Securing a senior in-house legal position, particularly as general counsel, represents a major career milestone. Yet interviewing for such a role—especially before a CEO, board or C-suite—requires far more than technical mastery of the law. The modern GC is expected to be a strategic leader, a trusted adviser and a business partner capable of navigating complex organisational dynamics and driving value at the highest level. Making the right impression in these interviews demands not only rigorous preparation but also the ability to demonstrate leadership, resilience, business acumen and vision.
Preparation begins long before entering the interview room. It is not enough to skim an annual report or glance at a company website. Candidates must show a deep understanding of the business, its financial performance, its recent legal and commercial challenges and the broader industry landscape. Researching the priorities and backgrounds of the CEO and board members is crucial to understanding how the legal function can support their vision. This groundwork enables candidates to tailor their responses in ways that demonstrate both legal expertise and alignment with the company’s goals and culture.
Leadership sits at the heart of the modern GC role. The C-suite expects not just a head of legal but a figure who can influence senior stakeholders and drive change across the business. Candidates must be able to demonstrate how they have improved team performance, managed transformation and adapted their style to suit different situations. Whether revitalising a struggling team, making tough decisions or inspiring colleagues through periods of uncertainty, the emphasis must be on delivering tangible business outcomes, not simply legal fixes.
Resilience and tenacity are equally important. Boards will want to know how a prospective GC responds under pressure, whether in high-stakes litigation, regulatory investigation or crisis management. Sharing examples of challenges faced and lessons learned is often more powerful than recounting only successes. The strongest candidates are candid about setbacks, but clear about how those experiences sharpened their judgement and reinforced their commitment to problem-solving.
Today’s global business environment also demands an ability to leverage diversity. The most effective general counsel know that inclusivity drives better decisions and more innovative solutions. Interviewees should be prepared to show how they have built high-performing, collaborative teams, encouraged contributions from diverse voices and fostered cultures where all perspectives are valued.
A nuanced grasp of organisational awareness is another prized attribute. Senior legal leaders must be able to navigate complex internal structures, secure buy-in across departments and anticipate points of friction before they arise. This involves not just facilitating communication but aligning the legal function with broader strategic objectives. Reflecting honestly on times when engagement came too late—and the lessons drawn—can demonstrate humility and growth as well as competence.
While leadership and awareness are critical, teamwork remains central. The C-suite will look closely at how a candidate contributes as part of a team without always occupying the lead role, how they resolve conflicts and how they foster collaboration across functions. The ability to bring legal expertise into a matrixed environment while respecting the input of other disciplines is essential.
All of this must be underpinned by business acumen. The most successful candidates show they are not only legal experts but also commercial partners who understand industry trends, regulatory developments and emerging risks. They can demonstrate how they have anticipated change, helped prevent problems and positioned the legal function as an enabler of growth and innovation rather than an obstacle.
Communication skills complete the picture. The best general counsel are able to translate complex legal concepts into plain, actionable language, enabling non-legal executives to make informed decisions. Providing examples of times when legal advice has been delivered in clear, business-oriented terms shows the ability to bridge the gap between technical detail and strategic decision-making.
Finally, candidates must be able to articulate a vision for the legal function itself. Boards want to know not only how today’s risks will be managed but how the GC will build a high-performing team, embed a culture of compliance and ethics, and contribute to long-term success. A forward-looking perspective, anticipating future legal and regulatory challenges, marks out the kind of candidate who can help shape a company’s future.
Ultimately, impressing the C-suite requires a careful balance of preparation, presence and perspective. By combining evidence of leadership and resilience with organisational awareness, business acumen and clear communication, candidates can present themselves not just as lawyers but as strategic leaders ready to contribute at the highest level.
