Triple Crown 

When you’re managing a legal department, you start to recognize patterns in what works—and what doesn’t. Over time, I developed a personal litmus test for what makes outside counsel not just effective, but truly valuable. I call it the Triple Crown: 

• They give cost-effective, excellent legal guidance: They bring judgment and expertise, don’t over-staff, and never treat your legal budget like a blank check. 

• They make my life easier: Their advice is clear, timely, and tailored to the decision I actually need to make. I don’t have to spend hours turning their work into something usable. 

• They make me look good: They help me shine in front of internal clients, especially the CEO or board, by delivering advice I can trust and communicate with confidence. 

  
  

If a lawyer can hit all three consistently, they become a go-to partner. They’re the person I call first, not just for major matters, but when I need a gut check or want to talk through something I’m still working out. And once that trust is earned, it’s hard to replace. 

Finding Your Triple Crown 

Identifying Triple Crown counsel takes more than a quick credentials review. When you’re hiring as a GC, you’re not just solving today’s issue—you’re selecting someone who may represent your company and your leadership in front of key audiences. You’re also choosing someone who’s willing to invest in understanding your strategy, your legal priorities, and your business. 

Look beyond technical expertise. Consider: 

• Cultural fit: Will they build trust and credibility with your internal clients? 

• Values alignment: How do they show up when firm culture is tested? 

• Reputation and reach: Are they credible enough to offer “board cover” when needed? 

• Relationship depth: Are they investing in you, or just in this matter? 

The signs are in the small things. A partner who sends an insightful case update before you ask, advises you on new or pending relevant legislation, or checks in before a board meeting—with no bill attached—is someone worth investing in. Because they’re investing in you, too. And when you've both build relationships like that, where you’ve taken the time to invest in them as trusted advisors, not just service providers—you’ll have trusted champions ready to help you succeed when you step into a new role, face a learning curve, or take on something bigger. That’s been true for me, and it’s a key reason I invest in my outside counsel relationships.

The Other Side of the Table: They’re Watching You Too

We don’t talk about this enough, but your outside counsel is forming opinions about you too. How you lead. How you communicate. Whether you’re clear, collaborative, and decisive—or not. 

Why does that matter? Because law firm partners are often the ones who hear about open GC roles. They talk to other clients, recruiters, and board members. And when someone asks, “Who do you know that’s great?”—you want to be the name they mention. 

If not for your next role, maybe for a board seat, a teaching opportunity, or a chance to lead in another context. This is another aspect of the reciprocal nature of the relationship. Just as we want outside counsel who invest in us beyond the billable hour, we should aim to be clients who earn that investment. 

Treat your outside legal team with respect. Try to minimize last-minute work and when it’s unavoidable, express appreciation when they deliver. The best relationships aren’t transactional. They’re built on trust, professionalism, and mutual respect. 

Final Thought: Use Your Influence

As General Counsel, we are in a position of power over dollars, over decisions, and over who gets seen and elevated in the profession. That’s why it’s worth thinking holistically about the kind of outside counsel relationships you want to build. Not every hire needs to become a long-term partner. Sometimes a transactional engagement is exactly the right call. But when you do have the opportunity to go deeper, choose people who reflect your values, understand your business, and help you lead with clarity and confidence.

Those relationships don’t just help your company succeed today. They help you grow as a leader and carry that strength with you into whatever comes next.

Up Next: How to Manage Outside Counsel

In a follow-up post, we’ll explore how to manage those relationships in ways that bring out the best in your partners and keep the work aligned with your values, goals, and budget. 

Deborah Solmor

Founder, Ready Set GC

General Counsel, Wisconsin Alumni Research Foundation (WARF)