F COURSE, had I been blessed with the gift of clairvoyance,” said the Enron general counsel to the chairman of the congressional Committee on Energy and Commerce, “I would have advocated the choosing of another path last August. But that was a gift I was not given. The decisions in which I participated had to be, and were, made in the context as matters then existed. They were made in absolute good faith . . . “
These words aptly describe the climate in which in-house counsel generally operate. They seem to belong to the unprotected species of the legal profession. They are expected to both run at the pace of the executives they serve and march to the pace of the law they are charged to protect.
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