As in-house lawyers increasingly strive for a seat at the decision-making table, Kirstin Follows reveals her personal journey and the crucial lessons that guided her leap into top-level leadership.
Speaking on a recent episode of The Corporate Counsel Show, Kirstin Follows, executive general manager for Australian Unity Trustees, opened up about her rise into leadership, sharing candid insights and practical lessons for in-house lawyers aiming to secure a top seat at the decision-making table.
While working as in-house counsel, Follows explained that she demonstrated an early interest in leadership and a clear ambition to one day take on an executive role.
“I had flagged my interest through development discussions that working and managing a business was something that I thought would be my next step, that I would like to take if the opportunity arose,” she said.
While stepping into an executive role meant a significant increase in responsibilities, Follows shared that she was determined not to remain confined behind the doors of the legal department. Instead, she wanted to fully embed herself in the broader business.
“I think my philosophy, as in-house counsel, was always to try and be part of the business, part of the leadership team, be seen as someone that was there and understood what was going on in the business,” she said.
“So as opposed to sort of being very separate and someone whose door they had to come and knock on. So for me, it sort of felt quite seamless.”
Follows noted that for in-house lawyers aspiring to move into executive leadership, strong relationship-building skills can be a major differentiator – and often give legal professionals a head start.
“I think people skills and relationship building are just so important, whether that is with your customer or with your team or with your peers, with executive leadership, I think the ability to have a close relationship on all those levels and be seen as someone that they can trust to come and seek your advice,” she said.
“But being practical and business-focused in how you deliver that as an in-house counsel, I think that that then makes the transition across to a business leader really quite logical in a way.”
For those aspiring to follow a similar path, Follows emphasised that the first crucial step is simply to speak up and to “tell someone that you’re interested” in taking that next leap.
However, expressing interest alone isn’t enough. Follows encouraged in-house counsel to critically assess their current influence within the organisation and whether it supports real career progression.
“You also need to look around and think, well, what’s the footprint that I have here with the business that I’m currently advising? Would I be someone that they would come to if there was an opportunity or a role?” she said.
“If no, then it’s like, well, what do I need to do to make sure I might be that person? Does that mean I need to be a bit more practical and hands-on? What can I do to demonstrate that I would be a person who would be able to make those sorts of practical decisions?”
