Reputational Management: Why values-driven communication protects law firm reputation

By Gina F. Rubel and Elizabeth Ogilvie

In volatile times, values are not abstract ideals. They are a law firm’s most effective leadership and communications framework. Firms that clearly articulate and live their values are better equipped to guide decision-making, align internal and external messaging, and reinforce trust with clients and talent, while protecting their reputations in moments of uncertainty, particularly when the rule of law itself is under attack.

Law firms currently face a defining moment for both leadership and reputation. Heightened immigration enforcement is fueling anxiety, chaotic political pressures are generating confusion, and public attacks on legal institutions and the rule of law are adding strain. Together, these tensions create an unstable environment that extends far beyond revenue, growth strategies, or client development. They strike at the very core of leadership.

Much like the early months of the 2020 pandemic, uncertainty has once again pushed leaders toward reactive, risk-averse communication. Most of the AmLaw 100 firms’ leadership is silent, or overly cautious, prioritizing legal defensibility over clarity. In hueing so strongly toward caution, our industry is left with a vacuum.

The risk of fear-based communication

Common communication failures tend to share a root cause: Fear of political backlash, alienating clients, or saying the wrong thing. Fear-based communication erodes trust. One glance at the evening news makes clear that facts and legal analysis alone are often insufficient; context and clear communication are essential.

When firms delay responses, issue opaque statements, or remain silent in the face of attacks on the Constitution and rule of law without explanation, they create confusion internally and skepticism externally. Partners, associates, staff, and clients begin to question what the firm stands for and whether its leadership can be relied upon when it matters most.

This is where values-driven leadership is essential.

What it means to “live your values”

Living your values as an organization does not require public advocacy on every issue or performative efforts designed for attention. eDEI initiatives receive heightened scrutiny precisely because many were implemented performatively, not as part of a values-driven effort. Living your firm’s values demands a deliberate filter for decision-making and communication, especially when choices are hard and uncomfortable.

Values-driven leadership begins with conscious action. Mission, vision, and values statements are not aspirational artifacts, dusted off during recruiting season or press avails. They are foundational, meant to guide conduct under pressure. When circumstances are unpredictable, values provide consistency and help leaders determine when restraint is appropriate, without appearing evasive or self-protective.

Why values-driven communication protects reputation

Adversity tests whether a firm’s values are real; we are all watching in real time which law firms meet the moment. At reputational risk, Keker, Van Nest & Peters spoke out against political pressure on the profession, explaining that defending the rule of law was consistent with their values. The result? Keker was cheered by its alumni, retired judges, and non-lawyers, and was contacted by potential new clients “looking for attorneys who have the courage to fight.” The firm’s clarity and consistency underscore that values-driven leadership enhances credibility rather than diminishes it.

After becoming targets of political pressure, firms such as Perkins Coie, WilmerHale, and Jenner & Block chose to challenge those actions publicly and in court, reinforcing a core professional principle: The independence of the legal profession and the rule of law are not situational or political. While that stance carried risk, it also clarified who these firms are and what they stand for internally and externally. Credibility is not built by avoiding controversy; it is built by meeting it with consistency, transparency, and conviction.

These firms know that clients, already grappling with new regulatory uncertainty, reputational exposure, and complex ethical decisions, are looking for law firms that model principled decision-making. Clarity around values attracts alignment. Firms that communicate their values consistently draw like-minded clients, referral partners, and talent, reinforcing institutional resilience over time.

Internal communication comes first

Values-driven communication must begin internally, where the audience is the foundation of external credibility. According to the latest research from SHRM, employees who see their organization as effective at addressing workplace issues are more than twice as likely to report job satisfaction. Perceptions of effective leadership also strongly predict engagement, commitment, and retention.

For law firms, this underscores a critical point. When people inside the firm are confused, anxious, or misaligned, those fractures inevitably surface externally. Leaders who connect decisions to values ultimately build trust and reduce speculation. Values-driven leadership and clear communication keep internal audiences engaged and aligned, protecting the firm’s reputation and credibility.

Silence is still a message

Silence is never neutral; it is always a choice. In volatile environments, however, unexplained silence can be interpreted as avoidance or self-interest, even when legal considerations counsel restraint. Values provide a framework for credibly explaining why a firm chooses not to speak publicly, reinforcing thoughtfulness rather than evasion.

What law firm leaders should do now

1. Use values as a decision filter
   Revisit your firm’s mission and values, use them deliberately to guide decisions. When communicating decisions, name the values involved so internal and external audiences understand not just what you decided, but why.
2. Communicate early and in alignment with your people
   Ensure firm leadership is aligned on position, tone, and action before communicating externally. Internal misalignment almost always becomes an external reputational issue.

Address partners, associates, and staff before issues escalate publicly. Share what you know, acknowledge uncertainty, and explain how decisions will be made and what resources are available to reduce anxiety and speculation. Empower firm members with information so that they may speak with confidence and coherence.

3. Treat silence as a strategic choice—and explain it
   Firms that fail to ground silence in values risk reputational harm not because they stayed quiet, but because they failed to lead. If restraint is the right call, explain how and why that choice reflects the firm’s values.
4. Model values through visible leadership
   In moments of pressure, leadership presence matters. Leaders build credibility through consistent words and actions that reflect the firm’s values. The American Bar Association’s public communications and its actions demonstrate that aligning messaging with core principles is not just good communication; it is effective governance.

Reputation is built in moments of pressure. Law firm leaders who regularly assess whether their actions align with their values are better prepared for sustained volatility. When the rule of law is under pressure, values-driven communication is not a public relations exercise. It is leadership.

Gina Rubel (left) is the CEO and general counsel of Furia Rubel Communications. She educates professionals on devising and implementing strategic and crisis communications plans to manage their reputation, develop and attract top talent, and drive business success. She is the co-host of On Record PR. Gina can be reached on LinkedIn at https://www.linkedin.com/in/ginafuriarubel/.

Elizabeth Ogilvie, Esq., SHRM-CP, is a communications leader with more than 25 years of legal marketing experience. A former commercial litigator and certified human resources professional, she helps law firms elevate their brand and impact through values-driven storytelling, effective internal and external communications, and HR strategies that drive results. Elizabeth can be reached at https://www.linkedin.com/in/elizabeth-catterall-ogilvie-esq-shrm-cp-734a146/