Key Insights

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1. Leading is Selling Yourself and the Company.

Weissman views recruiting as a "Unique Selling Proposition" (USP). His pitch to potential hires was an investment in their growth: "I'll coach you, and if you want my job, you can have it when I'm done, or I'll get you a better one".

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2. EQ is the Highest Predictor of Success.

While technical skill is common, high Emotional Intelligence—comprising self-awareness, self-regulation, relational awareness, and relational management—differentiates elite leaders from their peers.

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3. The "What Team Are You On?" Principle. For a GC managing a large team (50+ people), the primary team isn't the legal department—it's the group of executive peers. When leaders across functions trust each other, it prevents "turf wars" and inconsistent advice among their reports several levels down.

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4. "Drive the Track in Front of You."

During high-pressure moments like an IPO, leaders must ignore external "noise" (share price, lockups) and focus solely on the immediate work. Attention management is one of the few variables an executive truly controls.

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5. Confronting the "Saboteur."
Every leader has an "inner critic" that uses perfectionism as a form of self-flagellation. Recognizing this narrative in yourself and your team is the first step toward creating a safe space where employees aren't deathly afraid of failure.

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6. Closing Insight

The General Counsel role is inherently lonely; by moving from "legal gatekeeper" to "executive thought partner," you can transform that isolation into a powerful coaching tree that defines your professional legacy long after the IPO is complete.