Community & Member Engagement
Don't Be Afraid of the Lawyers!
An in-house research attorney shares insights on his role from the legal vantage point, the relationship with colleagues, and how he tackles the perception of "Legal" involvement as intimidating.
“Because I Carry a Big stick, Speak Softly.”
To borrow from Teddy Roosevelt, I like to invert his famous adage, “Speak softly and carry a big stick”, into “Because I carry a big stick, speak softly”. In a well-run organization, the Legal office wields significant clout- but I admit I’m biased as in-house counsel for a large nonprofit. Legal needs the authority to intervene in the organization’s activities; after all, lawyers have fiduciary duties to their institutional client and must zealously advocate for that client. Those duties often require lawyers representing the organization to be able to “do what needs doing,” including direct engagement with the governing board. Simply put, the “big stick” is a necessity when you’re in-house.
To many colleagues, though, that “big stick” can seem intimidating! However, I encourage readers to look past that perception. First and foremost, in-house attorneys are advisors and colleagues. Besides generally disliking it when folks are “spooked” by my presence, I’m far more effective in my role when they are not afraid to engage with me. So, what tools do I rely on?
Be Nice. Empathize.
In both higher education and nonprofit fields, I’ve had the privilege of working with selfless individuals motivated by a shared mission to serve the greater good. This is particularly true in my current role, where everyone—from scientists and principal investigators to staff and administrators—cares deeply about advancing the organization’s mission and helping others. Those in compliance and administrative roles work to ensure that this important work is done properly, safeguard against error and malfeasance while acting as stewards for the future. Each colleague brings a unique perspective to achieve these aims—and each faces distinct challenges. I often say, “I manage external risk by managing internal risk.” One way I do that is by ensuring that different teams come together in a meaningful way. It is not imperative to everyone always agrees, but it is essential that they align. Achieving that alignment requires active listening and empathy. The “big stick” of authority sometimes makes it seem I’m “leading” even when that is not my intent. Still, when I do lead, I strive to do so with humility.
Trust, but Verify.
As counsel, I’m can’t simply accept everything at face value - that would violate my professional oaths and ethics. But I can and do rely on others’ expertise. I am humble enough to admit that I don’t know everything, especially not the intricate regulations my colleagues know best. My job is to draw on their specialized knowledge and set it against a broader legal and organizational backdrop. If something doesn’t past the smell test, I’ll dig deeper—but most of the time, what I’m told makes sense. Then my role becomes distilling any potential noncompliance or error into the larger context: Does it matter? Why? How? I mean it when I say that I couldn’t do what I do without the expertise of others. That means you.