LMA Europe 2025 - Clear Communication in a Crisis

Against a backdrop of increasing external scrutiny and real-time public reaction, the discussion focused on preparing for internal and external flashpoints, building clear messaging frameworks, and coordinating an effective response across comms, marketing, and BD. 

In this session, Phill McGowan (Former Global Corporate Communications Director, Reed Smith) and Michael Evans (Joint Managing Director, Byfield) shared their insights on how law firms can take a more proactive, strategic approach to reputation management.

A few key takeaways;

Crisis Is Evolving & Not a Matter of If, But When

The discussion highlighted that the nature of crises is evolving. Traditional risks such as compliance, ethics, and internal conduct remain relevant, but firms now face an expanded landscape that includes geopolitical events, social issues, and reputational flashpoints driven by public sentiment and digital platforms. These developments demand a higher level of readiness and responsiveness.

Materiality Matters

Not every issue qualifies as a crisis. Distinguishing material events from background noise is crucial to maintaining credibility and composure. A poorly handled internal issue can escalate quickly, especially if it contradicts the firm's values or if stakeholders feel misled. Crisis evaluation must be part of the day-to-day decision-making culture.

Preparedness Beats Panic

A firm that is improvising in the middle of a crisis has already lost time and control. Phil and Michael emphasised the need for scenario-based planning across likely crisis types, such as ransomware attacks, misconduct allegations, regulatory breaches, or public relations fallout. These plans should include communication frameworks for clients, staff, the media, and regulators. Consistency and calm messaging depend on clear protocols and alignment across leadership.

Communication Can Make or Break the Response

How a firm communicates during a crisis often matters more than the crisis itself. Saying too much can expose the firm unnecessarily; saying too little allows speculation to fill the void. Successful firms calibrate their response by involving the right people early, assessing severity with realism, and ensuring internal coordination before any message goes out.

Reputation is Built on Everyday Decisions

The best way to manage a crisis is to prevent one. Marketing and business development leaders must play an active role in both brand promotion and brand protection. Crisis readiness should be a shared responsibility, with communications leaders offering strategic guidance in real-time, not just post-event clean-up.

Speaking Out Requires Structure and Strategy

Responding to social or political events requires a framework, not just instinct. Firms must ask whether the issue aligns with their values, whether their voice can meaningfully contribute, and whether stakeholders agree with taking a stand. In many cases, choosing not to speak publicly may be the wisest course. Thoughtful silence often signals strength.

Real-World Lessons: Think Before You Speak

The October 2023 conflict in Israel offered a powerful example. Many firms issued statements quickly, some later regretted it. When emotions run high, restraint and preparation are essential. No firm can represent every viewpoint, and overly broad messages risk doing more harm than good. Public statements must be based on clarity, not pressure.

Building a Culture of Preparedness

Leadership must engage proactively in defining how the firm will respond in a crisis. That means having clear protocols, tested frameworks, and designated teams. Training and internal alignment are essential. Without them, the firm risks a fragmented response that confuses clients, unsettles teams, and damages long-term trust.