Key Insights

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1. Stop Being a "Vending Machine" for Answers.

Glick argues that lawyers should not just provide snacks (answers) for coins (questions). Instead, they must invest in deep relationships across the business to understand risk tolerance, product strategy, and where the company is headed.

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2. Legal as a Revenue Driver.

In B2B tech, the legal team is often the "last mile" of a sales cycle. By adopting a customer-centric lens and simplifying contract language, legal can accelerate time-to-revenue and build long-term trust with clients.

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3. Hire for "Low-Hanging Fruit" First.

When scaling a team, Glick suggests hiring for high-volume, repeatable tasks (like NDAs or commercial contracts) to free up the GC for strategic work with the board and CEO.

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4. Embrace the "Noses In, Fingers Out" Model.

When sitting on a board or advising senior leadership, a GC must learn the balance of being deeply informed without over-meddling in day-to-day operations that are better handled by functional experts.

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5. Authenticity is a Competitive Edge.

Successful networking isn't about professional "flexing." Glick advocates for building genuine human connections—often over non-work topics like vacations—because people want to work with those they actually enjoy.

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6. Closing Insight.

‍Success in the General Counsel role is 70% people management and 30% core legal work. By focusing on soft skills and pragmatic enablement, you move legal from a necessary evil to a primary driver of the company’s success.