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The transition from private practice to in-house legal roles is often misunderstood. While the absence of timesheets and the promise of greater flexibility may appeal, the reality is more nuanced and far more rewarding. The ‘secret sauce’ to thriving in-house lies in a blend of commercial acumen, relationship-building, adaptability and pragmatism.

At its core, in-house practice is about shifting from legal technician to strategic partner. Unlike private practice, where advice is often delivered in isolation, in-house lawyers sit closer to the decision-making table, with a unique opportunity to influence and proactively shape outcomes rather than simply respond to them.

I had the absolute pleasure of running several practical sessions recently to empower lawyers to enhance their in-house skills, including the opportunity to share some of those tips during the recent Just Chat episode released by The Law Society of NSW. This article summarises the key shifts that help lawyers thrive in-house.

Commerciality: clarity over complexity

Commerciality is frequently misunderstood. It is as much about deeply understanding the business as it is about communicating in a way the business can readily understand and act on.

The business rarely wants a lengthy legal dissertation; it wants a clear answer and a practical path forward. High-performing in-house lawyers are succinct, solutions-oriented and decisive. They avoid becoming the ‘department of no’ by reframing problems and offering alternatives. If a direct route is blocked, they help find an alternative way to achieve business objectives.

Relationships: the currency of influence

In-house practice is, fundamentally, a team sport. The legal team’s effectiveness depends on trust, influence and collaboration between stakeholders and across departments. Building strong relationships across all levels of the organisation ensures that lawyers are engaged early. That is when we can add the most value and that in turn builds credibility, making it easier to deliver difficult advice when required. A well-timed ‘no’ from a trusted advisor, who also provides an alternative, is far more effective than one from a perceived gatekeeper.

Breadth and variety of work: embracing the generalist role

One of the defining features of in-house work is its variety. From regulatory issues and employment disputes to major commercial negotiations and crisis management, no two days are alike. While energising, this breadth demands adaptability. In-house lawyers are not expected to be experts in everything, but they must be sufficiently informed to identify risks, know when to escalate, and bring in specialist support where needed. Curiosity and a willingness to learn quickly are essential.

Managing competing priorities: progress over perfection

With variety comes complexity. In-house lawyers often juggle competing demands from multiple stakeholders, each with their own sense of urgency. Success depends on the ability to prioritise effectively, communicate clearly and manage expectations. Letting go of perfectionism is critical, and ‘good enough and timely’ will often deliver more value than ‘perfect but late.’

Balancing, not eliminating, risk: informed decision-making

Ultimately, the role of in-house counsel is not to eliminate risk, but to enable informed decision-making. This requires a clear understanding of the organisation’s risk appetite and the judgment to balance legal, commercial and reputational considerations. The best in-house lawyers guide the business through risk, rather than attempting to remove it entirely.

The mindset that sets you apart

The secret sauce is not a single skill, but a mindset. Be curious. Be pragmatic. Be human. The most effective in-house lawyers are not just legal experts but trusted business partners who influence outcomes, build relationships and enable their organisations to achieve business objectives, while also protecting them from risk.