August 05, 2025

 Natalie Limerick

general counsel flexible resources best practices flexible resourcing law department

In 2025, thriving in in-house roles requires more than just being a knowledgeable and skilled lawyer. Knowing the law and legal acumen are now merely table-stakes — not differentiators. Why? Because the role of the in-house lawyer has evolved dramatically over the past decade due to the sharp rise in pressure on general counsels to deliver business value rather than simply perform legal work. Today, law departments are focused on building leaner, smarter legal teams that operate as true business partners — capable of influencing at board level, translating complexity into clarity, and driving decisions, not just reviewing them. As the pressure on legal teams increases — from commercial demands, regulatory complexity, and stakeholder expectations — the difference between a good in-house lawyer and an excellent one has never been greater – or clearer.

What exactly are GCs looking for when they hire or promote legal talent in 2025? And what makes one candidate stand out in a crowded market? My Elevate colleagues and I in the UK and beyond consistently hear GCs describe what they value most in their legal team with the same four words: commercial, collaborative, pragmatic, agile. In practice, these align with five key traits that define the modern in-house lawyer:

• Commercial Acumen: Modern in-house lawyers must understand how the business makes money, where the risks are, and how their work ties to growth. They need to give advice that enables, not merely protects. Hiring managers and law department leaders want lawyers who know how to frame legal decisions in terms of revenue, reputation, and relationships – and who grasp both what ‘good enough’ looks like and when to push for more.
• Clear Communicators: Great legal advice is wasted if no one understands it. GCs want lawyers who simplify, clarify, and translate risk into plain English. This means, for example, being able to succinctly explain a clause to a sales lead without losing their attention. It is crucial to establish at the outset with stakeholders that you have a knack for making things less complicated. Having the opposite reputation can be the kiss of death.
• Trusted Problem-Solvers: The best in-house lawyers do more than flag issues — they offer solutions. GCs need team members who stay calm under pressure, manage complexity, and help advance the business rather than impede it. This means being known for finding a path forward, even when it’s not perfect, and demonstrating sound judgement and a healthy perspective, not just legal expertise.
• Influencers Without Ego: Influence in-house doesn’t come from seniority — it comes from trust. Lawyers who build relationships, listen well, and know when (and how) to push back are invaluable. It’s crucial that you be able to hold your own in a room of senior non-lawyers and that you establish yourself as someone people ought to come early on rather than only when there’s a problem.
• Flexibility and Speed: In a high-growth or resource-stretched environment, agility is critical. GCs want people who can pivot, pick things up quickly, and thrive in the grey areas. This requires being comfortable with ambiguity, the confidence to navigate uncharted waters without precedent to guide you, and the ability to make judgement calls under pressure and with limited data.

The View from the Talent Perspective

Given all that, talent must always bear in mind that the expectations placed on in-house legal teams nowadays have evolved far beyond mere advisors or risk gatekeepers. Whether doing daily work, interviewing for a position, writing your CV, or even in networking conversation, your are being assessed on skill as a strategic partner, commercial enabler, and trusted business colleague. Those involved in the hiring and promotion processes are placing more weight than ever on emotional intelligence, communication skills, and business judgement — not just black-letter legal expertise.

As the in-house function continues to evolve, legal teams that embrace this broader skillset will be better positioned to drive value, manage risk proactively, and contribute to long-term business success. For lawyers themselves, it’s crucial to invest in honing the soft skills that truly set people apart in-house: the ability to influence stakeholders, manage ambiguity, and contribute meaningfully to business outcomes. Whether you’re building a team or planning your next career move, now is the time to focus on the skills that matter most in the modern legal landscape.