30 Mar Beyond the Brief: Building Influence and Opportunity
Reaching the top of the legal profession—whether in-house or in private practice—depends on more than legal expertise. Visibility, influence, relationships and networks play a defining role. These issues were the focus of our roundtable breakfast for senior female lawyers, held to mark International Women’s Day 2026.
Visibility – being seen with purpose
Visibility is not about being the loudest voice in the room, it is about being intentional in how and where you show up.
- A recurring theme was the importance of stepping outside familiar circles. Early in her career, one panellist deliberately invited herself into business meetings where she was the only legal representative in a room full of marketers and sales professionals. She wasn’t known, and at times it felt uncomfortable, but that visibility allowed her to build credibility and ultimately influence decision-making.
- Visibility must be strategic. Many professionals—particularly women—fall into the trap of saying yes to everything, becoming indispensable to the business yet overlooked for progression because their contributions are not aligned with how success is measured.
- The challenge is to ask: Where do I want to be seen? What do I want to be known for? Being visible is not about doing more – it is about doing the right things, in the right places. One of our panellists shared an elegant way of declining unwanted additional projects that would spread her too thinly: she would acknowledge that she was capable, while noting that others were “better suited” to the project – allowing her to be recognised for her expertise, uplift her colleagues, and maintain focus on her priorities.
- A recurring theme was the importance of stepping outside familiar circles. Early in her career, one panellist deliberately invited herself into business meetings where she was the only legal representative in a room full of marketers and sales professionals. She wasn’t known, and at times it felt uncomfortable, but that visibility allowed her to build credibility and ultimately influence decision-making.
Influence – leadership starts earlier than you think
Leadership is often perceived as something that comes with title or seniority. In reality, influence begins much earlier on in your career.
- Influence can be demonstrated in everyday actions – bringing people together, supporting colleagues, connecting teams, and creating space for others to contribute. One panellist described “leadership through generosity” – making introductions, offering help, and enabling others. These small actions build trust and credibility, which in turn create influence.
- The growth of influence often comes when we step outside our comfort zones. Whether volunteering to lead unfamiliar projects, navigating new business challenges, or learning from failure, stretching ourselves is often what accelerates growth. As one panellist captured it: there is no point climbing the ladder if it’s on the wrong wall. Taking risks is essential to shaping a meaningful career. As one of our panellists put it, when offered an opportunity to move abroad, “I was more worried about saying no than saying yes. If I say no, I will never know – if I say yes and it doesn’t work out I can always unravel it.”
- Influence can be demonstrated in everyday actions – bringing people together, supporting colleagues, connecting teams, and creating space for others to contribute. One panellist described “leadership through generosity” – making introductions, offering help, and enabling others. These small actions build trust and credibility, which in turn create influence.
Relationships are the foundation of progress
Strong relationships are built with a clear intent. Throughout the discussion, the importance of having sponsors stood out. While mentors provide guidance, sponsors actively advocate for you – often behind closed doors where key decisions are made.
Sponsorship is only part of the picture. It is equally important to:
- maintain regular, informal contact (“just pick up the phone, it doesn’t always have to be a scheduled Teams call”);
- build trust across functions, not just within your team; and
- understand both who the supporters and detractors are in your environment.
One powerful reminder was that promotions rarely happen in a vacuum. Organisational dynamics and perceptions play a significant role, and relationships help shape both.
Crucially, relationships are a two-way investment. Those who actively nurture connections—suggesting meetings, staying in touch, and offering value—are far more likely to benefit from them.
Networks – expanding beyond the immediate
While internal relationships are critical, external networks are equally important. Our panellists reflected on periods in their careers where they focused heavily on internal delivery, only to realise later the missed opportunities of not building external connections.
- External networks open doors to new roles and opportunities. They provide support, especially in smaller or more isolated teams, broaden perspectives and skillsets, and enhance credibility within your own organisation.
- For those in private practice, your clients can become powerful advocates, recommending individuals for roles, awards, or new opportunities.
- Building a network can start with small, consistent actions – reaching out, staying connected, and making a conscious effort to engage beyond your usual circles. Importantly, networks extend beyond the workplace. Having a strong personal support system can play a critical role in allowing women to build confidence and resilience.
- External networks open doors to new roles and opportunities. They provide support, especially in smaller or more isolated teams, broaden perspectives and skillsets, and enhance credibility within your own organisation.
Underpinning all of our four themes was one critical factor: intentionality. Perhaps the most powerful takeaway from the session was “Don’t ask, don’t get.”
For many, self-promotion and advocating for yourself remains uncomfortable. But reframing it can help – promoting your work is not just about personal gain, it is about creating visibility for your team, your function, and the value you bring to the business. One of our panellists uses a ‘buddy system’ to support one another in self-promotion and maintaining visibility.
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Thanks to our inspiring panel Huma Allana van Reesch (General Counsel, EMEA at Starbucks); Lauren Aste (EVP & Chief Legal Officer at Sirva); Susan Court (General Counsel & Company Secretary at Engineered Arts); and Pattie Walsh (former international employment partner at Bird & Bird). The event was chaired by Marsden’s co-head of global in-house, Karen Glass, and co-hosted by Michelle Mills and Sarita Rai, and follows on from our previous female-focused events, Supporting Organic Diversity.