You have accepted your first general counsel position, so you are now asking, “What's next?” Becoming the head of a legal team is very exciting, but can also be a daunting task no matter how experienced or seasoned you are. There are many nuances to a particular organization and team that require adeptly navigating your first few days, weeks and months in your new role. After several conversations with seasoned general counsels across the country who lead legal teams ranging from one-person to multiple lawyers and professionals at large, global public companies, here are some of the most frequently noted takeaways from those conversations.

Where do I start?

Build relationships and listen. Your number one priority as a new general counsel should be developing relationships with everyone—at all levels, in all departments. Start out by meeting with your critical business partners and the senior leadership team. Then, take the time to get to know the members of the legal department, their responsibilities and personalities, as well as leaders in other key business functions. Listen to gain an understanding of their perspectives and pain points. This will go a long way to gaining credibility in your new organization.

Also, seek to understand the company's history and strategic direction. Forming meaningful relationships with the CEO and other executives will ensure that the legal function is included in the company's strategic plans. Keep lines of communication open—that includes your door. Don't be afraid to step outside your office and engage. Building relationships is crucial to success. By continually being visible and listening, you can better address challenges and gain the trust of your team and peers. Demonstrating you are approachable, particularly as the company's top lawyer, is key.

What information do I need?

Take time to assess and gather data. In the process of building relationships, make sure you are gathering solid data to make informed recommendations when the time comes. Don't rush into making a change just for the sake of it. Here are some proactive measures you can take:

  • Create client satisfaction surveys to distribute to everyone who interacts with legal, not just the senior executive team. If you're not sure who the legal end users are, ask your team.
  • Systematically probe your team through one-on-one meetings to understand their day-to-day responsibilities, as well as the unique skill sets your lawyers bring. As general counsel, you'll be looked to maximize your talent to the highest potential. Aligning your team members' responsibilities with their expertise and development goals is an easy way to increase employee engagement and retention. Ensure you do not limit your one-on-one meetings to just the lawyers. It is important to obtain perspectives from every member of the Legal organization, including all of the support staff.
  • Understand your company's long-term strategic goals and how that aligns with your existing team and expertise.
  • Identify the resources at your disposal, including evaluating your budget and headcount and systems (i.e. matter management systems, research tools, etc.).

When do I begin?

Timing is everything. You'll need to find the right balance between being patient and observant and demonstrating your ability to take swift, effective action. Consider your first year in three-month increments. Generally speaking, the first three months should be devoted to observing, gathering data and ingratiating yourself culturally; in the next three you should begin to take action. By month six, you will not be “new” anymore, so the second half of the year should be spent moving forward with your long-term plans. One size does not fit all, and you should resist the urge to make immediate changes just to put your mark on the department. However, on day one be ready to set expectations and the tone for the department. You should come in confident in your ability and character and ready to learn.

Who do I need and how do I hire?

Craft your team. If it becomes apparent that you need to add talent, assess the company's current and recent deals, litigation, investigations and general business trends, and determine the most appropriate skill sets for managing them. Look at the direction the company is going and hire for the future, not just to triage what you are handling today.