When a company's general counsel is first made aware of a new issue or problem that requires attention, who is he or she going to call? Have you developed your relationship with that GC to be that "go-to" counsel?

We've talked in previous lessons about getting to know your client's business deeply, using that knowledge to develop a relationship, and operating efficiently to provide value to the client. Well, here's where that pays off.

The GC who is faced with a new problem will mentally skim through possible counsel, using an established perception of each one. It's not just about how technically competent each one is in the subject area, it's also about how well they understand the client and its business, and how they operate. Are they accessible, are they responsive, and most of all, are they reliable? GCs make these decisions for a living, and many say that it's part science, part instinct. It's worth stating the obvious here; becoming a go-to lawyer is all about the picture the GC has of you, and then recognizing that this is something you can influence positively. Think of it as your personal brand, as perceived by the client, and then focus on enhancing it.

When you do get the call, your first response is key. Sometimes your reaction to the call will be a complete answer. But more often than not, you'll need to give some initial insights based on your knowledge of the client, and then suggest a plan to build a solution. Clients are invariably fine with this. It shows that you understand both the client and the problem, and that you'll help them navigate a way through it.

This is why it's vital to invest the groundwork in understanding the client's business, basic needs and major pain points. If you've done this, the GC will feel comfortable that you'll use this as a base when giving advice.

Maybe you recommend to have the company's summer interns research past transactions or corporate filings. Or maybe you recommend not spending a lot of resources responding to the latest issue right now because you know the company needs those resources deployed elsewhere as they are shorthanded due to the pandemic or there are some tasks not easily done while working remotely. Or maybe you offer to conduct some initial research to help you decide together what course of action should be taken.

Your knowledge of the client's business, its operational needs and resources will be essential to providing an early assessment, and then collaborating with the GC on the next steps. Often this will involve some research and reflection, which you can present as concise, actionable items, options and recommendations. This will justify the GC's decision, deepen the relationship and lead to you being the first one the GC calls next time. Good process, good outcome — rinse and repeat.

On the other hand, if you haven't built a sufficient understanding the client, the chances are you won't get the call because you're not up to speed on the business context. In other words, you're not perceived as go-to counsel.