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New complexities in the age of “cancel culture” are no longer just a challenge for celebrities. Increasingly, professional services firms face a new reality as online communities and individual actors use the power of social media to whip up public outcry because of the people or organizations firms represent.

These actors can be tenacious, even vicious. If they access your client list and accompanying email addresses, they will use that information to exert incredible pressure, sometimes going as far as demanding you fire your client or face their wrath.

In this evolving court of public opinion, you may feel the pressure to drop individuals and corporations who are controversial. And if you’re like us, you’re struggling with questions regarding the bastions of our liberal society — namely, free speech and the right to fair representation under the law — in the face of attacks that modern communications have made more intense. It takes deep pockets and a whole lot of courage to stand firm — to say nothing of the soul-searching that’s often necessary to make sure doing so is the right thing for your organization.

Here’s how to mitigate your risk of exposure and respond appropriately if and when you come under attack.

Refine (or Define) Your Firm’s Organizational Values 

On the social media battlefield, your organizational values are your first line of defense. But what does your firm truly stand for? 

Don’t roll your eyes just yet. Think about how common it is for firms facing criticism to release a statement claiming “this is not in line with our values.” Does that ring true if, in fact, it’s clear that their modus operandi is to prioritize top-line revenue above all else?

Before you can assess your risk and develop an authentic crisis communication strategy, the first step is to reevaluate and redefine your firm’s values. Who do you aspire to be? Is it time to evolve your position in order to be relevant in today’s world? Or do your values compel you to hold fast to a particular ideal, even in the face of criticism? Do your business practices demonstrate concern for prominent social issues such as racial justice, climate change, economic disparity, gender equality, and voting rights? And are you communicating effectively about the issues that matter to your firm and to society at large with confidence?

Once you’ve answered these questions, you can effectively assess your risk in light of your defined values.

Analyze Your Risk in 3 Key Areas

There are three unique areas of vulnerability for professional services firms — your talent, your clients, and your history. You’ll need to identify possible risks of exposure within each area.

Talent 

If your partners are involved in the political arena, are outspoken in ways that don’t align with your firm’s overarching values, or choose to represent problematic clients, those decisions can tarnish your firm’s reputation and test the bounds of your partnership agreements. To mitigate this risk, assess whether your talent pool is aligned around common values. In our experience, the best way to do this is to talk about those values as frequently as possible, solicit feedback from across the organization on the strength and accuracy of those values and ask your teams to share the ways in which they’ve relied on those values to make tough decisions. (And if your team can’t cite examples, it’s probably an indication that your values need to be revisited).

Clients 

Take a close look at your client rosters to identify any controversial individuals or companies in your fold. Do you have a firm handle on who your organization represents? Is there a clear process to make decisions on new engagements that have the potential to draw scrutiny? Do your newly-refined values guide you toward continuing to represent them? If so, proceed — but be sure to include specific clients like these in scenario planning so you’re ready to respond to outside criticism. If your values don’t align with continuing to represent that client, it’s time to make some hard decisions.

History 

Your past representations may also come to light when your firm faces scrutiny from a social advocacy group. These relationships leave fingerprints on your firm’s public image and likely will not simply fade with time. If your past decisions don’t align with your current values or today’s social context, they could come back to haunt you. It’s worth the time and effort to do the hard work of assessing past representations that may not reflect positively on your firm without proper explanation. Be prepared to face scrutiny for these engagements and be willing to explain why the organization’s decision to represent certain clients from the past was the right (or wrong) one.

Once you have a handle on the vulnerabilities that exist within your organization, it’s time to do a deep dive into possible scenarios that could arise using a simple scenario planning framework.

Conduct Worst-Case Scenario Planning 

How will you respond if the vulnerabilities you’ve identified in your talent, client, and history become a public issue that reflects negatively on the organization? The last thing you want to do is panic and react in a way that makes a bad situation even worse. 

Instead, take the time to conduct thorough scenario planning in advance to help you craft appropriate responses to a variety of hypothetical crises. Bring your C-suite, key partners, and members of your communication team together to develop a playbook for each scenario. The best strategy to mitigate reputational threats around talent, clients and history is to invest the time to prepare in advance.

Together, we suggest working through the following steps:

  • Plot the likely scenarios based on vulnerabilities identified in your talent pool, client list, and history. What decisions would you need to make in this situation? What actions would you need to take? 
  • Identify and prioritize the impacted audiences. Who will be most affected if an imagined crisis becomes reality? Clients? Partners? Employees? Among the audiences you identify, who is the highest priority? What perceptions need to be anticipated and addressed? 
  • Develop the messages each audience needs to hear. Now is the time to craft standby messaging that can be used in various scenarios and targeted to key audiences. Your messages will be stronger, clearer, and more strategic if you draft them now, rather than when you’re in the midst of the storm where emotions tend to cloud decision making and limit the possibilities.
  • Identify and prepare the right spokesperson(s). Choose the right media spokesperson (usually someone other than your CEO) to represent you — someone who is calm under pressure and has the credibility to represent the organization well. Allow them to practice delivering difficult messaging before a crisis actually hits. And only leverage your CEO when the issue(s) truly rise to the level of the C-suite. Remember that leveraging your CEO as the organization’s spokesperson is a message in and of itself.
  • Deliver key messages via the appropriate channels (internal and external). If possible, identify internal and external audiences who can help evaluate your messaging and give you honest feedback on how it lands. Social media in particular is a preferred communications medium among these online communities but is often not the most advantageous delivery mechanism for your organization. You may need to recast the communications approach to traditional media, for example, to help level the playing field.
  • Measure the impact so you can reassess and adapt as needed. Even in a hypothetical situation, practice adapting your messaging based on the feedback you receive from target audiences. Establishing effective feedback loops is critical to help you make the decision to shift course when necessary.

Don’t Waste a Good Crisis

Activist groups know how to use the super-charged political environment we all live in to their advantage. But you can use the threat of a hypothetical crisis to your firm’s advantage as well. After all, sometimes it takes an emergency (even a hypothetical one) to inspire organizations like yours to do the hard work that will end up enhancing your reputation in the long run.  

By strengthening your values, aligning your business decisions around your overarching principles, and crafting compelling messages for a variety of scenarios, you can win the hearts and minds of the audiences that really matter to you — your employees, your clients, and the various other stakeholders who contribute to your success.

Invest the time now to prepare for scrutiny from these online communities before you land in their crosshairs. You’ll be better prepared, you’ll likely uncover reputational vulnerabilities that you didn’t know existed previously, and your organization will emerge stronger and more aligned with its values as a result. 

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After a sharp, pandemic-induced slowdown, law firm M&A activity is heating up fast. Completed mergers tallied by Fairfax Associates in the first half of 2021 were on par with 2020, but several transformative deals announced in the second quarter – Crowell & Moring and Brinks Gilson, Holland & Knight and Thompson & Knight, to name a few — promise to reshape certain markets and are a harbinger of more activity to come. Altman Weil predicts we may see more than 100 new mergers or acquisitions by the end of 2021.

If you’re one of those 100 — or if you’re planning on a deal in 2022 — your merger has the potential to dramatically transform your firm’s culture and scope.  Even smaller, tuck-in acquisitions can significantly impact how you serve clients and develop business.  Meanwhile, the ongoing global health crisis and America’s racial reckoning, the greatest drivers of change in our age, continue to present challenges, particularly regarding how your clients expect their outside counsel to operate and how your employees think about their workplace. You need a thoughtful, proactive communication plan to demonstrate how the combined firm will meet the needs of these stakeholders in a rapidly evolving environment.

Instead of trying to convince everyone that the combining firms are perfect cultural fits – which by now has become a default headline message for every merger announcement — the most important thing you can do at the outset of a deal is instill confidence that the combination will deliver in important ways for your key stakeholders: clients and employees, first and foremost.  Luckily, we all learned a few things about communicating with clients and colleagues during the pandemic.

Here’s what you should keep top-of-mind as you get started:

1 – Don’t Abandon Zoom Yet

We heard it several times during a June 8 panel we moderated with current and former Fortune 500 GCs: We’re not going back to the way it was before. Remote communication is here to stay so make it work for you. Plan to get your clients on video immediately after your announcement, introduce them to your new colleagues – associates and counsels as well as partners – and if you can, showcase the broader diversity on the team. Offer remote training with new partners that strengthen important areas your clients care about.  Traveling from client to client to tout the benefits of your combination is time consuming and expensive – and it is no longer necessary.

Remote communication can help in other ways, too. R. Cameron Garrison, CEO of Lathrop GPM, which was formed days before the pandemic took hold in the US, said that doing business remotely and the need to communicate digitally put everyone on equal footing. “All of a sudden we weren’t thinking of two organizations trying to come together,” Garrison said about the mindset of the firm’s lawyers when the pandemic hit. “All of a sudden the entire framework shifted to ‘we.’ How are ‘we’ going to navigate this?”

2 – Demonstrate Depth and Progress

Clients want progress on DE&I.  And we know that they want more targeted, next level analysis in your more routine communications (alerts, newsletters, webinars, etc.). Deliver the same degree of detail to demonstrate how your combination helps you make progress in the areas clients really care about.  Start by answering these questions:

  • What is your overall vision and strategic plan for the new firm and how will it enhance client service? In other words, how does one + one = three, five or even more?
  • How does the newly combined firm stack up on DE&I metrics, and what action will the combined firm take to make tangible progress towards DE&I goals?
  • Will the combination allow your employees to flourish and grow in new ways? How will it enable you to attract new talent and retain the partners and associates you have?
  • What are some of the unique ways the combined firm will better serve large, institutional clients or an emerging sector? 
  • What areas of strength or niche capabilities will each party offer the other’s clients? 
  • Being transparent with clients and employees alike about your business case will help build excitement and goodwill —invaluable assets during integration.

3 – Get Creative About Culture

In normal times, post-merger integration involved a lot of travel. Leaders from each firm visited office locations to meet as many partners and associates as possible. Meetings, town halls, and cocktail hours provided opportunities for face-to-face networking. These in-person interactions helped create trust and rapport.

The pandemic put those tactics on hold. But one firm got creative and rented an RV to send its leadership team on the road. The team visited each office location and invited employees to connect in safe, socially distanced ways, providing a memorable and shared experience.

Also effective (if less dramatic), a Fortune 20 GC participant in the recent panel spoke about his legal department’s “camera-on” culture and how it provides the perfect opportunity to get to know associates, diverse lawyers and others working on their business.

As you prepare to ink a deal in the second half of 2021 or early 2022, look for out-of-the-box approaches like this to foster relationships between new colleagues and with clients, and forge a culture about which everyone can get excited.

Professional services firms don’t get too many newsworthy, all-eyes-on-you moments. A merger or acquisition is one of the few pivotal events that guarantees all your key stakeholders will be paying attention.

Lean into the communication tactics you developed during the pandemic. Amid ever-shifting circumstances, you learned that it’s impossible to over-communicate. Frequent, smart, transparent communication is key in a crisis — it’s also the cornerstone of effective change management. 

And don’t forget that this is your chance to build an exciting new culture around your M&A business case. Through effective external and internal communication, you can inspire your stakeholders and signal that your new direction is strategic, visionary, and purposeful. 

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Distinguished GC panel weighs in on preferred communications between firms and clients, fulfillment of DE&I commitments, and the continuation of virtual engagement post-pandemic.

After the once-in-a-century inflection point of a global pandemic, the legal industry — and all of corporate America — faces another major transition as COVID-19 fades and the “new normal” sets in.

With offices reopening across the country, what lessons will the legal industry retain from the pandemic and what trends from the last 15 months will remain? Just as significantly, what will be the lasting legacy of a national racial reckoning that largely coincided with the worst global health crisis in generations?

These questions were the focus of a distinguished panel of current and former general counsel held on June 8, 2021. Sponsored by The Mid-Atlantic Chapter of the Legal Marketing Association, the remote gathering was moderated by John Corey, President & Founding Partner of Greentarget, and Mary K. Young, partner at Zeughauser Group. The participants were:

  • Rachel Adams, former Vice President, Deputy General Counsel, Lenovo
  • Alex Dimitrief, Partner, Zeughauser Group and former General Counsel, General Electric
  • Peter Muñiz, Vice President and Deputy General Counsel, The Home Depot

Often focused on offering guidance for law firms, the conversation was broken into two main categories: How the interactions and communications between firms and clients will look coming out of the pandemic and how the legal industry should continue its renewed focus on diversity, equity and inclusion. The main takeaways from the conversation include:

  • Video and remote conferencing is here to stay, and law firms should make the most of it.
  • Law firm communications (alerts, webinar invites, etc.) still aren’t targeted enough as clients seek next-level analysis.
  • Firms need to be careful return-to-office plans don’t put disproportionate pressure on working women.
  • Firms need to make good on their public DE&I promises.
  • Marketers can play important roles as change agents within their firms.

The following includes highlights of the conversation with edits for clarity and length.

We are Living the “New Normal”

Q: How much of the pivot to remote and virtual communications since the start of the pandemic will remain – and how can law firms continue to improve and leverage this development?

Rachel: I see more and more communications using technology and video conferencing. Why should I get on an airplane, waste an evening traveling, stay at a hotel, have a three- or four-hour meeting and then turn back around? I think we’ve learned in the past year-plus how productive we’ve been working remotely.

Alex: Law firms ought to realize that they’re more likely to get client participation if they can just log onto an hour-long webinar. Anything that helps people save time is a plus — and I think law firms that have embraced the new normal and make interactive technologies work are going to win the day.

Peter: Throughout the pandemic, our company has been a video-on company and rarely on a video call does someone make it so you can’t see their face. But that’s not the case with some of our outside counsel and it definitely stands out. That’s an example of why it’s important to be sensitive to the client culture and adapting to it is something law firms need to consider.

Q: Beyond video conferencing, how can law firms do a better job communicating?

Alex: I’m really disappointed when I get a client alert that says, “News Flash – the Coronavirus Raises Issues of Force Majeure and Material Adverse Events.” Well, no kidding. Everyone knows that. You’ve got to remember that you’ve got a sophisticated audience looking for next-level analysis.

Rachel: We get flooded with emails, webinars, research, etc., but if law firms can target and educate themselves on what our big issues may be, then what they’re sending us can cut through the noise. It’s also about understanding what our drama is and what our daily demons are with limited budgets and limited head count.

Q: How do you see the use of in-person meetings changing, and is there opportunity for law firms in the change?

Alex: There are going to be some things that are so important, so material that people are going to want in-person interaction, but that will be the exception. When a client wants to sit in the room to gauge credibility and confidence and advice, that’s a good thing — and firms ought to embrace it. But I wouldn’t insist upon it.

Rachel: If we are going to sit down with our outside counsel and discuss a substantive matter, we’re going to also ask you to provide training to our in-house lawyers while you’re there. That’s an opportunity for you to get to know us better because, if we’re going to have an in-person meeting, we want to get additional value out of the relationship.

Peter: There is something to be said for human contact, but it’s going to be a very targeted approach going forward. From a marketing standpoint, law firms should see the advantages of these new forums and how to truly engage with clients effectively and efficiently. In so doing, their networks are literally going to expand because they’re getting exposed to more members of our teams.

Q: How should law firms think about their own in-house talent given the new normal?

Peter: They need to consider how they evolve their own work cultures so they can maximize their human capital. How are they going to really leverage this new work environment and how can they evolve it to retain and attract the talent that’s necessary for them to excel and to meet our needs should be big considerations.

Alex: Law firm leaders must establish credible and compelling criteria for requiring lawyers to come to the office. The last time I checked, they exceled over the last year and a half working remotely. So, this theme that you need people in the office to demonstrate client commitment rings a little hollow. That said, I understand the considerations around firm culture, for training and other opportunities.

Firms Making Progress on DE&I? “Too Early to Tell.”

Q: Have law firms improved on their commitments to deliver on DE&I over the past year?

Rachel: As an African American woman, I think everybody stepped up communications. I don’t want to say they had to, but they had to — as being silent was not the right thing to do. But at some point, we’re going to start asking for numbers. You can give us all the commitments that you want, but who’s coming out on pitches? Who’s working on our files? Who’s doing the work? We want to understand not just your verbal commitments but your actions.

Peter: Firms have enhanced their level of self-awareness and they understand that there has been a seismic shift. But are they moving the needle? I think it’s too early to tell. They’re engaging with clients in a more collaborative fashion, they want to benchmark and share best practices – and that’s all good. But over time, we will see whether there’s measurable improvement.

Alex: This issue is largely about talent pipelines and whether firms hire from a broader spectrum of law schools than before, whether they can put less focus on grades and more focus on overall qualifications and how they treat diverse lawyers and promote their careers in an appropriate way. Honestly, I don’t know a topic that we’ve talked about more in recent decades and achieved less.

Q: What responsibility do clients have to help improve law firm diversity?

Peter: If you come to me to pitch for business, or if you’re an existing firm and the team that you construct does not reflect my values, you’re not going to be doing much business with me going forward. But I communicate that clearly so it’s not a trap. It’s important for in-house counsel to clearly set expectations.

Rachel: We’re very upfront on what are expectations are for diverse teams and law firms that are coming in to pitch us and law firms that are doing work for us; if you can’t meet certain requirements, you won’t do business with us.

Alex: This often comes down to how to handle a client who says, “Hey, I need to see DE&I,” and then balks at a diverse team on a big case, preferring the white males who have worked for them in the past. I hear leaders of law firms talk about how they’re frustrated by these hypocritical clients, and what I’d say to law firms is, “It’s time to call them on it.”

Q: Are there related issues when it comes to DE&I and the return to the office?

Rachel: Firms are going to have to be flexible. The burdens on female lawyers, both in-house and at outside firms, when it comes to raising children over the past year-plus should be on leaders’ minds when enacting rules about being in the office.

Alex: The worst thing that could happen is for a firm to say that everyone is free to work remotely and still view time in the office as proxy for commitment to clients, commitment to the firm, etc. In that scenario, lawyers who believed they had the flexibility to work at home could be told “You didn’t really demonstrate the commitment” when they’re up for partner. And that could disproportionately affect females.

Peter: If law firms want to be employers of choice, they must adapt and not make excuses or avoid embracing flexibility. All the myths about whether you could trust employees to work remotely? We’re past that. We have successfully run multi-billion-dollar businesses remotely.

Q: Can law firm marketers play a role in new thinking about the office and DE&I?

Rachel: Lawyers are set in their ways and comfortable bringing the same people to pitch meetings. But they need to understand whom they’re meeting with and what those parties increasingly look for. Marketing teams can help provide this valuable insight and tailor teams for pitches.

Peter: Marketers can help shape the voice of the law firm because they know their audiences. Understanding me and my values and my commitment to whatever issue we’re talking about is absolutely critical if you’re pitching me or engaging me on a substantive issue.

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Another transformation brought on by the pandemic? Internal communications have become more important than ever before.

We all experienced it: the constant emails about safety protocols, reassuring check-ins about remote work logistics, regular video messages (often from the CEO), and any number of other efforts to stay connected during a difficult time.

But already, the frequent, transparent and authentic communications employees have come to expect is waning: a recent survey found that 40 percent of employees have yet to hear any vision on what post-pandemic work life might be, and another 28 percent said what they’ve heard remains vague. For professional services firms whose success relies on recruiting and retaining talent, this poses real cause for concern – especially when 1 in 4 employees are planning to look for a new job as the pandemic subsides.

These headwinds make it all the more crucial to reimagine your internal communications strategy for a post-pandemic future. Here’s how to do it well.

Embrace Authenticity and Vulnerability through Your Internal Comms

Most professional services firms operate in a pretty buttoned-up atmosphere. It’s the nature of the work. But when the pandemic put us all in the same boat — working remotely while juggling the demands of home life — something powerful happened. Leaders invited us into their living rooms for video updates. Unplanned cameo appearances from our children, partners and pets livened up non-stop Zoom meetings. Unscheduled phone calls became a refreshingly analog way to connect. Working from the back patio with birds chirping in the background became a new norm.

The surprising result? Physical distance notwithstanding, many of our interactions became more authentic and vulnerable than ever before. 

Don’t let this new authenticity and vulnerability go by the wayside when you return to the office. No one wants to revert to sterile email updates and canned messages. Create an internal communications strategy that relies heavily on personal connection, harnesses the power of storytelling, and creates a strong sense of belonging. In other words, fight to keep it real.

Leverage the Face-to-Face Communication Cascade

Even as our interactions grew more authentic during the pandemic, official internal communications grew more prescribed and controlled. Emails were painstakingly crafted, those CEO living room chats were highly scripted, and real-time feedback loops often fell by the wayside.

Leadership consultant Patrick Lencioni suggests another, if counterintuitive, route. “The best way to ensure that a message gets communicated throughout the organization,” he writes, “is to spread rumors about it.” In other words, we’ve all seen how rumors can undermine our best communication efforts. But what if we lean into the underlying human behaviors that contribute to the rumor mill and make those tendencies work for us?

That’s where a communication cascade comes in, replacing a dry, top-down messaging strategy with personal conversation and connection.

Start by involving front-line leaders to determine the broader strategic themes you want to get across.  From there, empower those leaders to disseminate the information to their direct reports as they see fit. Employees continue communicating the news down the chain to their own team members, who are free to discuss the information with their colleagues. 

Since you won’t control how every word is delivered, it involves less scripting and more trust. Cascades also create expanded feedback loops, resulting in more ownership of and buy-in for the messages you want to communicate. 

The outcome? A more authentic, effective and comprehensive communication loop than the leadership team could ever have achieved alone.

The Power of Storytelling in Your Firm’s Internal Communications

If you want a cascade to work, turn your messages into stories that make your communications personal and engaging.

For instance, perhaps your organization wants to release an internal statement on the anniversary of a significant current event, such as the murder of George Floyd. You feel pressure to convey a point of view on this important social issue, but you also know that firms like yours often lack diversity — especially in leadership positions.

Sending out a company-wide email could lead to unhelpful rumor mill chatter about your firm’s commitment to racial justice. By contrast, a communication cascade — combined with storytelling — has the potential to inspire your entire organization to talk about the issue in a constructive way.

In this scenario, start by having your leaders tell their teams about your firm’s commitment to diversity, equity and inclusion. Ask leaders to invite employees to share personal stories of how racial injustice has affected them or those they care for. This opens up channels for authentic conversation with employees about the firm’s commitment to DE&I. It might even lead to honest reflection and feedback that compels you to think through how to strengthen your firm’s values and better live them out. 

Transformation like this takes thoughtful, open conversation and a willingness to hear feedback and respond to it. It also requires leaders to embrace vulnerability. And it all begins with stories that capture the hearts and minds of your people and inspire you toward action.

Communicate that Employees Belong

Internal communication isn’t just about providing updates on company directives or even weighing in on matters of cultural and historical significance. It can also be used to create a strong sense of belonging so your employees feel more connected to and personally invested in the organization.

One leader we work with noticed a desire among his team to stay connected to the physical office during  the pandemic, especially when the monotony of remote work began to set in. Art is important to his firm and greatly contributes to the atmosphere of the physical office space. Therefore, he decided to begin telling the stories of the firm’s art collection through a series of emails that promoted a sense of connection and place among his employees.

With an imminent return to the office on the horizon, he’s now exploring opportunities to create a guided tour of the art collection for team members. He also plans to include the tour as part of the onboarding process for new hires. The pandemic made this firm’s love for art even more meaningful, all because a leader had the creativity to use it as a visual and symbolic representation of their overall culture.

Opportunities like this one will emerge for your organization, too — if you’re willing to seek them out. Many of your employees have missed the office just as much as you. Find ways to signal that they belong when they finally return.

Now’s the Time to Enhance Your Commitment to Internal Communications 

You’ve worked hard to keep employees informed and engaged during the pandemic and have made great strides in ramping up your internal communications efforts. But the benefits of effective communication transcend COVID-19. Good communication contributes to positive morale and leads to a greater sense of employee loyalty and commitment — pandemic or not. 

Don’t let the momentum you’ve created fade away with a return to the office. Instead, double down on your efforts to make your internal communications strategy more effective and compelling. Your entire organization will emerge stronger as a result.

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According to Edelman’s 2021 Trust Barometer, business has emerged from the past year’s tumult as our most trusted institution – considered more credible than the media by the American public.

In fact, fewer than half of all Americans acknowledge any kind of trust in mainstream media, and 56% of Americans believe that “[j]ournalists and reporters are purposely trying to mislead people by saying things they know are false or gross exaggerations.”

Why Your Business Needs to Stay Engaged With Media

So why would any business leader bother trying to connect with customers and prospects through the media? On top of the loss of trust, you’ve also got the eternal challenge of ceding control. You can deliver your message to a reporter, but how it gets delivered to the audience, if at all, is entirely up to her and her editors.

In spite of all this, we continue to believe that every business leader should engage with the media as a tool for building their authority, burnishing their brand and fueling their business development. It’s not possible to be a true authority without putting your insights through the gauntlet of media scrutiny. We know those purchasing professional services still trust traditional media – and that it influences their purchasing decisions. And furthermore, it’s possible to ensure your messages get delivered through the media – if you understand successful participation.

Maybe you know all of that and still aren’t convinced. If so, here’s another reason: serendipity. Participating in conversations in the media makes it far more likely that a client or prospect will stumble across your name, your insights or your authority. In other words, rather than connecting on your terms – through one of your owned properties, at a conference, or any other channels you use to get out your message – you’ll be connecting on theirs. Rather than feeling like your message is being pushed on them, your client or prospect will feel like they discovered it themselves – perhaps right at a moment when, searching out answers or new information, they need it the most.

Serendipity & Search Rankings

Intuitively, anyone who has scanned a newspaper page, flipped through a magazine or scrolled a news website can recall the experience of landing on a headline that catches their attention and then reading a story they weren’t searching for. Nowadays, when we finish reading that story we’re more likely to pull up Google and go hunting for more information about what we just read – or about the person who delivered the most insightful quotes.

More importantly, news stories generally rank higher in Google search results than most owned content. Google’s algorithm – more accurately, the software people who build it – clearly believe news stories are, as a whole, more trustworthy than other content. That means links to those stories are more likely to appear on the first page of search results on just about any topic.

And in a bizarre twist, surveys show users trust Google News more than other sources of news – including the publications whose articles it links to. Maybe this is because readers trust the order in which Google presents news stories more than they trust the editors at those publications. Or maybe it’s because they don’t understand there’s a difference between the two.

Whatever the reason, participating in media makes your name and insights more likely to appear in the stories that rank highest in many Google searches. So that potential client searching for information in your area of expertise is more likely to encounter your perspective if it’s in a news story than if it’s on your website.

The Bottom Line: Media Participation Works

We started with a number of data points showing the public’s lack of trust in media. But that might not tell the whole story. Our own research, for instance, shows that C-suite executives continue to trust traditional media above other sources. And a Gallup/Knight Foundation survey from last year found that Americans perceive the media as biased – but that perception is largely related to their political beliefs.

Taken together, these surveys indicate that executive audiences think of the business press separately from the political press. And there is ample data to support the instinctual belief that media coverage is an invaluable lead-generation tool.

The bottom line: even as eroding trust gives you another reason to question the value of earned media, participating in the media conversation remains vital – not just for building your credibility as an authority, but to ensure your prospective audience will find you. Especially when they weren’t looking.

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Should we put out a statement? Apply this decision tree and find out 

We saw it last year in the wake of George Floyd’s killing. We saw it again after the storming of the U.S. Capitol in January, and again amid the Georgia voting-rights outcry. We’re seeing it now in the wake of the guilty verdict in the trial of Derek Chauvin.

It’s getting harder and harder for business leaders to remain silent or neutral when events trigger an emotional public response. But while speaking publicly on these issues will always carry risks, the outcome also presents an opportunity – if not an obligation – to communicate.

In these moments, being able to draw on well-defined organizational values – what you stand for, and how you demonstrate and encourage behavior that lives up to it – should make the process easier, the reception less controversial and the potential for blowback less likely. But not all organizations’ values are apparent enough to make this communication easier. Some aren’t apparent at all.

If your organization falls into either of the latter two categories, our counsel is to get busy defining your values, in writing, now. Whatever happened in Georgia, or the Chauvin trial, it’s clear this won’t be the last time you’ll need something to guide you in addressing sensitive social moments. It may not be the last time this month.

But in the meantime, we’re also here to tell you that, no matter where you are in defining your values, you can get to a sensible decision if you think it through.

Applying a decision tree

Imagine for a moment the decision tree you might apply to the Chauvin scenario. 

  • Will members of your constituency be impacted by this event? Very likely, given the impact and meaning of the event to Black and brown communities who are disproportionate victims of police violence; that said, in this and other scenarios, it may depend on how you define your constituency: Is it your employees? Your clients? The communities you work in and serve? All or some of the above?
  • Will you feel pressure from employees, clients, vendors or activists/other parties to take a position? This depends on your proximity to the event, but organizations of all types are experiencing this pressure more and more. If you’ve come this far and expect pressure to respond, then this is a no-brainer. You need to prepare a statement. 

But hold on. The decision tree doesn’t end there. Consider this:

  • Is this issue divisive, and/or is your statement likely to cause disagreement or division within your constituency? Put differently, will your constituency agree in its interpretation of the outcome as clearly right or clearly wrong? In the best of circumstances, unanimity is rare in a pluralistic society. It certainly seems impossible within our current hyperpartisan pluralism. So, the answer is likely a yes.

So do you prepare a statement? The decision is no longer quite so clear, complicated by the high likelihood that while you may satisfy one segment of your audience, you risk alienating another or creating divisions among segments – between say, those employees who would defund the police and others who support Blue Lives Matter.   

Thus, your decision needs to run through another critical filter:

  • Is the issue aligned with your organization’s mission? If it aligns with or impacts your mission, start writing.
  • Have you made such statements in the past? Have you taken actions to back those statements up? The authenticity and credibility of any statement issued to address a fraught moment will not be judged against the values that you claim to profess but by the values you demonstrate through your actions. Values reveal themselves in observable behavior. And an organization that claims to stand for diversity and inclusion, but which has done nothing to advance diversity and inclusion, needs to think carefully about how it participates in the conversation about diversity and inclusion or risk alienating its audience.  

All that said, it is quite possible that your mission is in no way related to the circumstances of this event. Whether you’re back in no-brainer territory depends on the final branch of this decision tree:

  • Is everyone in your organization clear about what it values?
    • If yes, does the recent event offend those values? If yes again, your decision to communicate is clear.
    • If no – or you’re not sure – does it present an opportunity to affirm your organizational values? To evolve them? Or to contribute to positive change through a statement followed by a change in behavior?

The need to define your organization’s values – today

As we’ve seen, sometimes the decision gets trickier the more you think about it – especially if you started thinking about it  for the first time the night before the verdict.

Remember that any statement that is not rooted in broadly recognized organizational values will be (correctly) judged to lack authenticity and credibility. Rather than contribute to the conversation, it will add to the noise. Under these circumstances, it would be better that you say nothing. As we’ve seen, the backlash against companies that offer weak statements regarding depredations of social justice can be fierce. 

This is the world we live in: Events that trigger strong emotions on a nationwide scale are coming at us with alarming frequency, and people are looking to business executives for leadership with an intensity that may make many executives uncomfortable. Our recommendation: If you haven’t applied thoughtful energy to defining what your organization values and how you will demonstrate and encourage behavior that expresses those values, this is the time for it. It has never been more necessary. 

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