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**The in-house legal world is transforming.** 

As AI, automation, and shifting business priorities reshape the legal landscape, the expectations placed on General Counsel are rising fast. But what does the modern GC need to succeed? What skills will define successful legal leadership in the next decade? And how can legal teams prepare for what's next?

Our latest report answers exactly that. Built on insights from more than 180 legal professionals and interviews with senior GCs and in-house experts, the GC Skills for the Future report explores how the role of General Counsel is evolving, and what it will take to thrive in a tech-driven, fast-moving world. 

READ THE REPORT

## What is included in the report?

- Insights from 180+ legal professionals across the UK.
- What do today’s in-house teams see as the key skills for tomorrow?
- GC leadership in a tech-driven era.
- Why 56% identified tech and AI literacy as the most critical future skill.
- Strategic thinking, financial fluency & people-first leadership.
- The skillset shift redefining what it means to lead a legal function.
- Training the next generation.
- How GCs can manage and develop junior talent in an AI-augmented world.
- AI adoption and ethical responsibility.
- Balancing innovation, risk, and regulatory oversight.

What skills will future GCs need to survive – and thrive?

In the modern litigation landscape, group litigators are confronted with two conflicting challenges. Firstly, how do they ensure that case management is carried out to a high standard? Secondly, how do they run day-to-day case management as cost effectively as possible?

We have extensively consulted with seasoned litigators across the sector, and firmly believe that interim resourcing is the best solution to juggling the conflicting priorities of quality vs cost effectiveness. In our new report, full of practical guidance for group litigators both old and new, we outline precisely how to turbocharge your litigation project with interim resourcing.

Download the report, entirely for free, here:

## What is included in the report?

* Guidance on maintaining high work standards at a low cost.
* Explorations of the long term cost benefits of interim resourcing.
* Practical advise on getting the best results from interim hires.
* Easily digestible, actionable information.

**Additional Resources:** 

* [REPORT: The Art of Group Litigation - A masterclass in group litigation best practice.](/the-art-of-group-litigation) Litigation work is complex, sometimes more akin to an art than a science. In this hands-on report, we consult two highly experienced litigators for their guidance on running group litigation matters effecitvely.
* [REPORT: Litigation Funding - What good looks like.](/litigation-funding-what-good-looks-like) We consulted with litigation funders, Therium, for their advice on applying for litigation funding. You’ll never see litigation funding in the same light!

Blog banner: Litigation Report Interim Hires

Interim Hires in Litigation Matters Blog Banner

Why interim hires are perfect for litigation projects

As part of our charity ‘*How to ace law firm assessment centres*’ event for [Lawcare](https://www.lawcare.org.uk/), our answered a huge range of questions relating to assessment centres for law firms. Clearly, this is an issue that really resonates a lot of legal professionals, as the response was immense!  
We were left, however, with a few questions that really deserved some extra elaboration. We put those questions to [Jess Heap](https://www.linkedin.com/in/jessheaplinklaters/), manager of Attorney Recruitment at [Latham & Watkins LLP](https://www.lw.com/), and [Chloe Lloyd](https://www.linkedin.com/in/chloe-lloyd-79049b6a/), Head of Resourcing at [Gowling WLG](https://gowlingwlg.com/en/).   
  
We’ve broken their answers down into four categories; Questions about assessment centres, Questions about general interviews, Questions about Gowling WLG, and Questions about Latham and Watkins. Here’s what they had to say!

### Many assessment days are now conducted virtually. Do you have any advice how to do virtual group exercises?

**Chloe**: *I would say a lot of what we said on the call about how to approach group exercises applies whether they are done face to face or virtually. The main differences are is it is perhaps slightly more difficult to build rapport with the other members of the group and there may be a little more talking over each other as it is more difficult to see who wants to make a point. I think it just means you have to try and come to an agreement at the start of the discussion on how you will structure the discussion and make sure that you get your points across and let others do the same.*

### If you’re undergoing a virtual assessment centre, how do you deal with people speaking over you or not affording you the opportunity to speak?

**Jess**: *Be polite and patient. If you’re being observed, the assessors will pick up on the other person’s rudeness and lack of self-awareness. Do your best to politely and succinctly get your point across but do not become agitated or try and compete with the other person.*

**Chloe**: *I would also just add be resilient in remaining part of the discussion, even is someone is making that difficult – don't give up and sit back as we need to see you taking part in the discussion.*

### 

When doing an online assessment centre – should you look directly into the webcam the entire time?

**Jess**: *It’s like holding eye contact in a face to face interview, you should be confident and look directly into the webcam for the majority of the time but it need not be 100%.*

### During virtual assessment centres, should I keep notes around?

**Jess**: *If the notes are going to help you and make you feel more calm, yes. Reference them if you need to but do not be reliant on them or let them distract you from natural flow.*

### What should I do if my wifi cuts off in the middle of a virtual assessment day?

**Jess**: *Stay calm! Re-join as soon as you can, apologise for the technical challenge and continue on. You will not be marked down for this situation and in fact, it will reflect positively if you handle it well and remain calm*

### 

How would you approach a mergers and acquisitions case study question?

**Chloe**: *I think we answered this during the session. The main point is not to be put off by the subject matter of the task. We do not expect our assessment day candidates to have technical legal knowledge as some of them may be non law graduates who are yet to start their academic legal studies. Stay calm if the subject matter is something you are not familiar with and understand what the exercise is asking you to do.*

### During assessment centre exercises, should I reference a firm’s existing clients? Would this be beneficial for me or would it not be necessary?

**Jess**: *Absolutely! This is in fact completely necessary. You must show that you know about the firm and that you are interested in the work they do. It is crucial that your application form and conversation at interview demonstrate that you have this knowledge. We would not put you through if you could not show that you had researched the clients we work with. TIP: chose a couple of deals that the firm has done and really know the detail. Partners will expect you to speak with some depth on client work.*

### How can I show my personality in an interview without coming off as unprofessional?

**Jess**: B*e you, relax and don’t over prepare. Try and find some common ground with the interviewers and talk to them. Be natural, your personality will come through when you’re not over thinking it or are “putting on a show”.*

### How can you keep yourself from waffling on or sounding robotic?

**Jess**: *Practice structuring interview answers. This is a skill and comes with practice. Look up STAR interview responses and start practicing!*

### How should you answer the “what is your biggest weakness’ question? How do you answer honestly without sounding incompetent?

**Jess**: *No one is perfect and everyone has something they can develop. Chose a competency that is important for the role you’re interviewing for, but not one of the top skills. Explain how you know this is an area for improvement, what you have done to start developing it, the success/improvement you’ve already seen and what more you plan to do in order to continuously improve.*

### Are there any resources available to find out your strengths and weaknesses?

**Jess**: *Yes, there are online tests that you can do! StrengthsFinder is a good one.*

### Any tips on tackling pre-recorded video interviews? I find them tricky as it’s very impersonal as there’s no-one on the other end.

**Jess**: *There is no one thing that will work for everyone, I think it’s a case of needing to practice and become comfortable with the set up. Prepare as much as possible to help with your confidence. Talk slowly and maintain eye contact with your camera.*

### Do you have any advice on dealing with difficult partners in interviews?

**Jess**: *It depends what you mean by “difficult”. If this is more about partners asking difficult questions, then I think it’s a case of remaining calm, taking time to think, not being afraid to seek clarification if you don’t understand the question and most importantly, being honest if you don’t know the answer. Know that sometimes they ask difficult questions to push you and get the best out of you, it’s not a trick to trip you up it’s providing an opportunity for you to demonstrate the full extent of your knowledge.*

### How do you answer or approach case study questions that deal with information you don’t know?

**Jess**: *Don’t make assumptions, or if you do, state the assumptions you’re making. Don’t waffle and don’t pretend to understand. Openness and transparency is important and will save you looking like a fool! Ask questions if need be.*

**Chloe**: *I would reiterate what I have said above re the M&A case study. If we feel that legal knowledge is required for a case study we will provide an overview of the law as part of the reading for the exercise.*

### I have applied to Gowling. Is there anything specific you would you like to see from candidates in video interviews?

**Chloe**: *It's important to make a clear attempt to answer the specific question that you have been asked. As with answering interview questions in a face to face scenario try and structure your answer to be concise (your answers will often have a time limit to them so try and make sure you finish your answers within the allocated time). Try and remain as calm as possible, speak clearly and slowly and practise before hand so you are as comfortable as possible with the set up.*

### I have applied for the Gowling vacation scheme. Do you have any examples of times when you thought a candidate really excelled at the assessment day? Is there anything they did that really made them stand out?

**Chloe**: *As we said during the session, a candidate often stands out what they are themselves and don't try and be someone they're not – they come across as more natural and authentic which is what we want to see. Enthusiasm can count for a lot too. We know you'll be nervous but it's important to see an assessment day as a learning opportunity and show us that you feel like you're getting something out of the day, rather than you just can't wait for it to be over!*

### L&W requires a pre-recorded interview as part of their application process. I have previously done a pre-recorded interview for L&W for a different role as a brand ambassador. Will I have to do another one for a separate application process?

**Jess**: *Yes because the Vac Scheme questions differ to the BA selection questions.*

### What is L&W’s position when it comes to applying with a disability? In other words, what kind of adjustments does L&W make for disabled candidates?

**Jess**: *If you flag that you require adjustments, we will discuss these with you ahead of starting any stage of the selection process. Reasonable adjustments can be made at every stage of our selection process to support you so please do get in touch and let us know what you need.*

**Additional resources:**

* *[10 essential tips to ace assessment centres](/blog/10-essential-tips-to-ace-assessment-centres). This Flex Legal blog post stemmed from a same event, and breaks down the 10 biggest takeaways you should bear in mind next time you find yourself in an assessment centre.*
* *[How to kick-start your legal career](/blog/how-to-kick-start-your-legal-career). Another Flex Legal blog post, this time covering everything from getting into law to writing successful applications.*
* *[‘Fundamental Skills for Junior Lawyers’ video series from Crafty Counsel](https://craftycounsel.co.uk/boxset/fundamental-skills-for-junior-lawyers-in-collaboration-with-f-lex). This short-form video series from our friends at Crafty Counsel covers a range of core skills that any Junior Lawyer should have a mastery of. It’s short, accessible, and super informative!*

Jess and Chloe answer your Assessment Centre questions top banner

Jess and Chloe answer your Assessment Centre questions

Jess and Chloe answer your assessment centre questions

<p>In the recent GC Virtual Session in collaboration with <a href="https://www.linkedin.com/company/lexisnexis/">LexisNexis UK</a> and <a href="https://www.linkedin.com/company/radius-law/">Radius Law</a>, we were pleased to welcome <a href="https://www.linkedin.com/in/louisa-van-eeden/">Louisa van Eeden</a>, Head of Legal Marketing at LexisNexis, who shared some brilliant insights from their recent deep-dive survey into how in-house legal teams contribute value to their companies.</p><h1 style="white-space:pre-wrap;"><strong>Overview of the research</strong></h1><p>The legal industry has been shifting significantly in recent years, and often the role of in-house legal teams has been at the heart of this change. GCs have been discussing how to add value as a legal function for a number of years, however the ability to articulate this idea in practical terms is difficult. In order to understand and examine the concept of ‘value’ and ‘value-adding behaviours’ of in-house lawyers, as well how these are implemented in practice, LexisNexis carried out both a quantitative survey and multiple in-depth interviews with senior GCs. This research was conducted at the end of 2019, with more than 340 in-house counsel across a range of sectors and organisations participating.</p><h1 style="white-space:pre-wrap;"><strong>How do legal teams think they add value to their business?</strong></h1><p>The first part of the survey investigated how legal teams believed they could best contribute value to their business. Strategic alignment, collaboration and saving external costs all have clear roles to play, with effective risk management consistently at the heart of how legal teams contribute to their business. However, it is the approach to risk management that has changed. In addition to the reduction of legal risk and the protection of brand reputation, the critical way that in-house teams deliver value to organisations is the role they play in protecting and promoting ethical principles, and acting as the ‘gatekeeper’ of the business.</p>








  

    
  
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            <div><p>From a poll of 340+ GCs carried out by LexisNexis UK</p></div>
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<p>Improved collaboration across the business&nbsp; and direct contribution to organisational strategy, were also seen as equally important as effective risk management. This is reflective of the in-house role becoming more influential and gaining increased visibility within the organisation. Out of the 340 people that were interviewed, 35% held a seat on the board and 51% of them reported directly to the board. This means that only 14% didn't have direct access to the board. Interestingly, cost reduction, innovation and increased productivity were the least cited driving behaviours, although were still significant.&nbsp;</p><p>A further trend centred on legal team size. Those in smaller teams tended to rate collaboration and risk reduction higher than those in larger teams, who considered cost reduction to be the key way to deliver value. Throughout the research it is also important to understand the practical ways that value can be demonstrated. Therefore, throughout the research, information was gathered on how these value drivers were brought to life. The overall theme concerned the leveraging of the ‘helicopter view’ that legal teams have of the business to its full benefits. This is key to avoiding the perception that legal teams are separate entities who must demonstrate their value to justify their position, and instead allows the value offered by legal teams to be recognised and attributed back to its source.</p><p>Nevertheless, thinking about demonstrating value is not the same as articulating that value in a way that resonates with the business. Understanding the quantification process, and the use of metrics and technology in legal teams to make value tangible, is therefore crucial.</p><h1 style="white-space:pre-wrap;"><strong>Using technology to demonstrate value</strong></h1><p>Many teams are successfully using metrics to demonstrate value.&nbsp;</p><ul data-rte-list="default"><li><p><strong>Activity-based metrics:</strong> 95% keep track of matters, 93% track number of matters closed.</p></li><li><p><strong>Productivity and efficiency metrics:</strong> 88% use cycle time, 79% use process design (the hours or resources saved from implementing a new process or tech).</p></li><li><p><strong>Financial metrics: </strong>Although reducing costs is considered an ‘easy win’, financial metrics were used comparatively less than others; external counsel spend was one of the least used metrics with only 68% currently using it. Only 20% of teams intend to use a charge-back or utilisation model in the next three years.</p></li></ul>








  

    
  
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            <div><p><strong>Tools used by legal teams from a technology perspective when looking at specifically demonstrating performance</strong></p></div>
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<p>Interestingly,  a similar question was asked to junior lawyers and paralegals on our Virtual Lunch recently, which yielded slightly different results</p>








  

    
  
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            <div><p><strong>Results from a poll of junior lawyers and paralegals during a recent Virtual Lunch hosted by F-LEX</strong></p></div>
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<h1 style="white-space:pre-wrap;"><strong>Barriers facing in-house teams and their adoption of legal technology</strong></h1><p>Finally, the research considered how legal technology can be used to demonstrate value.&nbsp; When it comes to legal operations, 73% of in-house counsel also had formal responsibility for legal operations. Two main challenges facing legal teams also became apparent, with 75% in agreement: lack of visibility on what work their team is carrying out, and a disproportionate amount of time spent coordinating their team. It therefore made sense that online productivity suites such as cloud storage and workflow tools were among the top systems adopted. It was also apparent that some tools are of particular use to the legal departments, such as due diligence, compliance monitoring and research and guidance technology. IT management and protection solutions were also considered to offer a high degree of value.</p><p>Regarding the barriers inhibiting the adoption of new technologies, 90% of respondents in rolling out changes. 66% said they lacked the time or technological understanding to explore available solutions, and a significant number found it difficult to demonstrate an adequate return on such investments.</p>

How In-House Legal Teams Contribute Value to Businesses

<p><a href="https://www.linkedin.com/in/mooreje/">James Moore</a>, <a href="https://flex.legal/">F-LEX’s</a> Co-Founder and CTO, recently ran a webinar in collaboration with <a href="https://www.lawnet.co.uk/">LawNet</a> where he shared his top tips on effectively managing a remote team.&nbsp;</p><p>James has been managing remote teams for 15 years. These have incorporated different time zones, geographies and cultures, and have made James well-accustomed with the different obstacles which may hinder remote workers. Now managing an entirely remote team, James has found the adjustment to current conditions relatively seamless.</p><p>The biggest question a remote manager must ask themselves is ‘how can the project progress?’ Fortunately for readers, James has found a few key strategies which help to answer this.</p><h1 style="white-space:pre-wrap;"><strong>Distinguish between co-located and remote teams</strong></h1><p>When everyone works remotely, there are fewer communication issues because everyone is in the same working environment. However, problems can arise when a team is split, with some working together in the office and some working remotely. This is because the team in the office could agree something verbally which doesn’t get relayed to those working remotely, for instance. Team integration is another big concern. An office environment often leads to lots of informal interactions between team members throughout the day, for instance having a quick chat as you make a coffee or going out together to grab lunch. This strengthens team cohesion and collegiality, however for remote workers it can lead to feelings of isolation and detachment from the rest of the team, which ultimately impacts on efficiency and the quality of work being produced.</p><p>So what is the solution? If it is possible, try to separate teams into those working together in-person and those working remotely. By doing so, remote workers are less likely to feel that they are missing out on the office environment because the rest of their team is also working remotely. If this distinction isn’t feasible, it is important to address the unequal footing of remote workers. Team meetings play a huge part here because they offer a platform for everyone’s thoughts and problems to be heard and considered equally. Further, regular informal catch-ups between team members and supervisors helps to make remote workers feel included and engaged with the team.</p><h1 style="white-space:pre-wrap;"><strong>Encourage asynchronous communication</strong></h1><p>In an effective team, everyone is communicating constantly. However not all communication is equal, and it is important to understand the nuances of its different forms. Asynchronous communication means that you don’t expect a response to a message or query straight away, but instead within a reasonable timeframe. Conversely, synchronous communication means that a response is expected almost instantly, and can leave you sitting at your screen waiting for it to appear.</p><p>James has found that encouraging asynchronous communication and work practices to be the best approach for workflows and enhanced productivity. This is because the stress levels and pressure felt by employees increase when they feel the need to respond instantly to every question they are sent. This can often mean they are ‘firefighting’ by responding to these messages instead of completing more productive work. Asynchronous communication removes this pressure, and means that their thought processes aren’t interrupted by every new notification. As a remote manager, encouraging this communication style is a great way to increase team productivity.</p><h1 style="white-space:pre-wrap;"><strong>But synchronous communication still has its place!</strong></h1><p>Despite the above, synchronous communication should still be used where appropriate. An example may be daily update meetings with your team. Here, James asks team members what they did the day before, what they are planning to do that day, and what may be preventing them from completing it. This helps people to feel supported, and ensures that work-quality is high and that resources are being properly allocated. James also has 1-to-1 catch ups with his team every two weeks, where he has a wider chat about work and how they are getting on generally. This helps to set goals for each team member, and shows an investment into personal relationships which helps with team cohesion and wellbeing.</p><h1 style="white-space:pre-wrap;"><strong>Deconstruct large tasks</strong></h1><p>James’s final tip is to break down large pieces of work into smaller tasks which can be more effectively allocated without overwhelming individuals. By doing so, tasks are also more easily reviewed by peers. This contributes to a rigorous quality-checking system, and allows for accountability to be shared between a team for a large project, instead of one person having to carry complete responsibility.</p><h1 style="white-space:pre-wrap;"><strong>Some FAQs about remote management</strong></h1><p><strong>How do we ensure junior people have enough supervision and are keeping their profile up?&nbsp;</strong></p><p>It can be tricky for more junior team members to work remotely. James has found the peer-review mechanism useful for collegiate work because it allows junior members to constantly learn, and also for their individual wins to be celebrated. By doing so, confidence within the team also increases, meaning junior members are more likely to reach out for help when they need it.</p><p><strong>How do you deal with huge email traffic and highlight important messages?&nbsp;</strong></p><p>We can all be captive to our emails. A simple way to manage emails is to set up labels and tags in your inbox, which help to automatically file away unimportant messages. This leaves your inbox as a ‘to-do’ list, which only contains messages which need actioning and helps avoid distractions.</p><p>Further, James recommends the book <em>Deep Work: Rules for Focused Success in a Distracted World</em> by Cal Newport (2016). This book helps to break down some of concepts discussed in this post, and highlights the difficulty of returning to a task once your focus has been broken.</p><p><strong>Do any of you have examples of good practice you have adopted around supervising junior team members?</strong></p><ul data-rte-list="default"><li><p><strong>Open door policy: </strong>It is important to be approachable and make time for team members, particularly junior members who may have more questions compared to more established colleagues. Making the effort to reach out to your team on an individual basis also helps to create a supportive and collegiate working environment, and stops junior members from ‘suffering in silence’.</p></li></ul><ul data-rte-list="default"><li><p><strong>Technology:</strong> Zoom, Slack, and OfficeVibe are all pieces of technology that F-LEX uses on a daily basis to stay connected and ensure that an accurate understanding of team morale is being gauged.</p></li></ul><ul data-rte-list="default"><li><p><strong>Retrospective meetings: </strong>These<strong> </strong>are held every two months, and allow the team to break down what has gone well recently and what can be improved on going forwards.</p></li></ul><ul data-rte-list="default"><li><p><strong>Elevensies: </strong>F-LEX has implemented ‘Elevensies’ since the start of lockdown which allows the whole company to catch up informally over a coffee at 11am every Friday. We hold this over Zoom for around 30 minutes, and each week someone sets a trivia quiz. This has been great because it means everyone gets to chat to people in different teams that we may not be working with on a daily basis! </p></li></ul>

What skills will future GCs need to survive – and thrive?

How In-House Legal Teams Contribute Value to Businesses

Why interim hires are perfect for litigation projects

Check Your Distance: How to Effectively Manage Remote Teams

Jess and Chloe answer your Assessment Centre questions