Many local government lawyers bemoan the fact that they're not at ‘top table' – but would like to be. If this is you, the first question is, Do you really want to be? Really? Look before you leap. 
In fact, there are some excellent lawyers already at the top table. So why aren't there more? Surely with all the analytical and strategic skills hardwired into them at birth, they should be up there with the best? Why not? A few reasons spring to mind:

Memories remain of powerful town clerks with a ‘thou shalt not do anything' attitude. Lawyers have an uphill struggle against their perceived ‘can't do' culture
Respect for professionals has fallen, as they're now often seen as mere commodity purveyors
Lawyers are regarded as much less necessary nowadays with the expansion of primary legal powers
‘We don't want someone with a narrow, professional focus. We want a modern, dynamic manager who can make things happen and take us into a different league.'

Of course, not everyone is going to have all or any of these or other prejudices. But many will. So here's are a few things you might think of doing to increase your share price in the top table sector...
Sharpen your political skills, insights and antennae. Understand the political perspective, where different types of members are coming from. And develop an instinct for how different types of actions are likely to play in the political environment. Examine how you see and define yourself. Does your sense of self at work depend on being a lawyer? Or is this just part of the senior corporate player equation?
Become a leading light in your own authority in the first instance. Find your unique selling point, and use it to add value to your authority. Get yourself noticed at top table – for the right reasons.
But make sure you develop, nurture and add value to your team. As part of this, facilitate their success and wins.
Once you're a leading light locally, spread your light nationally. Take the opportunity to work on a national project, perhaps through the LGA, the SLG, ACSeS or the DCLG. Write articles in the national local government press. Speak at conferences. But don't neglect your work or team back at base.
Network. Take the opportunity to meet a range of different local government players.
Consider management training. This will develop your skills and also assist with networking.
Take on or lead on corporate projects. This will not only be good experience but will help stop you being typecast as a lawyer.
Observe chief executives and how they operate. It will be essential for you to find your own ‘voice' – you can pick up a lot of useful tips from watching those already in harness.
Take a mentor. Someone you trust and admire, who is already in a position to which you aspire – preferably from another authority or organisation – who can often give valuable coaching and advice.
Be a mentor. This will help sharpen your emotional intelligence, self-awareness and people and management skills. Learn resilience and tough-mindedness. You'll need these in bucketloads.
Start applying for jobs that will take you into the ball-park where you'd like to be. An example is an assistant chief executive post. However, don't overdo the job applications. Done properly, they're very time-consuming and require research and effort. You also don't want to get a reputation for constantly being on the interview circuit but never called out for the job.
However, it's important to make sure that whatever actions you take, dovetail with who you actually are and what you want out of life, including family and other commitments. You won't want to squeeze into a role that just doesn't fit you
If you really want to achieve top table and have the skills, experience, self-belief, determination and resilience, you will do so. Good luck! w
Nicholas Dobson is a partner at Pinsent Masons