As legal marketers, our focus is generally on proactive marketing communications with one ultimate goal in mind: building business. Just as critical, however, is navigating through a crisis effectively and managing our attorneys’ and firms’ reputations.
Panelists and marketers gathered Sept. 3 at the James Hotel in Chicago to discuss both short- and long-term elements of crisis communications and reputation management. Through a series of fictional yet plausible scenarios, the speakers illustrated the importance of having a sound crisis plan and trained spokerspersons in place, different ways to effectively handle and diffuse a crisis, and techniques for turning a crisis into an opportunity for marketing and business development.
The panel, moderated by Jeremy Persin, Marketing/PR Manager at Hinshaw & Culbertson LLP, featured:
- Kathleen Flynn, Chief Marketing Officer at Bryan Cave LLP
- Larry Larsen, Senior Vice President at Greentarget
- Kellie Mullins, Associate Director of Global Public Relations at Sidley Austin LLP
Preparation Is Key
While every crisis is different, having a preparedness plan in place is critical. The plan lays out potential scenarios, identifies stakeholders and audiences, anticipates questions that could be asked, and promotes best practices for communicating in a crisis. Part of the preparedness process, noted Flynn, is getting a seat at the table and educating firm leadership on the importance of advance planning. She advised engaging an outside consultant to ask the right questions of firm management and help firm leaders understand both how certain scenarios can play out as well as the risks of inaction to firm reputation among clients and other stakeholders.
Set Objectives and Control the Narrative
When a crisis occurs, the first steps include gathering the facts, identifying affected audiences and establishing communications objectives. Next, the firm must decide key messages for each audience as well as the appropriate spokesperson to deliver those messages. Larsen noted that, depending on the situation at hand, internal audiences may be just as important, or even more so, than external stakeholders.
The panelists discussed the careful process of choosing the right spokesperson for the circumstances. According to Larsen, “The spokesperson you choose is a message in and of itself,” noting that if the chairman or managing partner is put forth, it implies a deeper gravity to the situation. Flynn and Mullins agreed, noting that global leaders should be used selectively and that practice group or regional leadership may sometimes be more appropriate. Regardless of level, the spokesperson must be trained and armed with key messages.
Once the spokesperson is selected and trained, Mullins noted, the importance of transparency cannot be underestimated. “While there’s no need to give away everything, you do have to be transparent to be credible,” she said.
In some cases, the media can be used as a conduit to help turn the tide in your favor, noted Mullins. “Find a reporter with whom you have a relationship and who is willing to give you a fair shake. Try to get them to tell your side of the story.”
The panelists also agreed that social media channels are particularly likely to generate “chatter” when a crisis strikes, and any good plan will lay out a parallel strategy for controlling the narrative in both traditional and social media.
Turning a Crisis into an Opportunity
The second scenario discussed was a good illustration of how to turn a crisis into an opportunity. In this case, a female “rising star” attorney submitted her resignation in the wake of an embarrassing extramarital affair but subsequently sued the firm for wrongful termination and discrimination. This resulted in her lawyer talking openly to the press about the situation.
While the attorney’s case ultimately collapsed in court, the firm used the situation as an opportunity to reinforce its media policy of not commenting on pending litigation and to remind attorneys and staff of the firm’s commitment to diversity and the advancement of women. Flynn noted that in any scenario involving firm liability, it’s important to establish and maintain a good relationship with the firm’s general counsel and also to get ahead of any potential leaks to the media.
The panel concluded with a discussion about a hypothetical hurricane hitting a firm’s key office with a potentially devastating effect on employees, clients and the community. In this scenario, of course, safety would be of utmost importance. Once safety is ensured through an operational response plan, the firm can reach out to clients to reassure them their legal needs are being met and to the larger community to be helpful in any way possible.
Creating Goodwill
The opportunity to demonstrate corporate responsibility is clear in the majority of crisis situations, but it must be done in a way that aligns with the firm’s broader business development strategy and doesn’t overstep boundaries in terms of self-promotion. Your firm’s long-term reputation is at stake.
About the Author: Ann Morris is a partner at Finn Partners, a multi-specialty global communications firm with offices in 12 cities in the United States and Europe. Ann oversees the firm’s Professional Services group, working with clients across accounting, architecture, banking, consulting, insurance, law, private equity, real estate and wealth management, helping professionals become authorities.