Mike Canencia (Corporate M&A, 2014-2018), senior counsel at Hearst, practiced in the firm’s Corporate Department. Mike received his B.S. from the University of Florida and his J.D. from New York University School of Law.

1. What is the most interesting aspect of your day-to-day as senior counsel at Hearst?

Definitely my involvement with our international offices across our many businesses. We have offices in the UK, the Netherlands, Spain, Italy, Germany, China, Taiwan and Japan. And our businesses range from recognizable consumer media divisions, such as magazines, television and entertainment; to business information divisions, such as transportation, healthcare and finance (Fitch Group); and investment arms, including full acquisitions, venture capital and impact early stage investing (HearstLab, Level Up). The issues that arise on a day-to-day basis vary significantly across jurisdictions but also across industries in which our businesses operate, which keeps things exciting!

2. What key principles or practices have you found to be most effective when providing meaningful mentorship to junior lawyers?

Vulnerability is key. I’ve learned that – and this is applicable not only as a lawyer, but in all aspects of life – vulnerability in myself invites vulnerability in others, which really opens everyone up to growth. I’ve found that it’s important not only to relate to junior lawyers over shared experiences of when I was in their position, but to share the struggles I deal with today. I also try to make clear how invested I am in their development. Finally, in addition to giving my advice, I ask what I can do (or do better) to help get them to where they want to be, really opening up a two-way street to growth.

3. What skills or experiences do you believe are most valuable for thriving in a mass-media-focused legal role? What advice would you offer to a lawyer considering this transition?

I would say first is agility: not just in reacting and executing efficiently in high-stress situations, but also thinking proactively about the bigger picture and what will benefit the entire legal group or the organization, which may change quickly or gradually over time. Second, being willing to dig in: not only into the details of each internal client’s needs and the issues at hand, but also understanding the practical risks around the issue and the client’s appetite for risk – this analysis will change based on industry and client. And finally, EQ: practicing and sharpening emotional intelligence through empathizing, reflecting, actively listening and connecting over shared interests, all of which develop relationships and build trust, which you can leverage when needed at a later time. My advice would be to hone these skills while at a law firm, practicing them with the many clients you work with across industries, all while building the substantive legal skills necessary to really add value in-house.