Law firms preparing for and kicking off their PR effort in 2026 face an environment that continues to change constantly. Preparation and planning determine whether a firm leads or reacts.
Clients and prospects gather information from multiple channels, including podcasts, short videos, newsletters and social media. Content creators on LinkedIn and YouTube increasingly shape business discussions and even decisions. Traditional journalism continues to shrink while newer digital platforms grow in popularity and expand their audiences. Reporters expect immediate responses and will move on quickly to other sources if attorneys are not nimble and available. Measurement must be improved to motivate those who play along.
A strong PR plan requires early collaboration with business development, cross-team and cross-practice alignment, a clear sense of priorities, and the ability to utilize every available outlet and resource. Marketing and communications teams must be sure that 2026 planning includes earned media as well as coordinated integrated campaigns for thought leadership, multimedia content and digital channels.
Start With Firmwide Priorities and the 2026 Strategic Plan
For law firm marketing leaders, communications directors and business development heads, the goal is to start the year with a comprehensive plan that positions the firm to lead conversations rather than be solely in reactive mode.
Every effective public relations plan begins with solid knowledge of the firm’s 2026 strategic goals and financial performance, not to mention review of the firm and industry calendar. Once key agenda items and business development themes are identified, the marketing communications team can identify how communications can support these areas. All communications plans should consider strengthening sector leadership visibility, expanding key practices, deepening client relationships or raising the firm’s national profile.
Once those priorities are clear, map them to specific PR activities and topics. Identify which practices and markets deserve priority and which lawyers will be central to the firm’s goals. Confirm any major launches, expansions, combinations, succession plans or leadership transitions well in advance.
Early identification of key areas for which the firm wants to build a reputation ensures that every communications tactic supports the firm’s business direction. When last minute opportunities arise, the team already knows which themes matter most and can respond timely with pre-identified spokespersons.
Partner With Business Development and Account Team Leaders
Business development leaders and client account teams provide essential insights for PR planning. They understand client expectations, competitive pressures and industry trends. Their perspective is invaluable in shaping content and media strategy.
Hold planning sessions with BD leaders to understand groups’ priorities for 2026 or ask to be added to industry and sector calls. Learn what hot-button issues clients are facing and which topics produce the greatest interest. Identify cross-selling goals, upcoming proposals and relationship-building initiatives. This coordination ensures business development goals and media strategies are in alignment and highlights how the firm solves client problems – so that they can be measured and successes are celebrated.
Map Out Key Practice, Industry and Regulatory Opportunities
Anticipating industry developments is key to maintaining or augmenting your firm’s position as a source of timely insights. Interview practice leaders and BD to identify the major litigation moments, regulatory actions and market trends expected in 2026. Consider anticipated rulings, investigations or legislative activity. Create a calendar of expected developments and identify attorneys who should be prepared to comment.
A strong plan and calendar allow PR professionals to prepare quick-response materials, talking points and commentary themes in advance, as well as identify the outlets that work best for each topic. Some issues lend themselves to long-form discussion while others will require fast short-form content, such as prepared statements, brief video commentary or clips for social channels.
Plan Thought Leadership and Owned Media Strategy
Owned media is increasingly important for establishing firms and their lawyers as subject matter experts. A 2026 plan must integrate alerts, blogs, articles, videos, podcasts and social media. Firms should identify the key ideas and themes that support the strategic plan and reflect client priorities.
Review analytics from 2025, including social hits, website visits and aggregators such as JD Supra, Lexology and Mondaq, to understand which topics earned the most engagement. Build a publishing calendar that guarantees a steady flow of content.
Thought leadership should not exist on its own; it must serve as the basis for conference speeches, webinars, pitches, RFP responses, traditional media interviews, campaigns, social media posts and client-facing content. Repurpose, repurpose, repurpose!
Expand Media Targeting Beyond Traditional Outlets
Media targeting for 2026 must extend far beyond reporters and editors. Podcasts, newsletters, industry analysts, LinkedIn creators and other influential outlets reach targeted and engaged audiences.
Create an updated list of the platforms and media outlets that reach your clients. Review the podcasts clients follow, the newsletters they read, and the online personalities who regularly comment on legal and business issues. A strong plan includes connecting with both traditional journalists and influential digital creators.
Preparing attorneys for interviews on these platforms is crucial; guests who are not prepped may not be able to deliver clear messages. Many newer formats rely on conversational discussion and informal storytelling. Training, even for the most veteran attorneys, should consider the outlet – training for recorded audio and video varies vastly from the old traditional one-on-one reporter interviews.
Strengthen Media Relationships Across All Channels
Sustained visibility requires strong interpersonal relationships with both traditional and emerging media contacts. Identify your key contacts, including reporters, editors, podcast hosts, newsletter writers, analysts and influential social commentators. Plan introductory conversations early in the year so these contacts know which attorneys can speak on key issues. Offer get-to-know you calls with attorneys so that media are comfortable with last minute calls.
Ensure your spokesperson list is updated to include newly added topics and conduct your media training at least annually. Coaching should include ideas for spokespeople to help maintain their own long-term media relationships.
Inventory Sponsorships, Conferences and Visibility Platforms
Sponsorships, conferences, webinars and industry events create important opportunities for visibility. Review the firm’s 2026 commitments with BD and practice leaders. Identify which events attract journalists or feature media on site and determine whether your sponsorship provides access to attendee lists.
If a partner will speak at a major conference, prepare background materials, commentary and potential pitches well in advance. Coordinate social media content with the event schedule to maximize visibility.
Additionally, many sponsorships offer a list of attendees, including invited press, enabling PR teams to prearrange interviews.
Inclusiveness, Community Service and Pro Bono Initiatives
Inclusiveness, community service and pro bono are still important topics – as law firms are important community citizens and pillars of our democracy.
Affinity groups and their activities deliver opportunities to highlight the firm’s culture and inclusiveness. Evaluate major programs planned for 2026 and coordinate with human resources and affinity group chairs to build a cohesive plan that appropriately showcases activities.
Community service programs tell remarkable stories that help firms internal communications, lateral recruiting and other growth goals. Programs that unite firms and their clients are especially newsworthy.
Similarly, the firm’s pro bono programs, key wins and community outreach should be built into your annual plan. As in the past, such activities buttress litigation reputations.
Crisis and Reputation Preparedness
A crisis plan should be a foundational component of a firm’s PR strategy. Audit and refresh your crisis protocols, media response procedures, internal approval processes and designated crisis team. Confirm that your digital platforms can support rapid updates and that your spokespersons know their roles.
A yearly tabletop exercise based on scenarios most likely to affect the firm in 2026 is the best practice. These may include cybersecurity incidents, major litigation activity, partner departures, executive misconduct, inclement weather, police activity or external events that affect the profession. Preparedness reduces risk of poor or untimely response.
Budget, Staffing and Vendor Review
Budget allocations for 2026 should reflect the firm’s priorities. Evaluate whether the communications team has the needed talent to manage multimedia content, monitor analytics and assist lawyers with producing high-quality thought leadership.
Evaluate your agency partners and specialty vendors. Make sure they can offer support for a wider media mix that includes video, audio, digital campaigns and expanded outreach. Identify any skills gaps on the internal team and build training or hiring plans to close them.
Metrics and Year-Ahead Accountability
Establish clear and measurable goals for earned media, social engagement, content performance and multimedia output. Create quarterly check-ins with BD and account team leaders to maintain momentum. Build reporting templates that are easy for leadership to read and demonstrate progress toward strategic goals, and share these on a regular basis.
Metrics should track impact, not only activity, and can be an effective way to demonstrate how marketing communications and PR can support business development, enhance client relationships and build visibility in key markets.
A Ready Plan Makes January a Launch Month
As 2026 begins, the most prepared firms have already finalized their media and public relations plans and are well into execution. Firms that haven’t should move quickly in January to update their plans to avoid losing valuable time, opportunity and possibly even new business.
A plan that aligns with firm strategy, incorporates both traditional and newer platforms, and includes strong, thought leadership and campaign activities ensures success and crisis preparedness for the year ahead.
Reprinted with permission from the January 13, 2026 edition of The Legal Intelligencer © 2025 ALM Media Properties, LLC. All rights reserved. Further duplication without permission is prohibited.
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