Law firm leaders are facing seismic challenges in how they run and lead their businesses against a backdrop of increasing uncertainty. Covid-19 has created physical distance between our workplaces and communities, and we have had to adapt overnight to new ways of keeping in touch with our people and motivating our workforces.
Find out the top six business and reputational challenges keeping managing partners awake at night, and read about the six communication areas to help your firm emerge from the crisis as a more resilient business.
How can the legal and PR industries face the challenges (and opportunities) of the current moment? Byfield’s Managing Director Gus Sellitto took part in the podcast ‘PR in Lockdown’ by Access Studios in partnership with the PRCA. In conversation with Rob Double, Gus shares his insights on the pandemic’s impact on Byfield’s people and clients. Watch here:
Recent roundtable discussions with the leaders of major law firms have been candid and stimulating in equal measure. Six months into the pandemic, it has emerged that the greatest challenge they face is this: how can they maintain a strong organisational culture and team spirit in a world which turned completely agile overnight?
Read Byfield Non-Executive Chairman Simon Slater’s blog post, which gives law firm leaders seven clues to help them reflect on this significant challenge.
Covid-19 may be an external crisis, but the effect it has had on all law firms is profound. And the consequences of having got the leadership communications wrong during this time (or, worse still, not having communicated at all) will have correspondingly profound effects on the reputations of firms in the months and years to come. All law firm staff will remember how, in the greatest peacetime crisis of modern times, their firms acted.
Read Byfield Non-Executive Chairman Simon Slater’s blog post on the key to emerging from lockdown with reputation intact.
In good times and bad, the toolkit for managing, guarding and enhancing the reputation of any law firm remains the same. And in the current climate, with all the uncertainty it brings, the need for timely, open and honest communication has never been more important.
Download the Reputation Management in the Legal Sector, Byfield’s guide on how law firms can manage, guard and enhance their reputation.
As the global presence of law firms grows, so too do the risks to their businesses and reputations. Risks relating to increasing regulation, health pandemics and cybersecurity can turn into major crises if not planned for and communicated properly. Additionally, the activities of law firms and their leaders continue to come under increasing glare of a global media spotlight powered by instant news and social media.
Watch Gus Sellitto’s webinar, in collaboration with Lex Mundi, on how law firms should plan and respond to crisis situations in a way that keeps their response in line with their values and cultures.
What does good PR look like in during a global crisis? Not long after lockdown set in did the stream of COVID-19 newsletters begin to trickle into inboxes. There were the obvious pitfalls to avoid. Insincerity is not a good look. Disguising a profit-push for largesse or using the crisis as a marketing ploy is clearly out of line while the brands that failed to adapt their messaging at all came across as tone deaf. But while some zealous marketers may have over-egged the pudding, a lot of crisis messaging has really hit the mark.
Read Byfield PR and Content Manager Thea Dunne’s blog post on the best examples of Covid-19 comms and what law firms can (and should) learn.
This guest blog is written by full-service events and experiential agency, Ann Squared.
Any marketeer worth their salt will tell you the importance events play as part of their marketing arsenal. Whether it’s a round table, or a whole conference centre full of people, events enable you to communicate your value and build trust through in-person interactions. To put it bluntly, people buy from people, and events are more often than not the vehicle that allows you to spend meaningful time with an existing client, or give a potential new client the opportunity to get to know you.
This guest post is written by Connor Sharp, Account Manager at Censuswide.
Confidence, trust and engagement – each as important as one another in building a successful brand. Coping with the conditions forced upon us by COVID-19 has been a reminder for companies to prioritise their customers and communicate with them in a manner that builds those three aforementioned themes
Reports suggest that we are likely to see a surge in litigation as a result of Covid-19. Any company or individual taking or facing litigation should give careful consideration to how they communicate before, during and following any dispute. Indeed, the PR strategy is as important as the legal strategy and the two should work in tandem. We know that cases can be won in the law courts, but that reputations can be lost in the court of public opinion.
Read Managing Director Gus Sellitto’s thoughts on litigation PR and the rules of engagement, written in conjunction with the PRCA.
The UK has surpassed its first full week of Government mandated ‘staying at home’ to combat the spread of coronavirus – a novel way of living for the majority of the population. However, everything around us continues to move, including the ever-constant news agenda. With this comes the need for broadcasters to fill interview slots.
With restrictions on movement, the likelihood of conducting studio interviews decreases, therefore it’s more likely that you may be asked to conduct an interview with a broadcaster from the comfort of your own home. But what should you know before undertaking a remote interview?
However, while this is a natural response, and external communications are an essential part of any crisis response plan, it’s vital not to overlook internal communications in your planning. Company employees are some of the most crucial stakeholders in any crisis event.
Agile working is a familiar concept for law firms, many of whom have policies for employees to work remotely one or two days per week. Such policies are even widely agreed to be beneficial to both firm and employee, enhancing efficiency whilst allowing employees flexibility.
The Covid-19 crisis, however, has led to the implementation of agile working at an unprecedented level. Offices have been shut and most of the population have been forced to work from home without an end date confirmed.
Firms can continue ‘as normal’ under these unusual circumstances – but only with technology’s help.
This guest blog is written by LawCare. LawCare promotes and supports good mental health and wellbeing in the legal community.
Many of us will be working at home for a while which will be challenging. Being out of the office and a change in our routine combined with limited social interaction in these difficult and uncertain times might cause feelings of worry, fear and loneliness. At LawCare we don’t have an office space and all our team work remotely, so here are our tips from our own experiences to help you look after yourself when working at home.
This guest post is written by Rex Glensy, Partner at Plonsker Law.
Over the last several years, the nature of my legal practice had transitioned such that the necessity to work from an office began to decrease on its own. I am a partner in a law firm that handles litigation matters in the entertainment industry, and the mantra of my firm is to staff matters thinly and efficiently such as to reduce the expense to the client.
It is at risk of becoming a cliché, but it remains true to say that global organisations have in recent times faced a number of unprecedented challenges to their operations. The latter half of the past decade saw global trade wars, Brexit, fake news undermining trust in institutions, and now a novel coronavirus wreaking world-wide economic havoc. All of these risks pose significant operational and communications challenges as firms seek to plot a course through these hazards.