How the “Just the Lawyer” mindset is blocking In-House Counsel from their rightful seat at the table!

Adrian Moffatt, Executive General Manager, Legal & Corporate at Ausco Modular Group, calls on GCs to stop waiting for permission and start leading with business-aligned legal insight.

Feeling sidelined in strategic conversations? Struggling to break free from the “just the lawyer” mentality? Let’s explore the essential mindset shift that can unlock your full potential, and firmly establish your seat at the table.

Does this sound familiar? You’re sitting in a meeting full of executives and business leaders, hearing everyone talk about growth plans, market opportunities, and financial projections, while you’re just trying to follow along. It feels like everyone else has a strategic voice, while you’re there to speak only on legal risks and compliance.

That nagging thought creeps in: Do I even belong here?

You’re probably wondering, “How can I contribute when my expertise is all about the law?” I get it. When the conversation turns to finance, product development, or market expansion, it’s easy to feel like an outsider. But here’s the truth, you absolutely belong at that table. And by not embracing your broader role, you could be underleveraging your value.

I used to be in that same boat, feeling like I was “just the lawyer.” But I realised that mindset was holding me back. So, I want to share how shifting that mindset can completely change the trajectory and impact of your in-house legal career.

The Fear of Being Marginalised: “Just the Lawyer”

I remember early on in my career when I first felt like I was “just the lawyer” in the room. I’d be invited to meetings to address legal questions, but when the conversation shifted to strategy or business growth, I often faded into the background. Everyone else was talking about market trends and opportunities, and I couldn’t shake the feeling that I didn’t belong.

If you’ve ever felt this way, trust me, you are not alone. Many in-house lawyers I mentor share the same concern: What if my expertise in risk management doesn’t fit into these business discussions? And it’s a valid concern, especially when you’re transitioning from a purely legal role to one that demands broader business input.

But here’s the truth: if you feel like you’re “just the lawyer,” it’s likely because you haven’t fully embraced your strategic value to the business. Your legal perspective not only protects the organisation, it empowers better decision-making.

Why Do We Fall Into This Trap?

Think about it. Have you ever heard a CFO say, “I don’t have anything to add. I’m just the accountant”? Or a CTO say, “I’m just the tech person”? Of course not. These executives step into broader conversations and own their roles.

So why do we, as in-house counsel, sometimes limit ourselves? Often, it’s self-imposed, but that mindset can stifle growth and relevance.

I realised early on that if I wanted to thrive as a General Counsel, I had to break free from this narrow perception. If a CFO only spoke up when numbers were involved, they’d be irrelevant in strategy meetings. The same applies to you. Your legal expertise contributes to growth, innovation, and sound decision-making.

A Pivotal Moment: Realising the Value of My Perspective

I’ll never forget the moment that changed everything. I was in a strategy meeting discussing expansion into a new market. My heart was racing. What could I possibly contribute? I’m just the lawyer, right?

Then I remembered something an executive coach once said: Your value lies in seeing what others don’t see,risks, compliance hurdles, and the legal frameworks that shape business outcomes. So, I spoke up. I shared insights on regulatory risks, compliance challenges, and key contractual considerations.

“Legal thinking is business thinking. Own it, speak it, and lead with it.”

 To my surprise, the room listened. They didn’t just hear legal concerns, they saw strategic insight. That moment was a turning point: I realised I wasn’t just the lawyer. I was a leader.

Translating Legal Expertise into Business Credibility

One of the biggest fears I hear from aspiring General Counsel is whether legal expertise can translate into credible, strategic input when the focus shifts to revenue growth, product development, or market share.

But here’s the thing: your ability to analyse risk, communicate clearly, and solve complex problems is fundamental to business success. Whether advising on a joint venture or evaluating new markets, your lens brings essential clarity and foresight.

Legal strategy is business strategy. When you frame your contributions around business outcomes, you gain credibility and influence.

Overcoming the Fear of Not Adding Value

Many in-house lawyers wrestle with the fear that they can’t contribute when the topic isn’t explicitly legal. When the executive team talks about sales, go-to-market plans, or product roadmaps, you might wonder: What can I add here?

But here’s the key: you’re not just a legal advisor. You’re a business leader with legal expertise. Your critical thinking, issue-spotting, and problem-solving can shape strategy, not just protect it.

Frame your input through a commercial lens, and you’ll transform perceptions and unlock influence.

Shifting Your Mindset: You Are a Business Leader

The biggest barrier to overcoming the “just the lawyer” mindset? It’s mental. If you keep reinforcing that message to yourself, you will project that image and others will pick up on it, too.

Here’s the reality: legal doesn’t live in a silo. Legal thinking is part of business thinking. When you start seeing yourself as a business leader with legal expertise, not just the lawyer in the room, you’ll earn your strategic seat.

Practical Strategies to Break Through the “Just the Lawyer” Mindset

Here are four steps that helped me shift from “legal adviser” to strategic business leader:

1. Speak Up – Own Your Moment

It’s tempting to wait for a perfect legal topic to chime in, but silence reinforces the sidelines. The next time a business issue arises, speak about how legal strategy intersects with it. Share your insights, even if it feels like a stretch.

Action item: In your next meeting, pick one business topic and explore its legal dimensions. Frame your comment in terms of business impact, whether it’s risk, opportunity, or operational efficiency.

2. Learn the Language of Business

You don’t need to become a finance guru, but understanding concepts like ROE, Operating Margins, EBITDA, and working capital strategies helps you connect legal insights to business outcomes. That translation makes all the difference.

Action item: Dedicate 15 minutes daily to learning business fundamentals through podcasts, articles, or business books. The more fluent you are, the stronger your business acumen, and the more impactful your input will become.

3. Build Cross-Functional Relationships

When you understand what drives other departments, you’ll naturally find ways your legal expertise can support their goals. Legal does not operate in isolation.

Action item: Schedule monthly one-on-ones with colleagues in marketing, sales, finance, or ops. Ask questions. Learn their pressures. Explain how you can help. Show up with ideas, not just legal risks.

4. Reframe Your Role

It starts with how you see yourself. If you view yourself as a strategic partner, others will too.

Action item: Each Friday, ask yourself: “What business outcomes did I influence this week?”, “How did I add value beyond legal advice?” and “What business problem did I solve this week?”

Claim Your Seat at the Table

Let’s be clear: this mindset shift is essential for any in-house counsel aspiring to senior leadership. Holding onto the idea that you’re “just the lawyer” not only limits your potential, it undersells your value.

I’ve faced the same fears and self-doubt. But I promise you, once you shift that mindset, your role evolves, your influence expands, and your seat at the table becomes non-negotiable.

Legal thinking is business thinking. Own it, speak it, and lead with it.

You’ve earned your seat at the table. Now claim it.

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