Part 6 of 9: Lessons GCs wish they’d known earlier

For many General Counsel, the biggest shift in leadership is realising that influence is not built through expertise alone. In Part 6 of our series, 9 Lessons GCs Wish They’d Known Earlier, we explore why emotional intelligence has become one of the most important differentiators in modern legal leadership.

5. Emotional intelligence is a strategic advantage

Technical expertise may open doors.

But for many General Counsel, long-term influence is shaped just as much by emotional intelligence as legal knowledge.

In Part 6 of our series, 9 Lessons GCs Wish They’d Known Earlier, we explore why understanding people – their motivations, pressures, communication styles, and concerns – has become a defining characteristic of effective legal leadership.

For many lawyers, early career development focuses heavily on technical capability: mastering the law, refining analysis, and learning how to identify and manage risk.

But the in-house environment demands something broader.

Because legal decisions rarely exist in isolation. They sit within complex organisational dynamics, competing priorities, commercial pressures, and human relationships.

The most effective GCs understand that influence is not built purely through expertise – it is built through trust, empathy, and the ability to navigate people effectively.

“He/she must also have ears that listen and a heart that feels.”
— Kristian Nico Calugay Acosta, General Counsel and Head of Legal, GUESS? Inc. (Philippines)

Listening becomes just as important as advising.

Understanding how stakeholders think, what pressures they are under, and how decisions affect different parts of the organisation allows legal leaders to communicate more effectively and build stronger alignment across the business.

This is especially important at senior leadership level, where influence often depends less on authority and more on judgement, credibility, and interpersonal awareness.

“Understanding someone’s personal experiences and priorities can enrich our perspective and foster collaboration.”
— Meltem Ozker Gunduz, General Counsel, GE Healthcare (UAE)

Emotional intelligence also shapes how legal leaders handle disagreement, negotiation, and moments of uncertainty.

Rather than approaching issues purely from a position of technical correctness, emotionally intelligent GCs recognise the importance of timing, tone, and understanding the motivations of others.

“Understanding the other party’s motivations often unlocks collaborative solutions.”
— Stanley Lui, Legal Counsel, Swire Coca-Cola (Hong Kong)

This does not weaken legal judgement. If anything, it strengthens it.

Because when legal leaders combine technical expertise with empathy, self-awareness, and strong interpersonal skills, they are far more likely to influence outcomes, build alignment, and create lasting trust across the organisation.

Ultimately, the most effective GCs are not only respected for what they know, but for how they lead people through complexity.

Key Takeaway:
Legal expertise builds credibility. Emotional intelligence builds influence.

This is Part 6 of our 9-part series: Lessons GCs Wish They’d Known Earlier
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