Breaking Into the Boardroom: What In‑House Lawyers Need to Know About Non‑Executive Roles

| 20 Apr 2026 | 9:17 am

James Lewindon

Our 2025 white paper posed the question, “Why are lawyers underrepresented in CEO roles?” The response to the publication was so overwhelmingly positive that the team decided to continue the conversation. We launched an interview series with Heads of Legal and General Counsel to explore what it truly takes to step out of one’s comfort zone and progress up the in-house career ladder. Although these legal leaders offered a wide range of perspectives, common themes emerged throughout their stories: pushing past fear and remaining open to the new and unknown.

In this latest interview in our in-house legal series, we’re joined by Will Morris, GC at Rolls Royce

Will Morris

Senior legal leader turned board contributor: Progressed from a senior in house legal role into a non executive directorship within the Rolls Royce group, bringing deep expertise in risk, compliance and governance into the boardroom.

Motivated by growth, not promotion: Actively sought non executive experience as a way to broaden capability and perspective, prioritising professional development over traditional linear career progression.

Strong advocate for legal voices at board level: Believes lawyers are exceptionally well suited to non executive roles due to their ability to assess risk, interrogate complex information and challenge constructively with independence.

Clear on boundaries and role discipline: Emphasises the importance of separating the legal adviser role from the director role, ensuring clarity when applying legal opinion versus commercial judgement.

Champion of mentoring and experience sharing: Sees mentoring as a powerfullever in preparing lawyers for board roles, particularly through insight sharing with those who have already made the transition.

Will Morris

General Counsel, Rolls Royce

Lawyers go to law school to ask the right questions, and that skill is incredibly valuable at board level.

Will highlights that one of the key challenges for lawyers moving into non‑executive roles is learning how to balance expanded responsibilities without losing sight of their core obligation to protect the business through effective legal and compliance oversight. The transition requires lawyers to become comfortable wearing different hats; distinguishing clearly between offering legal advice and exercising independent commercial judgement as a director. Another challenge lies in avoiding the perception of being “the lawyer on the board,” rather than a fully‑fledged board member contributing to governance, strategy and accountability. He advises lawyers to have confidence in the fact that their legal skillset: questioning, analysis, independence and risk assessment, translates extremely well to board governance. Finally, he stresses the importance of being clear about time commitment, expectations, and role boundaries from the outset.

Breaking Into the Boardroom: What In‑House Lawyers Need to Know About Non‑Executive Roles

Will Morris

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