Focus on…Growth in role as in-house counsel  

A peculiar feature for in-house counsel is that they are immersed in the business of their company and not only brought in when legal advice is needed. They closely follow the business and need to know it inside out, both from a commercial viewpoint and with regards to business development and strategic direction.  

For growth in their roles, this means three things, which is specifically challenging for a wide-spread business like the one covered by UBS Legal Switzerland, encompassing international regulatory developments, macro-economic changes, digital transformation, sustainable investing as well as transformation of universal banking services. 

There is no place for a “iudex non calculat” reflex. In-house counsel cannot stay away from figures and only apply the principle-based law to specific business queries if, and when asked. They need to proactively jump in and make themselves heard. Proactively following business figures is key to understanding business priorities and making sound judgments. That is why for UBS Legal Switzerland, we emphasise the necessity of results reporting by having a finance colleague join our quarterly team calls to provide a result overview to cultivate the in-house team’s business mindset and give a broader understanding from a finance perspective.  

In addition, following business developments like a sports discipline is also key. In-house counsel need to develop a feeling as to where the company is heading. This requires close connectivity to those overseeing the change portfolio – this is where new exposure is created.  

To perform at the top of the game, in-house counsel need to see themselves like athletes. They need four building blocks: strength, endurance, agility and regeneration. Strength is knowing your subject-matter extensively and keeping up with emerging trends. Endurance is about making sure that the strength doesn’t fizzle out over time and that stamina can be maintained in the long run. It also means to remain curious, ambitious and open-minded, not allowing lone warrior-type work style and taking the time to constantly re-build strength – as individuals and as a team. For this, challenge – even if perceived to be complicating things and slowing performance down – is an absolute must. 

Agility comes in when in-house teams are at stable high-performing pace and need to adapt to new environments. And further, it is scientifically proven that growth only happens during regeneration and, thus, it is important to take breaks for recovery. Finally, to make it as a team, in-house counsel need to maintain strong ties with external sources of inspiration – like outside counsel and industry associations – to stay in touch with other “athletes”. 

In our team, when confronted with a challenge, we ask ourselves what our proposed fix is. Making a proposal turns the tables. Empowerment is more than simply being involved and given the tools; it is about having a sense of shared responsibility that is both delegated and accepted. It is important that everyone in the team uses their voice and realise all can change the game.