John Guyot’s first two years as a general counsel were a little overwhelming. He’d worked his way up the law department at Security Benefit Corp., a financial services company in Topeka that specializes in retirement planning, but his three-and-a-half years there hadn’t prepared him for the demands on a general counsel’s time. He was so thoroughly occupied with the legal issues that it was hard to find time for the administrative responsibilities.
That’s when he made the move. Instead of hiring an executive secretary, he tweaked the job into something more. He shifted lower-level work to paralegals, he says, and hired someone “to focus on higher-level tasks.” His new hire helped him crunch the data, including such sensitive areas as salary. She analyzed compensation benchmarking surveys on lawyers and nonlawyers alike to help Guyot determine appropriate salaries for current employees and for jobs he needed to fill.
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