Brian Quigley, New Jersey Assembly Majority Office – Photo by Carmen Natale/ALM

Brian Quigley is general counsel of the New Jersey Assembly Majority Office. In addition to his important daily role as legal counsel in the legislative process, he also played key role in revamping important internal policy at the Legislature in 2018. Quigley “is not your typical general counsel,” according to one legislator: He “is called upon to maintain a firm handle on the traditional functions of a legal department” but also aids the Assembly Judiciary Committee ”by serving as an advisor on critical matters of public policy and law.”

What are some of your proudest achievements of 2018, and why?

Under the direction of the speaker and legislative leadership, the Assembly had a historic year in 2018. Of all the Legislature's achievements, the thing I am most proud of is the collaborative effort behind the adoption of the Legislature's comprehensive anti-discrimination and anti-harassment policy. This policy recognizes the expansion of diverse working environments and is aligned with current best practices.

How has the role of general counsel evolved, and how had you adapted?

More and more, GCs are being called upon to take on broader advisory roles within their organizations. By participating in their organizations' leadership discussions, GCs are drawing upon wider skill sets than in the past. For me, while legal acumen is, of course, essential for success in the position, by better understanding the factors playing into my organization's decision-making, I am able to be a more well-rounded advisor to the members and staff.

In the traditionally insular role of-inhouse lawyer, what challenges have you overcome in standing out—in the legal profession at large and within your organization?

As a legislative lawyer, some might view my role as a behind-the-scenes one. However, I am privileged to work with an esteemed body of lawmakers and a dedicated group of stakeholders on a daily basis. Whether I am counseling on the legal ramifications of proposed bills or advising on the legislative process, I am regularly afforded the opportunity to cultivate long-lasting relationships with diverse groups of professionals both within the Legislature and the bar.

How do you find it most effective to develop leadership skills, and to foster them in others?

I believe it is important to embrace and foster an ownership mentality. When everyone feels like they are an impactful part of the team, there is a propensity to be proactive. By taking initiative, we are often required to acquire and use new skills, which in return builds the confidence that others have in us and that we have in ourselves. However, this process takes time, so offering insight and encouragement to others along the way helps.

What is your best advice for in-house lawyers trying to make an impact, with their corporate clients, their communities, and beyond?

In order to make an impact, it is important to understand the unique needs of a particular organization. Identifying which aspects of the organization would benefit most from positive change is half the battle. Also, communication is key. For people to get behind new ideas, they must be able to clearly envision them.

With respect to making a broader impact, I am fortunate that my position affords me the opportunity to work side-by-side with lawmakers in crafting public policy that positively impacts the state. I think all lawyers can use their advocacy skills to be positive voices in their communities whether through volunteering efforts or by partaking in our democratic process.