Lawyers often ask what superpowers they bring to the boardroom. The American Bar Association’s Business Law Section held a September 2026 panel in Chicago to answer that question. The session, titled “From Legal Advisor to Boardroom Decision-Maker: The Lawyer as a Value-Creating Director,” featured independent board directors Tanuja Dehne, Sherrin Ross Ingram, and Michelle Hong. They discussed how legal training translates into governance roles, moving away from traditional client service into strategic oversight.
From Problem Solver to Challenge Tester
The panelists identified a distinct shift in mindset required for lawyers entering a boardroom. Sherrin Ross Ingram noted that many lawyers arrive with a preconceived notion of how they must perform. She noted that new directors should challenge that notion from day one. A lawyer often starts as a problem solver, but a board member must become a challenge tester. The board is not responsible for solving the problems of the business; its job is to ask the probing questions that management might ignore.
Legal professionals are trained to ask difficult questions, a skill that serves them well in governance. Panelists emphasized that this training allows lawyers to identify biases and unproven assumptions. However, they also noted that a person does not get invited to a board simply because they are a lawyer. Instead, they earn that invitation by being a well-rounded executive. It takes time to grow into the role and build the necessary experience beyond legal compliance.
In a volatile environment, boards must make swift decisions in gray space. Dehne observed that “we live in crisis” and cannot wait for perfect information. This reality requires a shift from a defensive focus on risk identification to an offensive approach that leans into risk. Legal experts are uniquely positioned to manage this, as they can “push the edges” while knowing the boundaries.
One challenge in this transition is the language lawyers use. The panelists agreed that lawyers must stop focusing primarily on “lawyer speak” regarding risk. Instead of simply identifying risks, directors should reframe them as unproven assumptions. Every strategic decision is built on assumptions, and lawyers can help the board evaluate the validity of those assumptions rather than just listing the potential failures.
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For lawyers seeking board positions, the panel offered practical advice. Attendees were told to make their interest in board work obvious on their LinkedIn profile. Boards often use search firms to identify candidates, so visibility is critical. It is also important to understand a potential board’s governance processes, including how new directors are added and evaluated.
Branding plays a significant role in this transition. Prospective directors should articulate their “why” and positioning from day one. Hong suggested reviewing board materials and then stepping away to let the mind wander. This mental break can help uncover the strategic questions that are not immediately visible in the documents.
Dehne highlighted that lawyers possess transferable skills like time management and communications. These are not just legal skills but executive tools. By focusing on these strengths and stepping into the role of a challenger rather than a fixer, legal professionals can add genuine value to corporate governance. They can help boards maintain boundaries while leaning into the necessary risks of business strategy.
Building Governance and Strategic Experience
Governance and strategic experience are an asset for anyone seeking a board seat. The panelists noted that a legal career helps build key competencies that lend themselves well to a director role. A prospective director should be thoughtful and able to articulate their unique value and skills. This means taking off the lawyer hat to ask the probing questions, lean into risk, and ultimately let others work to solve the problem.
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