In a recent professional change of protocol, a multi-year process was undertaken by a Chief Legal Officer (CLO) in a bid to find his successor. The move represents an unconventional approach towards the matter, as shared by the CLO himself in an interview he openly gave about his decision.
Interestingly, the traditional selection criterion of hiring a CLO from a Fortune 500 company or from a large legal department was not deemed as essential for this position. This viewpoint comes from Richard Parr, a senior advisor at TAG, who stated, “In our case, a Fortune 500 CLO was not what we needed. Somebody who had been part of a large legal department was not what we needed.”
This statement implies a critical shift in the talent acquisition trend, especially in high executive positions. It invites professionals across the legal industry to reflect on the qualifications and experiences truly necessary for carrying out the duties of a CLO. It suggests that instead of relying heavily on candidates’ association with big law firms or corporations, their individual competencies may serve as a more relevant indicator of their aptitude for the role.
This wholesome paradigm marks a significant milestone in the realm of global corporate legal functions by bringing inspiration to other firms, especially those seeking to replace or appoint top-level executives. Moreover, it extends the principle of removing the ego from decision-making processes, suggesting its universal relevance beyond the borders of corporate law.