Crisis Management: When It's Too Late to Assign Roles

Cyberattacks, financial misconduct, natural disasters: are Canadian law firms truly prepared for the unexpected?

Following my participation in the Legal Marketing Association (LMA) conference in Toronto, one conviction has grown stronger: crisis management cannot be improvised. And marketing and communications professionals must be involved in decision-making from the outset.

During When Things Go Wrong, a session led by Terry Moore and Matt Saunders, three scenarios were explored: a ransomware attack, trust account misappropriation, and a severe weather emergency.

Three very different situations, yet one fundamental concern: client trust and the firm's reputation.

Prepare, don't just react

Every law firm should have a clear, documented, regularly updated, and tested crisis management plan long before an incident occurs.

That plan should include:

• A designated crisis management committee, bringing together firm leadership, legal counsel, IT, human resources, and marketing and communications.

• Clearly defined responsibilities and decision-making authority, ensuring everyone understands their role, scope of responsibility, and escalation procedures.

• Crisis-specific response protocols, addressing data protection, regulatory obligations, internal communications, and client relationships.

• Regular simulation exercises, testing coordination, communication channels, and the firm's ability to respond quickly.

  
  

The plan must also remain accessible when IT systems are unavailable. Alternative communication channels and designated backups for key roles should be established in advance.

When a crisis strikes, the time for deciding who does what has already passed. Everyone should know their responsibilities and the actions to take.

Marketing: a strategic partner in crisis management

Cybersecurity requires technical expertise. Legal and professional obligations require legal expertise.

But reputation, communications, and client trust demand specialized expertise as well.

Legal marketing professionals understand client expectations, market sensitivities, and reputational risks. Their contribution helps anticipate stakeholder concerns, coordinate communications, and support lawyers responsible for client relationships.

Marketing should not be brought in only when it's time to draft a statement. It must be involved in developing the plan, participating in simulations, and contributing to crisis management decisions.

This is not about controlling the narrative or minimizing an incident. It is about communicating with transparency, consistency, and sound judgment, based on verified facts.

A leadership responsibility

One of my most important takeaways from Toronto is simple: effective crisis management begins long before the crisis itself.

Law firm leaders should be asking themselves a question today: if a cyberattack occurred tomorrow morning, would our team know exactly how to respond?

Firms that fully integrate marketing and communications into their governance will be better prepared to protect their clients, their people, and their reputation.

They will also recognize an often-underestimated reality: marketing and business development professionals are not merely support resources. They are true strategic partners to firm leadership.

Because when a crisis strikes, it's no longer time to build a team. It's time to demonstrate that you already have one.

Daniel Lépine

Lépine Marketing | Président