Let’s talk boardroom jitters

You’ve prepped the deck, memorised the metrics, and polished your legal update. But as you glance around the boardroom, there’s that lingering question: “Is what I’m saying landing with them?”

If you’ve ever felt unsure about how Legal is perceived at board level – you’re not alone. In 2025, General Counsel and Heads of Legal are under growing pressure to do more than keep the company out of hot water. You’re expected to bring insight, direction, and commercial leadership to the table – not just risk flags.

So what does the board actually want from Legal right now? And how can you show up with impact? Let’s break it down.

1. Less legalese, more business-speak

Boards don’t want a regulatory lecture. They want clarity. That means translating legal nuance into commercial implications they can act on.

Instead of this:

“We’re reviewing the potential breach of Clause 14(b) under the Data Protection Addendum…”

Say this:

“We’ve identified a data risk with Supplier X – it could expose us to GDPR fines. We recommend renegotiating terms by Q3.”

Tips:

• Use bottom-line messaging: what it means, why it matters, what you’re doing.
• Link legal points to business strategy, performance, or reputation.
• Avoid caveats and hedge language – pick a view and own it.

2. Strategic input, not just risk alerts

Boards increasingly expect Legal to be proactive – not reactive. This means looking beyond compliance to spot opportunities, anticipate pitfalls, and shape decisions early.

Examples of strategic input:

• Spotting geopolitical risks in M&A targets.
• Stress-testing ESG claims before investor scrutiny.
• Mapping AI use cases to future regulatory frameworks.

To level up your strategic game:

• Make time for horizon scanning – from AI laws to greenwashing rules.
• Join pre-board discussions with the CFO or strategy lead.
• Consider where Legal’s insights can accelerate, not just protect, growth.

3. Clean, confident reporting

Your board paper doesn’t need to win a Pulitzer. It needs to be useful.

Here’s what works:

• Executive summaries upfront – 3-5 bullet points max.
• Traffic light visuals for key risks.
• Clear owners and next steps for each issue.

Avoid long prose or appendix overload. If a director can’t scan your paper in under five minutes, it’s too long. If they need a lawyer to interpret your paper – it’s too legal.

4. A measured stance on risk

Legal can’t be the ‘Department of No’ in 2025. But nor can you green-light every ask. Boards value Legal’s judgment most when you articulate risk appetite in plain terms – and align it with business goals.

Try framing risks like this:

•  “Approving this deal as-is increases litigation risk by X%. The commercial upside is significant, so we suggest adding a limitation clause to bring the risk into tolerance.”
• “The proposed campaign likely breaches ASA guidelines. If we run it, our exposure is reputational more than financial – your call, but we’d advise against it.”

Key is to:

• Quantify risk where possible.
• Offer options, not ultimatums.
• Position Legal as a co-pilot, not a blocker.

5. Confidence in crisis

From cyber breaches to ESG backlash, the board wants to know Legal is calm under fire. This doesn’t mean having all the answers. It means having a plan.

Build confidence by:

• Leading cross-functional tabletop exercises.
• Preparing ‘first 24 hours’ playbooks for key risk scenarios.
• Keeping your crisis advisors (PR, litigator, regulator) on speed dial.

In moments of chaos, Legal’s composure is worth its weight in gold. When you show up with a steady hand, the board will follow your lead.

Final thought: bring the “why you” energy

The most impactful in-house lawyers don’t just report – they lead. They make Legal’s value visible, frame issues in business terms, and shape outcomes with clarity and conviction.

So the next time you’re facing the board, ask yourself:

“How am I helping them decide better?”

That’s your north star. Follow it, and you won’t just earn your seat at the table – you’ll shape the direction of travel.