Reputational Challenges for Legal in 2026
by Alicia Buckley, Consultant
It’s definitely a little late in January to still be wishing anyone a Happy New Year - but it is the right time to get stuck into what 2026 is likely to bring for the legal world.
We’ve put together some thoughts on what Legal Corporate Affairs teams can expect from this year, off the back of conversations with a number of senior leaders across the market. Firstly, thank you to everyone who shared their thoughts (and therapy sessions!).
When it comes to reputation, unsurprisingly, AI is right at the centre of those conversations but it’s also a year for reflection on visibility and knowing what to say, when to say it & crucially, when not to.
Competitive advantage vs reputational risk
AI is not a new concept to legal but there is a clear divide between firms who have embraced & embedded it properly, versus those who are lagging behind.
Anyone running a comms function in a law firm will know how much of the job is BAU (deal announcements, lateral hire releases…). AI can genuinely help take the edge off that volume and free up teams to do the work that actually moves reputation. That means smarter campaigns, bolder thinking and more proactive storytelling.
That being said, law firms are a trust business. Reputation is built and earned through relationships and credibility. If AI starts creeping too far into the parts that need human judgement then it can become a liability. Over-automation of thought leadership, partner profiling or external messaging can undermine the trust firms are trying to protect.
There is a more subtle risk too: homogeneity. AI can generate content quickly but without careful instruction, it starts to sound generic. That is a problem in the legal world where differentiation is already tough. But where there’s challenge, there’s also opportunity. Agency partners can add real value here for their clients by bringing genuinely distinctive and creative strategy.
Reputation in a Volatile Geopolitical Environment
Technology isn’t the only pressure point for law firms. We’re all operating in a polarised geopolitical environment and expectations on firms are rising.
Employees, clients and external audiences look to organisations to take positions on global events. This puts enormous pressure on corporate affairs functions to respond appropriately, quickly and publicly. Law firms are not political organisations and attempts to take moral stances can risk alienating parts of their workforce or client base.
This tension is clearly not going away in 2026, both internal and external comms leaders will need to develop clear frameworks for when to speak, how to speak and equally importantly, when not to.
Renewed Role of Traditional Media
Against this backdrop of uncertainty, traditional earned media has regained importance. Yes, distrust of the media persists amongst some audiences but third-party validation still plays a critical role in reputation building. This is particularly true when trust is fragile and digital channels are noisy and crowded.
There is a real push to strengthen owned content and improve performance across digital channels and many firms could definitely do more here. The challenge is finding balance, investing in owned channels whilst not losing the reputational weight and trust that comes from credible independent coverage.
The Talent Challenge
Finally, there is a reputational issue that rarely makes headlines but has a direct impact on delivery and that is talent.
Comms roles in law firms are engaging and high-impact but they can also be intense, unpredictable and reactive. That reality can be a culture shock for hires coming in from outside the sector. This mismatch between expectations and reality can create friction if teams feel under-resourced and leaders feel stretched.
Partner profiling also remains a hugely powerful tool, and again, one that many firms feel they are under-investing in. Some partners are natural advocates and make it look easy, others require more hand-holding and support. And then there is a fine line between raising the firm’s visibility and building a personal brand. The more visible the partner, the more attractive they become to competitors. A constant source of concern for any law firm hoping to retain the very best.
The biggest takeaway is that 2026 is a year of opportunity but also one that will require careful navigation.
Any further thoughts welcomed…
MadlinHanna Consulting is a recruitment consultancy specialising in public affairs, corporate communications and financial PR. Contact us in London on +44 (0) 20 8088 4102 or in Brussels on +32 (0) 2 586 38 98 for more information or a confidential conversation about these services and more.