In professional services, trust and discretion are vital, especially in PR and media relations. Firms must carefully assess potential conflicts before engaging with the media, such as referencing clients or sensitive matters, which could limit opportunities or cause delays. Practical strategies include conflict mapping, media due diligence, thorough spokesperson training, and choosing safer content formats like by-lined articles. While risks exist, thoughtful judgment about when and how to publicize client work can enhance reputation and opportunities without compromising ethics. By Harrison Howard In professional services, trust is everything. Whether you're advising on legal, financial, or strategic matters, clients expect discretion—and that extends to how your firm communicates publicly. PR and media relations are powerful tools to build brand visibility and showcase expertise. But when client relationships are sensitive or commercially complex, conflict risks can make media engagement tricky. Here’s how to navigate those challenges effectively. Common conflict triggers Before engaging with the media, firms should assess whether public statements: a) make direct or indirect reference to a client or matter (or new business prospect) b) are addressing—or advocating a position on—a subject-matter which is particularly sensitive to a client or ongoing matter c) appear to be advocating a position on a subject which is likely to preclude them from future new business opportunities (for instance due to procurement rules, tender processes, panel criteria, etc.) d) reference existing clients which are happy to be named publicly but which are likely to present conflict issues for the firm when it comes to new business opportunities e) include insights which have been gleaned from the experience of advising a particular client who may be uncomfortable with details of their experiences being discussed publicly (even if fully anonymized) PR challenges Conflict considerations can present obstacles to a PR and media relations campaign. For instance, when a news story relates to or has features in common with an existing client or matter, it can prevent the firm engaging with what otherwise could have been an opportunity to project expertise to the market and raise brand profile. Some PR opportunities will be a definite no-go based on conflict factors. Other times, an opportunity may involve some potential sensitivities, but the issue or story is significant enough that the firm chooses to accept the risk – though proceeds with caution. Detailed consideration of conflicts can also present a practical barrier to delivery of PR opportunities when they require a swift turnaround of content, as the process of internal coordination and approval from client relationship holders can be lengthy. Practical solutions Ultimately, conflict issues are inevitable in B2B communications. Here are some tips to successfully manage them in a professional services PR campaign: 1. Conflict mapping When designing a PR strategy, it is valuable to involve both your spokespeople and business development teams to identify which organizations in a target sector, industry, or market should be excluded from media discussion on conflict grounds. This process clarifies which organizations remain viable targets, enabling the PR team to focus resources on monitoring news and pitching stories or commentary related specifically to them. Since it is unlikely that an advisory firm will represent all major players in an industry, there should always be viable options available. 2. Media due diligence Where conflicts are a particular concern, additional PR due diligence can help assess potential media opportunities. This may include clarifying the reporting angles, identifying sources to be quoted, and understanding which organisations are likely to be mentioned elsewhere in the write-up. Journalists may be willing to share these details in advance of an interview or commentary submission, allowing firms to better evaluate the risks of engagement from a conflict perspective. In addition, it may be useful to review previous media reports, as well as court records, public databases, and other resources to determine what information is already publicly available. This helps guide decisions about what can be appropriately disclosed in the media. 3. Spokesperson briefing and support Before any direct media engagement, the firm’s spokespeople should be thoroughly briefed and supported by the PR team to ensure they fully understand the relevant conflict requirements and can navigate them confidently in discussions with journalists. This is where media training techniques come in useful, as well as providing comprehensive briefing materials, key messages, and FAQs for a spokesperson to review ahead of any encounter. A preparatory call or mock interview can also be an effective way to build confidence and reduce risk. 4. Safe content As noted above, conflict concerns may prevent a firm from pursuing certain PR opportunities. However, the risks can also be mitigated by selecting the format or form of media engagement that is deployed. Press interviews and commentary opportunities tend to carry the greatest risk if there are client sensitivities to consider, as the journalist ultimately maintains full editorial control over the final piece. By contrast, long-form written content such as by-lined articles provides more scope to develop concepts and deliver precise messaging, while also affording the author a degree of editorial control over the final version—though this will ultimately depend on the publication and its editors. No risk, no reward? Even when a public statement carries potential conflict risks, that doesn’t automatically mean it shouldn’t be made. There are no hard-and-fast rules here. The choice is rarely black and white, and it’s almost never a zero-sum game. It’s worth asking:
- Could referencing work for a high-profile client ultimately attract more opportunities than it deters?
- Could the client be more open to publicity than we assume? Can we find out for sure?
- Are target clients looking for advisors who are willing to speak openly and engage with challenging issues—even when those issues intersect with their own circumstances?
- Might leaning into a client relationship publicly—positioning it as a dynamic, mutually productive partnership—create a win-win for both organisations in terms of visibility and brand strength?
Conclusion
Every professional services organization has its own culture around how it publicises its work and its clients. Some adopt a more open approach which reflects their appetite for courting publicity, while others are more reserved. This is often shaped by the nature of their client relationships, as clients themselves vary in their attitudes toward PR and publicity. The role of PR professionals is to balance these considerations – adapting media strategies to protect client relationships, minimize risk, while still ensuring consistent brand visibility. A firm that represents multiple clients within a particular industry or market is likely to have deeper insights than one that does not. By sharing those insights with the media in a considered and responsible way, the firm can create value not only for its clients but also for the wider industry. With the right strategy, conflict-sensitive PR can still be bold, effective, and trusted. Harrison Howard is an account director at INFINITE.
Reprinted with permission from the January 15, 2026 edition of the New York Law Journal © 2026 ALM Global Properties, LLC. All rights reserved. Further duplication without permission is prohibited, contact 877-256-2472 or asset-and-logo-licensing@alm.com.
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