Kerfuffle (n): An organizational misunderstanding leading to accusations and defensiveness.

It is not surprising that lawyers like to benchmark. After all, we frequently rely on precedent when we make decisions. Of course, at its simplest, precedent (like benchmarking) merely compares what someone did previously to help decide what we do today. Many law departments use this technique to see how they stand relative to their peers and recognized leaders in key areas. The challenge is to identify a meaningful standard and actually take action when or if you come up short in the comparison.

It is very likely at some point during your in-house career you will have to deal with the news media. This can be both exhilarating and challenging. Not too long ago I attended an Association of Corporate Counsel chapter program on dealing with the media that provided some useful insights.

While in London, England, last week, I had the privilege of attending a party to celebrate the launch of Tomorrow’s Lawyers, the fascinating new book by Richard Susskind. I fully anticipate this book — like its predecessor The End of Lawyers? —will stimulate much debate in the legal community. David Allgood, executive vice president and general counsel of the Royal Bank of Canada, calls it, “A must-read for anyone interested in the future of legal services.” I found it especially valuable as I work on a research project for the Association of Corporate Counsel to identify skill sets for the GC of the future.

We have all seen the articles about the increased influence of general counsel both in the boardroom and elsewhere, as well as the expanding role in the C-suite. However, in all the conversations about influence and stature we should not lose sight of the most basic responsibility of the general counsel — to be a good lawyer. Whatever other responsibilities you assume or roles you take on while practising in-house, your core and most fundamental responsibility is the legal health of your client, the organization. Thus, being a good lawyer comes before anything else.

I like to have experienced in-house counsel speak to my “Introduction to the in-house practice” class at Georgetown University Law School — this exposes my students to ideas they do not generally receive in their other courses with the added benefit that I always learn something as well.

I closed last month’s column on great leaders needing great followers with a comment about the importance of developing your own network of people whose judgment and discretion you can rely on. Let’s expand that thought.

During my tenure as president of the Association of Corporate Counsel I was privileged to work with many outstanding in-house practitioners willing to share their knowledge so others could learn from their experience. One such person was Bill Lytton, our 2002 board chairman. Stated simply, working with him made you better, and it was fun.

In last month’s column, “Moving in (house) for the right reasons,” I briefly described the in-house practice and what someone might wish to consider before going that direction. While you assess your job prospects, keep in mind what employers will be looking for when they hire.