We’ve all seen the recent news of a high-profile law firm experiencing a sudden and unexpected change in leadership. Moments like these serve as a reminder that crises don’t always come from the outside, but rather result from issues that arise within. Leadership transitions are part of organizational structure, but when they occur suddenly, communication around the changes can have a huge impact on reputation, culture, and long-term stability. Abrupt leadership change is a strategic communications challenge that should be met head-on with intention, clarity, and alignment.
In these high-stakes situations, preparedness is what keeps firms steady, unlike those that spiral when they are not prepared. Below, we outline some of the key ways your firm can be prepared for when, not if, an internal crisis occurs.
Define the Narrative - Tell It Your Way
When high-profile executives abruptly exit a law firm or company, silence or mixed messages can create an opportunity for your competitors, the media, analysts, or disgruntled stakeholders to fill the blanks with their own interpretations. Strategic messaging created for this specific situation anticipates questions before they surface and creates a narrative that acknowledges the change in your own words without feeding into uncertainty.
This means controlling the frame, not concealing reality. Clear, concise communication that answers key questions is foundational.
There is no need to overshare in order to be credible, but you do need to give people something stable to hold onto. Inform your base about continuity of service, clear leadership coverage, and a timeline for next steps.
Internal and External Alignment
In a leadership change, your employees are your primary audience. If they’re confused or blindsided, internal uncertainty is created, which can turn into water cooler narratives, leaks, group text messaging, and of course, media vulnerability.
Internal messaging should quickly acknowledge reality without speculation, clarify decision-making authority, and reinforce operational stability. If you don’t communicate internally, gaps will be filled, and not everybody will have the same interpretation of events.
After clarifying internal messaging, make sure external messaging does not contradict. Maintain your employees’ trust this way first and foremost. Contradiction creates chaos, while consistency creates calm.
Client messaging should follow quickly. Not weeks later, and not only if clients ask. They may hear about changes through the media, recruiter outreach, competitor whispers, and internal leaks. It’s imperative that they hear from the firm itself first, otherwise trust will be broken.
Client Messaging Dos and Don’ts
Clients don’t expect all the answers right away or intricate details, but they do expect professionalism.
Effective client communications should:
- Acknowledge leadership change directly
- Emphasize uninterrupted service and continuity
- Identify who remains accountable
- Offer a clear point of contact for further questions
- Signal confidence without defensiveness
While the following should be avoided:
- Over-lawyering the language
- Assigning blame
- Promising outcomes that haven’t yet been finalized
- Saying things are “business as usual” without any proof
How Clients Should Hear the News
Now that you know what to say, it’s time to focus on how to say it. The “how” here matters just as much as the “what” for clients. A sudden transition should never be communicated only with a generic blast email, nor should clients be left to piece together information from media or third parties on their own.
High priority clients should be contacted directly and personally. Personal outreach through a phone call by the relational partner, practice group leader, or interim firm leadership sends a clear signal of value amid turbulence. Written follow-up communications can reinforce the message, but personal outreach should come first whenever possible.
However, not every client requires the same level of detail. What matters most is knowing your clients and tailoring communication to the relationship while remaining consistent with the substance. For most clients, the focus should be on continuity.
Timing is a Strategic Decision
When faced with business disruption, there can often be struggles to balance speed and accuracy. Waiting too long invites speculation, while rushing out information that may be incomplete risks confusion. The most effective approach tends to be a two-step.
First, issue a timely and confident message that acknowledges the change and reassures clients about continuity and accountability. Second, follow up with a more detailed update once leadership decisions, governance, or succession plans are finalized.
Clients know you may not have every answer immediately, but they do expect transparency and follow-through. Silence is rarely interpreted neutrally, and should not be the go-to approach.
Preparation Is the Real Differentiator
In these high-stakes situations, preparedness is what keeps firms steady, unlike those that spiral when they are not prepared. The most important lesson for any high-profile leadership shakeup is that preparation cannot begin in the moment. Every firm should have a crisis communications plan for internal issues that can be activated immediately. This plan should include the following:
· Client notification templates
· Partner talking points
· Press holding statements
· A spokesperson map
· A small, empowered response team
Leadership transitions and other internally driven crises rarely arrive on a convenient timeline.
Unexpected internal changes put leadership and communication to the test. The difference between stability and uncertainty is rarely the change itself, but how clearly, quickly, and confidently it’s communicated. Firms that communicate early, stay aligned, and reach clients directly tend to hold onto trust, protect client confidence when it matters most.
Siena DiBene is a PR Manager at ELPR. She handles small firms, social media and traditional PR.
