Building and Maintaining Relationships: Caroline Krass’s Approach as the GC of the CIA

Caroline Krass, general counsel (GC) for the Central Intelligence Agency (CIA), has a job straight out of a movie. Krass humbly acknowledges the great privilege to be the GC of the CIA and, along with her team, is proud to contribute to the security of the United States. Interestingly, Krass strongly believes that, in addition to gaining over 20 years of public service expertise, success in this job is, in large part, due to the relationships she has built, maintained, and fostered throughout her entire career. 

Proactively Building Relationships: Key Insights from Kristin Sverchek, Lyft’s General Counsel

As the general counsel of a company at the forefront of a rapidly changing industry, it’s interesting to learn that Kristin Sverchek credits a significant portion of her success to proactively building relationships with her team, key decision-makers within the company, and mentors from the legal community. Sverchek relies on each of these groups to help her make important decisions, avoid pitfalls, and — perhaps most importantly — provide a different and unique perspective.

Questions: Linda Graebner Discusses Her Move from the C-Suite to the Boardroom

Linda Graebner spent many years as a CEO leading consumer product companies, and has held numerous other leadership positions in the business world. But she is currently thriving in a new role: the boardroom. At the request of an industry colleague, Graebner became the outside director for the board of another company. As such, her journey in the outside corporate board began. Since then, she has served on numerous boards — as many as five at one time — for both public and private companies. 

Leading, Not Managing: 3 Essential Leadership Skills

Leading is a step up from simply managing, and it’s a step worth taking. While more fulfilling for both you and your team, how does one go from manager to leader? According to Karna Nisewaner, Vice President & Associate General Counsel at Cadence, you have to master three skills: creating value, creating a circle of influence, and leading (not managing) through influence, motivation, and example.

Playing the Board Game: Tips for Networking Onto a Corporate Board

Sheila Ronning, CEO and founder of Women in the Boardroom explains, “Lawyers do have skill sets that are useful to boards. For example lawyers are often strategic thinkers and creative problem solvers, they are great at due diligence and asking good questions, and they often do have a fair amount of business acumen. With these skills — and the right approach — securing a board seat can be done.”