Defining the Moments: Best Practices in Law Firm Communications

Best Practices: Law Firm Communications

“Either define the moment or the moment will define you.”

- Walt Whitman

By Claire Papanastasiou, Media Relations Consultant

The eminent transcendentalist would be spinning in his grave if he were to learn that his compelling prose is setting the stage for an article on effective law firm communications. Those 10 words, however, are at the core of a successful internal and external communications plan.

A firm’s philosophy and approach to communication reflects and ultimately defines its leadership and culture. Contrary to common belief, public relations and internal communications are not touchy-feely fluff. They are vital components to an effective leadership strategy that help build a positive work environment and external image.

Though intangible, the way firms relate internally and externally can impact the nucleus of their enterprise: their people. This critically important audience drives a firm’s outward profile more than leaders realize. Partners, associates and administrators are firm ambassadors. When a culture is positive and internal audiences feel valued and connected, they are less likely to speak negatively about their firm. If a critical mass of disapproval develops, the negativity can take on a life of its own, leading to the likelihood of media leaks. The process can be so gradual and subliminal that firm leaders may not recognize they are missing opportunities to improve productivity or reinforce cohesion by eschewing a proactive and strategic communications program.

Below are five basic best practices for firms seeking to embark on a meaningful communications strategy. The success of a plan depends on challenging the ‘But-we’ve-always-done-it-this-way’ attitude and committing to keeping multiple channels open, in good times and in bad.

• Access. A non-negotiable, access to leadership – or lack thereof – is the most common concern among communications professionals. Open lines to a firm’s top management team, preferably the chair or managing partner, is key. A plan won’t work unless trust has been built between the two, and that rapport can only be established through continued contact. Limited access leads to assumptions and ambiguity, a.k.a. communication killers. It also hinders the process of informing constituents at a time when speed has heightened currency. At first, it may be awkward for firm management to open the kimono though, over time, that honesty will fuel a healthy exchange of differing perspectives. The internal and external communications teams provide valuable different points of view for firm leaders to consider in their decision-making, opposed to operating in a vacuum.

Takeaway: The communications team must have a seat at the table alongside leadership to serve as a trusted adviser, though final decisions regarding internal and external communications rest with firm leaders.

• Transparency. This cuts right to integrity, credibility and ultimately reputation of leadership and the communications team. Once trust is established between the two, it’s time to determine what is appropriate to share and how to present it to audiences in relation to what is best for the entire enterprise. Situations vary. A response to a firm crisis differs from an office opening or a new lateral group announcement. The tone and the frequency of communications are often more important than the content. Consistency builds a bond of confidence between leadership and its people, so it’s important for the firm to accept that there will be times when bad news must be disseminated. A firm does itself a disservice by only announcing upbeat news internally and ignoring the negative, or trying to spin adverse facts into something positive. Treat people honestly and with respect, and they will respect leadership and the enterprise.

Takeaway: Tell it like it is. Be direct. Avoid hyperbole in good times or bad. Treat people as intelligent adults.

• Internal first. External second.This may sound counter-intuitive, though public relations is more about internal audiences than external. The coverage a firm garners may remain top-of-mind for outsiders for a day or two max, though it resonates for people within the enterprise for much longer. Leadership can use the communications teams to build trust within the firm simply by telling them that bad news is on the media horizon before it is published and possibly hearing it from a client. As unpleasant as it sounds, informing lawyers and staff about pending unfavorable developments demonstrates respect and strengthens the relationship.

Takeaway: People in the firm matter more than headlines. Take care of them first, and the rest will take care of itself.

• Consistency. Internal and external messaging must be aligned. There may be additional sensitive information provided within the firm and withheld from the media, though for the most part, the essence of the message should remain the same. Deliberate discrepancies undercut a firm’s integrity and credibility across all audiences.

Takeaway: Make sure internal and external messaging remain on the same page. The media understand instances where not all inner-workings can be divulged.

• No controlling the media.Once the media get involved, say goodbye to total control and focus instead on collaboration and internal communications. The firm, through its PR team, can have an impact on a story by correcting any misinformation, even though the media will do what they want to do. All a firm can do is try to influence them with facts to ensure accuracy. This approach often runs contrary to the risk-adverse nature of lawyers, though at this stage, keeping channels open with the media can only help, especially if the rumor mill is churning. On the bright side, despite being on opposite sides of a fence, reputable journalists and PR professionals care about the integrity of their own work, so there is a willingness to collaborate to get a story right.

Takeaway: Work with the media, though remember that they do not work for the firm. Engage and let the process play out. … And don’t forget to let your people know a story is coming.