What CEOs Are Really Looking For in Their General Counsel
Why the modern GC must think like a business leader first, and a lawyer second.
The General Counsel of today isn't just there to keep the company out of trouble. CEOs want a legal leader who supports commercial growth, drives operational efficiency, and contributes meaningfully to strategy. Here's what’s actually top of mind:
1. Speed Without Sacrificing Quality
Legal shouldn’t be the reason a deal slows down or a product launch is delayed. CEOs want legal teams that match the pace of the business, without dropping the ball. How the best GCs deliver speed:
Implement playbooks and clause libraries to cut drafting time.
Build a triage system for incoming legal work based on urgency and risk.
Use legal tech tools to automate low-value, high-volume tasks (e.g. NDAs, approvals).
Empower business teams with pre-approved frameworks for common legal issues.
Set internal KPIs and turnaround targets for key activities like contract review or compliance approvals.
Communicate proactively—don’t wait to be asked for an update.
2. Smart, Predictable Budgeting
Legal is a significant cost centre, and CEOs are increasingly asking for more transparency and control. A commercially-minded GC will:
Track and report on legal spend by business unit, matter type, and external provider.
Use fixed-fee or capped-fee arrangements where possible to avoid surprises.
Develop clear outsourcing criteria: e.g., complex litigation = external, routine employment = in-house.
Consider lower-cost offshore or nearshore legal support for admin-heavy work.
Build an in-house team gradually to reduce long-term reliance on external counsel.
Forecast legal spend quarterly and tie budget to business activity (M&A pipeline, litigation exposure, regulatory changes, etc).
3. Enabling the Business to Achieve Its Goals
The legal team’s job is to help the business get where it wants to go, safely, quickly, and smartly. CEOs want GCs who speak the language of growth, not just risk. Strong GCs:
Engage early in the planning process so they can shape outcomes, not just approve them.
Translate legal issues into commercial trade-offs, not abstract risks.
Encourage legal team members to truly understand the business model, customer journey, and revenue drivers.
Create a culture of “how do we make this happen?” instead of “here’s why we can’t.”
Provide regular legal training to business units so they can self-serve confidently where appropriate.
Flag legal or regulatory risks proactively, with solutions already in mind.
Get involved in innovation and new product development discussions, offering strategic input, not just legal review.
Final Thought
The GCs that stand out are those who think beyond the legal function. They understand business priorities, manage risk pragmatically, and bring calm, clarity and speed to fast-paced environments. CEOs aren’t just looking for legal advisors, they’re looking for strategic partners.