BarkerGilmore study says CHROs want GCs to lead, not just advise

BarkerGilmore released new research on June 10, 2026, showing Chief Human Resources Officers see top general counsels as enterprise leaders defined by emotional intelligence, executive presence and influence. The report also finds strong CHRO-GC relationships often remain issue-based, leaving room for legal leaders to play a bigger role in strategy and executive performance.

Why it matters: - BarkerGilmore’s research says the general counsel role is shifting from legal oversight to broader enterprise leadership. - The findings suggest many companies are not fully using general counsel as a lever for culture, strategy, board confidence and executive team performance. - The report points to leadership and succession gaps that could limit the next generation of general counsel.

What happened: - BarkerGilmore released The General Counsel Through the CHRO Lens: Insights on Leadership, Partnership, and Enterprise Impact on June 10, 2026. - The report uses input from Chief Human Resources Officers to assess how organizations define high-performing general counsel. - BarkerGilmore said the research examines leadership expectations, executive partnership and enterprise impact.

The details: - CHROs ranked emotional intelligence and executive presence as the most critical differentiator for top-performing general counsel, at 68%. - CHROs ranked the ability to influence without authority next, at 64%. - Nearly half of CHROs describe the CHRO-general counsel relationship as a strategic peer relationship. - Many others said the relationship is still mostly issue-based. - Nearly two-thirds of CHROs report high levels of general counsel influence. - Only a small percentage view the role as a top-tier contributor to overall executive effectiveness. - The most cited leadership gaps were lack of business acumen or enterprise mindset at 36%, overly risk-averse or compliance-first thinking at 18%, and leadership development gaps at 18%. - The report also identifies a thin leadership bench, with inconsistent succession planning and limited investment in structured leadership development. - Many organizations do not have ready successors within a 12- to 24-month timeframe. - High-impact general counsel are characterized as collaborative enterprise partners who balance risk with business enablement and provide proactive strategic guidance.

Between the lines: - The report suggests CHROs value general counsel who can help shape outcomes across the business, not just manage legal risk. - The gap between influence and perceived executive effectiveness implies that visibility inside the leadership team still matters. - The succession planning findings point to a broader talent pipeline problem in legal leadership. - John Gilmore said CHROs increasingly expect general counsel to operate as enterprise leaders who shape culture, influence strategy and strengthen executive team performance.

What’s next: - BarkerGilmore is using the report to promote its legal executive search and advisory services. - The company is directing readers to download the full report for more information. - The research may push organizations to reconsider how they develop, evaluate and place general counsel in executive teams.

The bottom line: - BarkerGilmore’s takeaway is clear: the best general counsel are being judged less on legal expertise alone and more on whether they can help run the enterprise.