Lauren Pruitt

Lawyers are the issue spotters in the room. Trained to find where things went or might go wrong. Love this article’s use of the fact that basketball players play 95% of the game without the ball. Issue spotting might just fall in that necessary 5% of business concerns. I often consider which is better: a lawyer learning non-lawyer skills, or a successful non-lawyer then becoming a lawyer and already possessing those skills. Is the “later in life” lawyer less of a lawyer than the “from day one” lawyer? Does any of that have an effect on learning and developing those non-lawyer skills? I feel like I relate better to and with my non-lawyer colleagues because I have been them at one time.

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A GC/CHRO Who Harnesses Data is a Game-Changing Executive When I first took on the dual role of General Counsel and CHRO, I knew I had to bring more to the table than just legal expertise and a focus on people. I needed to combine these seemingly opposing mindsets—rules and relationships—into a cohesive strategy. But what really supercharged this combination? Data. 📊 Data transforms insight into action. ↳ As a GC, I was used to mitigating risks through facts, laws, and precedents. ↳ As a CHRO, I focused on understanding people, culture, and engagement. But the moment I started using data to bridge the gap between these two worlds, the impact was immediate. ✅ Legal isn’t just about minimizing risk—it’s about making decisions based on concrete data points that align with the company’s strategy. ✅ HR isn’t just about employee engagement—it’s about using data to understand what drives performance and how to create a compliant yet thriving work environment. Let me give you an example. Several years ago I wanted to create a data driven dashboard to review and present our annual performance management program at my company. I would often get questions about how we ensure that our process was equitable and aligned with corporate targets. My solution? ➡️ Working with my compensation team, we put together our own detailed, interactive dashboard that slices and dices each employee’s annual review scores and merit increases versus every other employee in the company. ➡️ Now, every year we evaluate employees by department, location, compensation grade, prior performance history, manager, executive team leader and about 10-20 other KPIs. ➡️ Before any employee receives their annual review, we analyze their scores and compensation multiple different ways using several layers of managerial and HR team review. The result? 👉First, we identified a few gaps we hadn’t noticed previously which we fixed before finalizing bonuses and raises, 👉 Next, we gained a new level of confidence with our CEO, board and owners by providing complete transparency on each employee’s compensation in an interactive, customizable dashboard format. 👉 Finally, as a lawyer by training I knew that enabling this data-driven review of compensation would greatly increase our ability to ensure legal compliance by pointing to hard data when justifying salary increases and bonuses to employees.      The key lesson here is that data isn’t just for numbers-driven departments like finance. When you combine data with a strong understanding of both people and policies, you elevate decision-making across the board. This GC/CHRO combo—when driven by data—creates a rare executive who can look at problems from multiple angles and find solutions that are both pragmatic and human-centered. That’s the future of leadership. Let’s connect ♻️ and talk about how you can harness the power of this approach in your organization.

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This is such a great read for those who are thinking of changing your career path. For me, I loved the practice of law; I was tired of the business part of it (making clients, keeping books, being ops, etc.). I was addicted to the money and the ‘WINS’. I was burned out; riding super high or low on any given moment. My break up with the practice of law took 5 solid years. Now I get to use my legal skills and leave the rest behind. #career #careerchoices #choices #breakup

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No matter your chosen field, effective leadership makes a big difference in what individuals, groups, and organizations can achieve. Many excellent books, podcasts, and other resources describe attributes of great leaders and offer sage advice on leadership development, often in a general sense. Servant leadership, a more specific paradigm, is about putting others first and approaching relationships and situations from a place of humility and centeredness. In this IPWatchdog, Inc article, I share actionable tips for becoming a servant leader and reaping resulting professional and personal benefits for yourself and others. Although I highlight examples from the IP and legal fields, the tips are applicable to any context. Article link: https://lnkd.in/ea_sKuJR #leadership #servantleadership #professionaldevelopment

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Thank you U.S. News & World Report and Inc. Magazine for naming e.l.f. Beauty to Best Companies and Workplaces of 2024! 🚀   We are proud of our positive, inclusive and supportive workplace, where we champion high performance teamwork, work together as “one team, one dream,” and drive market-leading results.   U.S. News & World Report’s “Best Companies to Work For” recognizes organizations that excel in creating outstanding work environments, offering robust benefits and promoting employee well-being.    Inc. Magazine’s “Best Workplaces” recognizes company cultures that thrive in the face of adversity. Cultures that redefine the workplace and continue to enrich it. Cultures that foster employee growth and advancement at all levels.    We like to say, “there’s no place like e.l.f.,” and its true. I'm proud of our team who make these incredible achievements possible.    Check out the U.S. News & World Report “Best Companies to Work For” list here: https://lnkd.in/gt5dghuv and check out the Inc. Magazine “Best Workplaces” list here: https://lnkd.in/gt5dghuv

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Looking forward to participating in the expansion of Ready Set GC’s efforts to support DGCs who are interested in becoming GCs. The Law360 article below features an interesting discussion on the considerations and challenges around this decision. Thanks to all those who support Ready Set GC in its mission.

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I’m joining a great panel this Weds to talk about how AI has impacted IP, and what it means for companies looking to innovate. Hope you can join us for a great conversation!

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Streamlining executive reporting? That's table stakes. When I integrated Legal and HR at my $1B+ company, we didn't just cut costs - we built a new paradigm. Earlier in my career, I witnessed the frustrating disconnect that occurs sometimes between these two departments: -HR, laser-focused on talent and culture, often felt stymied by legal complexities. -Legal, tasked with risk mitigation and compliance, sometimes missed the forest for the trees, overlooking the human impact of legal decisions. As I climbed the ranks, surprisingly adding the CHRO title to my GC role at 40, I saw a chance to rewrite the script. I had a vision: → HR empowered by real-time legal insights, making confident decisions. → Legal crafting policies that weren't just compliant, but fostered a thriving culture. The transformation wasn't easy. It meant challenging the status quo, building trust, and proving the value of this 'unconventional' approach. But the results? ✅ We handled employee and labor relations matters more efficiently with better policies, practices, engagement and overall results ✅ We revamped our global compensation structures, implementing a data driven system across the US, Canada, and Mexico, focusing on fairness, transparency and compliance. ✅ We began to smoothly navigate complex HR benefits matters, including improving benefits offerings, policies, plan documents and even terminated a legacy pension plan with support from our union employees. ✅ When COVID hit, our cross-functional response team, with HR and Legal at its core, maintained employee safety and business continuity. This is the magic of synergy. It's about transcending silos and creating a holistic approach to people and business. No one on my team worries about whose responsible for employee training versus employee compliance, employee engagement versus legal policies, or employee performance versus legal risks to the company. We are all responsible and we all have each other’s backs! If you're ready to unlock the hidden power of Legal & HR synergy, I invite you to connect and explore the possibilities together.

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I have reviewed hundreds if not thousands of job postings for legal counsel in my almost 25 years of practice, and so many of those postings continue to expect the applicant to be both extremely detail oriented, and to manage a large volume of agreements within very short deadlines. There simply is no such beast - at least I have never met one. I highly recommend the job posters use "Smart enough to identify the risks involved, and experienced enough to know whether those risks are real." That nets realistic candidates with the right skills, in my opinion.

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The American Bar Association Standing Committee on Ethics and Professional Responsibility released today its first formal opinion covering the growing use of generative artificial intelligence (GAI) in the practice of law, pointing out that model rules related to competency, informed consent, confidentiality and fees principally apply. Formal Opinion 512 states that to ensure clients are protected, lawyers and law firms using GAI must “fully consider their applicable ethical obligations,” which includes duties to provide competent legal representation, to protect client information, to communicate with clients and to charge reasonable fees consistent with time spent using GAI. The 15-page opinion specifically outlined that lawyers should be mindful of a host of model rules in the ABA Model Rules of Professional Conduct, including: ⭐️ Model Rule 1.1 (Competence). This obligates lawyers to provide competent representation to clients and requires they exercise the “legal knowledge, skill, thoroughness and preparation reasonably necessary for the representation.” In addition, the model rule states lawyers should understand “the benefits and risks associated” with the technologies used to deliver legal services to clients. ⭐️ Model Rule 1.6 (Confidentiality of Information). Under this model rule, a lawyer using GAI must be cognizant of the duty to keep confidential all information relating to the representation of a client, regardless of its source, unless the client gives informed consent. Other model rules require lawyers to extend similar protections to former and prospective clients’ information. ⭐️ Model Rule 1.4 (Communications). This model rule addresses lawyers’ duty to communicate with their clients and builds on lawyers’ legal obligations as fiduciaries, which include “the duty of an attorney to advise the client promptly whenever he has any information to give which it is important the client should receive.” Of particular relevance to GAI, Model Rule 1.4(a)(2) states that a lawyer shall “reasonably consult” with the client about the means by which the client’s objectives are to be accomplished. ⭐️Model Rule 1.5 (Fees). This rule requires a lawyer’s fees and expenses to be reasonable and includes criteria for evaluating whether a fee or expense is reasonable. The formal opinion notes that if a lawyer uses a GAI tool to draft a pleading and expends 15 minutes to input the relevant information into the program, the lawyer may charge for that time as well as for the time necessary to review the resulting draft for accuracy and completeness. But, in most circumstances, the lawyer cannot charge a client for learning how to work a GAI tool. Source: https://lnkd.in/dJBvkErR

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Thought this article/perspective from Michael Pastor on @law.com was interesting and am curious to know what my network thinks of AI use by in-house counsel/how they’re currently utilizing it (or anticipate using it in the future). https://lnkd.in/gyTmRQG3 If you’d like to discuss offline, please DM me. #ai #inhousecounsel #law

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AFTER MANY YEARS AS A GENERAL COUNSEL... I can confidently say that to achieve any semblance of success, you have to: 1️⃣ Understand the business you're in ...and fast. What are its goals, challenges, opportunities? This way, you can provide legal advice that aligns with business objectives and drives that sweet success. 2️⃣ Build Trust with your boss, your peers, your direct reports. Your expertise (aka your word) is your bond. When they trust you to deliver, it forms the foundation for effective collaboration and a harmonious work environment. 3️⃣ Collaborate Effectively: Be the ultimate partner to the business. Don't wait to be summoned after the problem materializes. Get in on the action, be part of the discussion, and work together as a team. Trust me, it leads to better outcomes and high-fives all around. 4️⃣ Communicate Clearly: Cut the legal jargon and speak the language of the people. Translate those legal concepts into simple, relatable terms (memes and videos if you have to). Answer with the conclusion first, and then break it down. 5️⃣ Stay Agile: Be the legal acrobat who can adapt to changes in the legal landscape and industry developments. Be flexible, responsive, and ready to seize opportunities. It's all about staying on your toes. TIP: Learn how to manage expectations and egos! Trust me, you will need that for self-preservation. Go create magic! ✨️ #GCLife #HappyFriday

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Puanani Norwood, 43, recently spoke with Law.com about how she became a partner at BCLP in Los Angeles and Kansas City. "I owned every deal I was staffed on, no matter how small my contribution seemed," she said. Here she is sharing advice for associates on the partner track: 𝗤: 𝗪𝗵𝗮𝘁 𝗮𝗱𝘃𝗶𝗰𝗲 𝘄𝗼𝘂𝗹𝗱 𝘆𝗼𝘂 𝗴𝗶𝘃𝗲 𝗮𝗻 𝗮𝘀𝘀𝗼𝗰𝗶𝗮𝘁𝗲 𝘄𝗵𝗼 𝘄𝗮𝗻𝘁𝘀 𝘁𝗼 𝗺𝗮𝗸𝗲 𝗽𝗮𝗿𝘁𝗻𝗲𝗿? "Your primary objective should always be to become a good lawyer because your practice is your business and you are responsible for its success. As any good business owner does, research your trade to stay knowledgeable about emerging issues and creative solutions in your practice area." Read the full interview here: https://lnkd.in/gfkNqqRK

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It's Pro Bono Celebration Week! 🎉 Pro Bono Celebration Week is a national event that "spotlights the difference lawyers can make in their communities, to recruit and train more pro bono volunteers, and to acknowledge the partnerships that form the basis for many successful pro bono efforts". Pro Bono is a Latin phrase meaning "for the public good" and pro bono legal services are volunteer (free) legal services. New York strongly encourages, but does not mandate, that attorneys perform pro bono services. New York requires that we report, as part of our attorney registration every 2 years, the number of hours (if any) pro bono service we provided in the prior 2 years. Dovetailing in with the purpose of Pro Bono Celebration Week: (1) I met my favorite non-profit, the ROAD RECOVERY FOUNDATION, through Pro Bono work! My friend Judy Siegel introduced me to the founders of the foundation through Pro Bono Partnership. The Road Recovery Foundation was my client through PBP and it was such a great fit I had the opportunity to join their board. Please check out the Pro Bono Partnership's website if you're a lawyer based in NY, CT, or NJ and interested in working with some great organizations!; (2) I've met a lot of caring attorneys through Pro Bono efforts. Brian Bodansky is an attorney at Jackson Lewis and we were paired together a few years ago on a pro bono matter through the Pro Bono Partnership (PBP makes it easy on volunteers, if you need a second opinion or expert guidance on something you can request assistance from another lawyer as I did!). Pro bono work is important to Brian and he serves as the Pro Bono Coordinator for the law firm's White Plains and Albany offices. If you work with a firm, or any lawyer, ask them about their pro bono efforts. You may be surprised at the work they do and their "why" for doing it.; (3) While I am talking about Road Recovery, the board is doing a fundraiser for the foundation and I'm linking to their website below to check them out and donate if you feel the urge! Road Recovery encourages donations of "time, talent, or treasure." Remember, if you're looking to help an organization, it doesn't always have to be a donation (treasure) though that is welcome! My "talent" is legal services, and I've been able to help with a few legal matters for Road Recovery through the Pro Bono Partnership. Think of your skill set and if it appears someone may have a need of your advice or services on a pro bono basis! On "time" I've even worked the hostess stand at a club for a Road Recovery fundraiser, doing everything from checking in people to telling them where they could find silverware and coffee. "Many hands make light work", so if you think an organization could use some help, just ask what they need help with and you'll probably be put to work! https://roadrecovery.org/

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Would you risk your reputation to do what’s fair for someone on your team? I faced this exact choice early in my career—and it shaped the way I lead to this day. As a junior attorney, I witnessed a senior partner reprimand an executive assistant for what he perceived as a mistake. But I knew the assistant had followed his instructions to the best of her ability during a hectic time. When the partner asked me to back him up, I had a choice: go along with the partner and avoid any fallout—or speak up for what was right. ➡️ I chose integrity. I politely explained that the assistant had done her best under challenging circumstances. I could tell the partner wasn’t thrilled, but he moved on. The aftermath surprised me: ✅ The assistant thanked me in tears, saying she finally felt seen and supported. ✅ She became one of my strongest allies, always ensuring I had what I needed to succeed. ✅Over time, even the senior partner seemed to respect my decision to stand firm. The biggest surprise? Sharing this story with a friend. His mother, an executive assistant, got emotional hearing about it.  She remembered the countless times her bosses and other senior executives had blamed her to save face. 💡 The lesson: Integrity isn’t always easy—it might cost you in the short term. But in the long run, it strengthens trust, earns respect, and leaves a legacy of leadership. I’d love to hear your thoughts: Has there been a moment when standing up for someone reinforced your leadership values? Let’s connect ♻️ and share stories.

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What’s the Most Important Part of That Contract? It’s the Price, Stupid! When I was starting my career as a lawyer 20+ years ago, I was very lucky to work with a mentor who gave me great advice on how to draft and review M&A agreements. In one of my first and most impactful review sessions, this mentor asked to review a recent agreement I helped draft. He then asked me a simple question – what’s the most important provision in this contract? Like any junior attorney who is learning his way, I immediately mentioned the “fancy” legal provisions. Indemnification clauses, limitation of liability, and not to mention legal jurisdiction provisions. These are really important. 😀 My mentor quickly responded to this answer: “No, the most important provision is Section 1. That’s where the price is listed. Your client will not care about any other provision in your contract if you get that wrong.” He taught me to avoid getting so caught up in legal complexities that I lose sight of what matters most to the client. This lesson has stuck with me throughout my 20+ career as a law firm attorney, GC, and CHRO. It's easy to get lost trying to impress your CEO or board with your vast knowledge on any subject. Sometimes the simplest response is the “smartest”. Here are some tips that have helped me to be “smart” in many aspects of my work over the years. ✅ Never provide advice in a vacuum. → Know the business aspects involved: Understand the employees and other people involved in the advice and figure out what is most important to them. This information may not change your overall advice, but it is imperative that you know this information before you make a decision. ✅ Take ownership for the business consequences of your decision. Some of the most ineffective employees I’ve encountered are those who say “well, based on what I know, this is what I think”. → If you feel you have to make a disclaimer every time you give advice, you will not engender trust or collaboration. ✅ Don’t give complex answers when a short, simple response is all that is needed. Confusing your CEO, your board or your colleagues with fancy legal terms or HR jargon will not create a followership. It’ll annoy them and make them look to others for helpful answers. I’ve rarely seen a legal issue or HR decision that was so complex, I couldn’t explain it in laymen’s terms where I could connect the decision to a probable business outcome. So, I’d love to hear more thoughts on being “smart” in the workplace. I invite you to connect ♻️ and continue the conversation together.

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#FTC Bans Most Non-Competes, Litigation Inevitable In a partisan vote of 3-2, the FTC, led by controversial Chair Lina Kahn, has voted to ban most employment-linked non-competes. But multiple legal challenges will follow, and they are highly likely to be successful. Rationale: The agency contends that approximately 30 million workers, or about 20% of the U.S. work force, are subject to a non-compete. FTC projects increases in wages resulting from its ban of something in the neighborhood of $300 billion per year, with employees having greater negotiation leverage and engaging in increased “job hopping”. No Help for Senior Executives: Senior executives, however, get carved out from the ban, supposedly because their non-competes are presumed to be a function of negotiation. Potential #Whistleblower Impact?: Because some potential whistleblowers have non-competes and are concerned that they may be frozen out of alternative employment if they are terminated or otherwise leave their employment, the ban, if implemented, could lead some employees to come forward with allegations of employer misconduct where they would not otherwise have done so. But Litigation Is Inevitable: The dissenting commissioners, both Republicans, acknowledged the inevitability of litigation in recording their “no” votes. One went so far as to predict the ban would be overturned. Claims: Plaintiffs interested in challenging the ban—and there are a whole lot of them—will be eyeing a long list of potential claims. Those will include that the FTC’s enabling statute does not authorize the ban, that the ban is otherwise arbitrary and capricious under the Administrative Procedure Act, and that Congressional authorization for such a fundamental rewrite of the relative roles of state and federal government in regulating non-competes runs afoul of the “major questions” doctrine. That doctrine prohibits agencies from seeking to address issues, not specifically delegated to them by Congress, where the issue has “vast economic and political significance”. Critics see the ban as the “quintessential” major questions problem. Courts: Multiple challenges will be filed in multiple courts, but a healthy bolus will be filed in decidedly regulation-skeptic jurisdictions, like the U.S. 5th Circuit, which includes Louisiana, Mississippi, and Texas. Stay tuned, folks, we are in for a bumpy ride here. #noncompetes #LinaKahn #majorquestions #apa #fca #healthcarefraud #healthcarecompliance

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