Lisa Lang

Build your reputation, nurture relationships, and aim to leave every place you go better than you found it.

The legal profession, in general, often rewards constant activity but is that really the best way to work? Or to live?

You’re not just the company lawyer; you’re also a trusted confidant.

The Enron and WorldCom cases were emblematic of a broader crisis of corporate governance, where in-house lawyers failed in their role as ethical stewards.

Don't let risk trap you in a thought loop with no way out.

This relationship is particularly important when managing and mitigating risks associated with contract negotiations,

No matter how much experience you have, approach each new challenge with fresh eyes.

Developing leadership skills equips in-house lawyers to fulfill their evolving roles effectively and to contribute meaningfully to the success of their organizations.

Technical proficiency is not enough.

Supporting people during challenging times is an art, and it goes beyond having mere legal expertise.

For in-house counsel, contract review needs to extend beyond a simple checklist.

Professional and personal development is a dynamic and ongoing process that requires patience and persistence.

With the holidays coming up fast, you may want to take a little time to consider your online activity.

When done effectively, mentoring can benefit all in-house lawyers regardless of experience level.

It is all about the quality of your impact and the trust you build.

Influence is a critical tool for leaders when implementing changes within an organization.

It is all about what a general counsel can do while occupying that seat.

Just because your in-house predecessors did it afraid, does not mean everyone should do it that way, too.

Making sure the 'GC has a ‘seat at the table’ is no longer a good idea -- it’s good business and good governance.'

Executive level leaders want active participation in the problem-solving process.