Crisis Communications: The communications essentials for navigating a politically charged climate

By Gina Rubel

Law firm leaders and chief marketing officers (CMOs) are walking a communications tightrope in today’s politically charged environment. Socio-political divides have deepened, and with each election cycle or significant legislative or judicial development, law firms face new challenges in responding, or choosing not to respond, internally and externally. Clients, attorneys, staff, media, and the general public demand clarity, consistency, and, most importantly, integrity in law firms’ communications.

What is most helpful within law firms is the Three Ps:

• Preparefor what could happen.
• Presentobjective frameworks for law firm leaders to work through when making tough decisions.
• Preservethe law firm’s reputation and culture with integrity.

 

These three principles are compasses for navigating sensitive times with strategic foresight, thoughtful leadership, and communicative discipline.

1. Prepare: Anticipate scenarios and define communication guardrails

Preparation is more than a crisis communications tactic; it’s a leadership imperative. Law firm CMOs/CMBDOs and managing partners should lead scenario-planning exercises (also known as crisis planning tabletop trainings) for potential social, political, legal, or economic disruptions that may require a response. Examples include Supreme Court rulings, legislation affecting practice areas (such as healthcare, labor, or civil rights), political protests, publicized ethical breaches, or internal cultural issues triggered by external events.

Key questions to explore include:

• What core values guide our firm’s communications?
• What types of scenarios warrant a firm-wide statement or external advisory?
• Who are our key constituencies, and what do they expect from us?
• Should we remain neutral, and if so, how do we balance neutrality with value-driven leadership?

 

Preparing means building a playbook that sets the tone for responses before a crisis or politically sensitive event unfolds.

The playbook should:

• Define communication protocols (chain of command, signoffs, spokespersons).
• Include templates for messaging (holding statements, social media responses).
• Outline potential trigger events, corresponding communications strategies, and key messages.
• List the legal, ethical, and reputational risks associated with different types of statements or silence.

 

Law firm communicators must also keep abreast of what’s happening in the media and political landscape to provide real-time situational awareness to firm leaders. Inaction due to lack of preparation can cause more damage than the wrong message.

2. Present: Offer objective frameworks for decision-making

Amid the pressure to “say something” or “take a stand,” objectivity is key. Law firm leaders should not be reactive. They must be reflective, strategic, and centered on the firm’s long-term values and client service.

The role of the CMO, in tandem with the executive committee and general counsel, is to present objective frameworks that allow firm leadership to:

• Analyze the implications of potential messages.
• Evaluate the risk/reward calculus of silence versus a statement.
• Understand the audience impact (clients, employees, media, referral sources, the judiciary, and other communities).
• Align messaging with the firm’s brand, diversity and inclusion commitments, and business goals.

 

One helpful approach is the Decision Impact Matrix. It is a strategic tool commonly used across management, crisis communication, and leadership consulting. In this context, I adapted it as a conceptual framework tailored for law firm leaders and CMOs, based on best practices in corporate communications, legal marketing strategy, and stakeholder analysis.

The Decision Impact Matrix charts a proposed communication’s potential to help or harm:

• Clients– Will this impact client retention, acquisition, or trust?
• Talent– Will it influence recruitment, retention, or morale?
• Media – Will the statement invite scrutiny, backlash, or favorable press, and how will it affect the firm’s reputation internally and externally?
• Practice Areas– Will the message create tension within the law firm’s business lines?
• Communities– How might it affect the firm’s relationships with key government leaders, community leaders, bar associations, nonprofit partners, or public entities?

 

CMOs and comms directors must also distinguish between communications and activism. Not every issue is a fit for a public statement. However, for those that are, messages must be grounded in the firm’s mission, not political trend lines. For example, statements about justice, equality, and inclusion can support the rule of law and fairness and embed values in legal jurisprudence without aligning with specific parties, political ideals, or politicians.

3. Preserve: Uphold the law firm’s reputation and culture with integrity

Reputation is a law firm’s most valuable asset, and culture is its glue. In divided times, both can erode without intentional care.

Internal communications play a critical role here. When firms choose to issue (or not issue) external statements, they must address their internal audience with empathy and clarity. Lawyers and legal professionals want transparency and authenticity. It is important that they understand what’s being said (or not) and why it’s being said (or not). Lawyers are trained to ask “why,” so communicators should answer before being asked.

Key internal messaging goals should be:

• Clarify the firm’s reasoning: “Here’s why we chose to speak (or not).”
• Reinforce the firm’s values: “Our decision reflects our commitment to…”
• Provide a forum for discussion: Invite respectful and confidential dialogue across diverse viewpoints.
• Emphasize unity: “While we may not all agree, we remain committed to a shared mission of …”

 

Externally, firms should avoid performative gestures. Thoughtful, values-based communication through client alerts, website updates, and/or thought leadership is more powerful than rushed, politicized posts on BlueSky, Threads, or X. A commitment to pro bono work, volunteerism, or charitable giving, when not performative, can speak louder than a press release.

Equally important is media training for partners and leadership. A single partner’s quote taken out of context can harm the entire firm. Consistency in tone and message is essential.

Communications professionals should proactively brief leadership teams on responding to reporters, handling tough client questions, and navigating social media responsibly.

In preserving reputation and culture, legal marketers must also champion diversity and inclusion, not just in what the firm says but also in who says it. When crafting messages, include voices across leadership and practice groups, offices, and demographics. This enhances authenticity and ensures blind spots are addressed.

Additional strategies to support the Three Ps

Create a rapid response team: Include leaders from marketing, HR, operations, and legal to collaborate in moments of uncertainty. This team should be empowered to recommend action within hours, not days.

Build a values-aligned message library: Draft evergreen language that reflects the firm’s stance on key themes (justice, equality, free speech, etc.). This will speed response time and ensure consistency.

Audit the firm’s digital presence: Review past articles, social posts, press releases, and media quotes for consistency and alignment. Outdated or contradictory messaging can undermine credibility.

Train, train, train: Conduct regular trainings with partners and spokespeople on how to communicate under pressure, avoid political entanglements, speak in sound bites, and stay on message.

Document and debrief: After every politically or socially charged event, document what worked and what didn’t. Debrief with leadership and update protocols accordingly

Speak with purpose: We live in an age where silence can be interpreted as complicity, and speaking out can trigger backlash. The only constant for law firm leaders and CMOs is this: communication must be intentional.

Law firms can navigate even the most difficult situations with clarity and purpose by preparing for what could happen, presenting clear frameworks, and preserving the firm’s identity and culture with integrity. In doing so, they safeguard their reputation and build stronger connections with clients, team members, and the communities they serve.

 

Gina Rubel is the CEO and general counsel of Furia Rubel Communications. She educates professionals on devising and implementing strategic 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/.