Category: Law Office Management

Crisis Communication Plans Provide the Framework of How to Manage a Crisis Effectively

Guest Blogger Paramjit L. Mahli of of SCG Legal PR Network provides some helpful guidelines on crisis PR management techniques.

What will your firm do in the face of an unexpected emergency? Crisis communication plans provide an organizational framework of who will be responsible for which specific task, when and if a crisis should occur.

The most challenging part of any crisis, whether it is natural or man-made is the reaction of the management. Not only do they have to be prepared to respond quickly but respond with the right response. Failure to do so will only lead to spin, not communication, which in turn doesn’t mitigate damages but rather causes embarrassment, humiliation, prolonged visibility, and often, unnecessary litigation for the business.

Crises can range from product recalls, an accident in a mine, food contamination, passengers’ movement on airline restricted during poor weather, a hacker stealing credit card information, environmental breaches, class action law suits, sexual harassment, or activisms which effect commerce everyday throughout the world. More often than not, crisis occur when least expected. The Institute of Crisis Management defines a crisis as “ Any problem or disruption that triggers negative stakeholder reactions that could impact the organization’s financial strength and ability to do what it does”.

Executives understand that a solid, strong reputation of their company is tied with bottom-line earnings. Businesses with good reputations are seen as providing their customers with more value and therefore are able to charge premium prices for their products and services. Anything that diminishes this value is of consequence.

Frequently, attorneys whether they are inside or external counsel find themselves in the thick of the crisis, uniquely situated between management and external counsel, and/or other stakeholders with strong interests and involvement in the crisis. By understanding the role of the media, learning how to work effectively with the press, advising clients of the importance of having some sort of crisis plan in place, law firms and attorneys are able to provide additional value to their clients and importantly are setting themselves apart from their competition.

Having a crisis communication plan where both sides: attorneys and public relations firms and/or consultants, not only work cohesively together but understand their respective roles is imperative when client’s/organizations reputations are at stake. Oftentimes, regardless of the legal implications of the crisis, perceptions generated with the public can be helpful or detrimental to the client’s economic health.

When no plans are in place, and a crisis occurs, improvising and flying by the seat of one’s trousers will not minimize damage but rather increase it. A plan that identifies clearly who is responsible for which tasks will impose order, structure and direction rather than having to put out firestorms without having any strategy in place.

Crisis communication plans at their very basic are templates. They provide an organizational framework of who will be responsible for which specific task, when and if a crisis should occur. Without a plan, the left hand won’t know what the right hand is doing particularly when the press is knocking on your door. It should outline in detail operational procedures. This includes contact systems; a point person who is coordinating with press and spokesperson (usually the primary attorney, depending on the nature of the crisis) back up spokesperson, and reporters who cover the beat. It will also include how and what to communicate to any other organization, stakeholder or community that has a specific interest and is impacted by the crisis.

It’s important to note, that these templates must be fluid. Each crisis will be different with different stakeholders and so adjustments to the plans will be necessary as these are living organisms. However, all of the plans at their very basic level will need the following:

  1. Determine who is part of the crisis communication management team. This will include all key individuals and roles assigned to them. All the individuals must have contact details of all the team members.
  2. Designated spokesperson with the press. This is the individual who will be the face of organization to the public. Typically there is a fair amount of dialogue between attorneys and spokespersons. The Spokesperson, usually has had a fair amount of media training, or comes from a journalism background.
  3. Assign individual/public relations agency to be responsible for all needs and queries of the press. This persons/agency’s job is to ensure that all press requests are handled in a timely manner.
  4. The legal counsel, spokesperson should have a current media list of reporters who cover your client’s beat.
  5. Maintain a media log. This should have details of all press that has contacted the organization, what information was sent, when they are expected to get back to you. If there is more than one individual on the coordination team, be clear on which tasks were delegated to whom?
  6. The public relations agency should make sure the spokesperson or any other individuals assigned to that role should not talk to external sources until they have and understand all the facts. Otherwise, mistakes will be made, which in turn create negative perceptions.
  7. Communicate key messages for all your audiences in a consistent manner, whether they are within the organization or external audiences. The messages must address questions and concerns in language that different stakeholders understand. The tendency is to be objective and use legal language, both of these will work to your disadvantage, the public wants to hear and sense that you understand the gravity and depth of the circumstances.
  8. Depending how long the crisis is the public relations agency/consultants should coordinate a regular timetable to meet reporters, keeping them abreast of any latest developments.
  9. Maintaining several back up plans, point personal, and other details relating to the particular crisis is a must.
  10. Finally, all crisis circumstances whether they are business related or natural disasters need a human face. That means, regardless of how well prepared the organization/client is, it is critical to connect and relate to all the key stakeholders impacted by the situation.

Finally, a good crisis communication plan helps to mitigate and reduce the potential for damage. It is a blueprint for when unexpected events and disasters strike, providing structure for the flow of important information to be communicated to all the key players. Benjamin Franklin summed it up very well, “by failing to prepare you are preparing to fail”

Paramjit L Mahli is with award winning SCG Legal PR Network. She is a former journalist who has worked with CNN Business News, Canadian Broadcast Corporation and Journal of Commerce. Comprised of small and large firms throughout the USA, SCG Legal PR Network connects legal experts with reporters nationally and internationally. Ms. Mahli is a contributor to Legal Broadcast Network and writes frequently for Technolawyer. She also trains and gives CLEs regularly on media relations and public relations.

Why Attorneys Should Be Working with the Press, Instead of Against Them

Guest Blogger – veteran journalist and PR Pro Paramjit L. Mahli  of SCG Legal PR Network provides some very tangible and usable pointers related to attorney – press relations.   

Look it up in the dictionary!
You know that public relations is an important aspect of your business development strategy. But do you know the appropriate plan of action to take in order to achieve optimal success?

Solo practitioners and attorneys from small law firms often resist public relations. They cite not having enough time, a lack of understanding of its role, or the dearth of resources, to make public relations part of their business development plans. Coupled with stereotypes of the press, such as reporters only going to the big law firms or only wanting the drama and not the facts, it’s no surprise that media relations is relegated to the bottom of business development activities, particularly if the firm has already achieved some “visibility” that did not result in new clients.
 
The reality is that public relations is an indispensable part of business development strategy for every firm, regardless of size. Getting quoted in news stories, both in targeted industry publications and mainstream media, is one of the most cost-effective ways of securing exposure. A good public relations plan serves several purposes: it builds reputation and visibility, allows firms, practice areas and solo practitioners to become known, liked and trusted in their target market, and finally—and most importantly— helps to bring more business.
 
Before embarking on a public relations plan, you must ensure that all of the firm’s marketing communications materials, such as blogs, Web sites, newsletters and e-zines, address the “What’s in it for me question for prospects and that differentiation is clear. The next step is to target the industry publications and media outlets that your target market reads.
 
Whether you’re a firm that is working with public relations consultants or implementing the plan with internal resources, or you’re a solo practitioner implementing it on your own, the following considerations will make your media relations plan a lot more focused and effective. 

Who are my clients? What do they read? Do they read online publications? Knowing the answers to these questions will guide your choices of the publications to target, whether they are local dailies, weeklies, magazines or trade/professional journals. While being quoted in The New York Times is prestigious, it’s meaningless if your target market doesn’t read that publication. There are attorneys who want media exposure for personal reasons, but often this is in direct conflict with the targeted media relations campaign. 

  1. Conduct an audit of your expertise. What areas of expertise do you have that are frequently the focus of news stories? This will help you identify reporters who cover your area of expertise and build relationships with them. Reporters are constantly on the lookout for attorneys who can simplify legislation; knowing who covers your area of expertise will help position you as a source. For example, if your area of expertise is workplace discrimination in the financial services industry, getting to know reporters who cover this beat is key. 
  2. Know what reporters have been covering in your areas of expertise. There is nothing worse than pitching a story that has already been covered. Not only is it embarrassing, but it also demonstrates to the reporter that you or your public relations team has not done the homework. It is a sure way of lessening your credibility with that reporter. 
  3. Don’t overlook changes or emerging trends in your practice area. These offer golden opportunities to be quoted or to provide commentary. Once you have built those relationships, you can send reporters a quick e-mail or call them, alerting them to possible stories. 
  4. Too often opportunities on the Op-Ed pages are overlooked Writing an Op-Ed piece is a good way of getting to know the editor and bringing to light an issue that is affecting your target market. Letters published in Op-Ed pages can result in story ideas for reporters. 
  5. Depending on your targeted publication, you can pitch Q&As and stories on pitfalls to avoid, such as the top ten mistakes to avoid when friends become partners in business ventures or top ten mistakes to avoid when negotiating a severance package. Even if your story submissions are overlooked, every couple of months, with the permission of the reporter, continue to send him story ideas. Reporters/producers/guest bookers all keep background information on topics that they cover. 
  6. Don’t overlook the importance of becoming a resource for the reporter; this is where you provide background information. While you may not be quoted immediately, opportunities will continue to come your way. Reporters tend to have long memories; they know who is a valuable and trustworthy source. The busier they are, the more premium they place on their sources. Becoming a resource goes a long way toward building relationships with reporters. 
  7. Consider inviting reporters to any Continuing Legal Education training/seminars that the firm may be offering. By extending the invitation, make certain that the seminar is in an area that the reporter is interested in. 
  8. Monitor editorial calendars regularly. Many publications have their calendar online. An editorial calendar is a valuable tool for gauging what a publication plans to cover throughout the year, and helps you avoid missed opportunities. It gives attorneys and law firms plenty of time to remind reporters that they are available to be quoted and provides time to craft and submit story ideas. 
  9. Know when to say no to the press. Reporters may be focusing on stories that will be detrimental to your target market. In such circumstances, it is prudent to give reporters a couple of other sources from whom they can obtain a quote. Whether or not an attorney wants to be quoted in such a story, it is still imperative to return the phone call in a timely manner.
  10. Becoming known as an expert in one or more areas is only part of the equation; the other part is leveraging these opportunities successfully into other marketing activities. Articles, columns and/or bylines written by attorneys can be sent to prospects, strategic alliances and clients with the view of providing value, rather than circulating them with the intent of getting the attorney known.

Finally, it is absolutely imperative to recognize and understand that building credibility and visibility does not happen overnight and rarely does it reap immediate results. It may take a nanosecond to destroy a reputation, but to build one takes work, effort and commitment from all the decision makers in the firm. However, with a sustained campaign working in conjunction with other marketing activities, public relations will reap huge dividends.

Paramjit L Mahli is with award winning SCG Legal PR Network. She is a former journalist who has worked with CNN Business News, Canadian Broadcast Corporation and Journal of Commerce. Comprised of small and large firms throughout the USA, SCG Legal PR Network connects legal experts with reporters nationally and internationally. Ms. Mahli is a contributor to Legal Broadcast Network and writes frequently for Technolawyer. She also trains and gives CLEs regularly on media relations and public relations.  www.scglegalprnetwork.com

Legal Marketers & Recruiters, A Recipe for Success

Legal Marketing & Recruiting Working in Sync

Business of Law Guest Blogger Jeffrey Morgan from Moiré Marketing Partners makes some interesting observations for the law firm world.

Recruiting lateral partners is one the most important ways that a firm may increase their gross revenue, profits per partner, revenue per attorney all while adding value and importance to the firm. Recruiting a “high profile” lateral partner should be treated with equal importance as landing a new client or getting additional business from an existing client.

I recently attended a meeting of the Los Angeles Legal Marketing Association (LA LMA) where members of The National Association for Law Placement (NALP) were also invited. I was really surprised when I observed marketing and recruiting professionals from the same firm greeting each other as if they barely knew one another! Almost as fascinating was watching where everyone sat and interacted with each other at the luncheon. By and large recruiters tended to gravitate to each other while marketers exchanged hugs and greetings and sat together at their tables. Rarely did the two groups mix or mingle.

The excellent panel was stressing the need and importance for recruiters and marketers to work together as a team in the lateral recruiting process. They then asked for a show of hands to see how many marketing professionals actually took part in the process of recruiting laterals; few hands were raised. When the same question was asked of the recruiters the results were similar. (Kudos to the smaller firms in attendance where marketers and recruiters seemed to have a better working relationship.) It was clear that there is a separation between marketers and recruiters and according to the panel this dynamic needs to change.

As marketing and communication specialists, most agencies tell law firms and accounting firms that when they write marketing materials they need to write for a scanning reader. The two exceptions to this rule are when you are responding to an RFP and when you are writing a pitch to attract a lateral recruit. When you’re developing these business critical documents you can count on them being read word for word and being reviewed with great scrutiny.

The recruitment of a lateral has to be as important as landing a piece of business, maybe more so, this is why marketers and recruiters need to collaborate better to attract important lateral partners to the firm. Marketers know how to develop collateral materials that will appeal to a recruit’s emotions getting them to listen to your firm’s message; recruiters have the vital information laterals are looking for that will demonstrate that this move is going to pay off for them in the long run.  Most senior laterals are not looking to jump around, they want to find a home where they can grow their practice and know that they will be respected and given the support and business platform they need to succeed.

There are many reasons why good lawyers and accountants leave good firms: mergers, conflicts, changes in culture, however if your initial recruiting materials are not as convincing and as attractive to a lateral as another firm’s, you may never make it on to that recruit’s short list.

As with all important choices like this, the final selection is going to be based on the relationships that the lateral has or develops at the firm while interviewing. And, no one knows how to sell you firm as the “firm of choice” better than the firm’s marketing professionals. So recruiters please welcome the assistance of the marketing team in your lateral recruiting efforts, and marketers understand that recruiting is just as fine of an art as bringing in new business. Once both departments improve the lines of communications everyone will benefit, particularly your firm.

Full Text available at:  http://www.natlawreview.com/article/marketers-recruiters-recipe-success

Why Information Architecture Is The Most Important Part of Designing a Website

Plan & Organize that Website Early

Today’s National Law Review Guest Blogger Jeff Roberts of Moiré Marketing Partners explains Why Information Architecture Is The Most Important Part of Designing a Website:

You just bought a parcel of land and are planning to build a brand new home, your dream home. Would you start building this home without an architecture or floor plan? I would hope not. And the same goes for building a website.

Blueprints are to a house, like sitemaps and wireframes are to a website. Information architecture requires a significant amount of hours of research and discovery long before the designer touches the canvas with their interactive tools. Eliminating this step will create a website that is not targeted to any research or your audience, a site that’s not user-friendly and lacks strategy. At Moiré, we believe design without strategy is just art. This results in project scope-creep, missed deadlines and unhappy clients!  Full Text:

http://natlawreview.com/article/why-information-architecture-most-important-part-designing-website