BTI Consulting recently published an article on corporate counsels’ evolving views regarding awards, rankings and directories that provides valuable insights for the law firms they work with. The effort required by clients due to volume of rankings in surveys has resulted in a broader shift in how clients evaluate law firms and attorneys.

While rankings and directories still hold value, law firm clients are placing greater importance on factors like thought leadership, relevant experience and personalized service when evaluating potential legal partners. As the article suggests, clients want more than just rankings – they desire engagement, communication and tangible results.

We all know that attorneys will always want to be ranked among their peers – it’s in their competitive DNA. However, this changing landscape presents an opportunity for law firms to reassess their approach to awards and rankings programs. Here are some recommendations for law firms to balance their awards programs with other business development efforts and ensure they remain relevant and impactful.

1. Create an Awards Calendar

One of the most effective ways to ensure consistency and strategic focus is to create a comprehensive awards calendar. A clear, well-organized calendar can help law firms track upcoming award deadlines, including legal directories and other relevant accolades. This proactive approach ensures that the firm doesn’t miss opportunities and allows for better planning and resource allocation. By mapping out when each opportunity arises, firms can stay on top of industry trends and make informed decisions about which awards to prioritize.

2. Conduct an Awards Analysis and Be More Selective

Before committing to any awards or ranking submission, perform a thorough analysis of each opportunity. This exercise is not only beneficial for the firm but also for clients. By evaluating the relevance and potential value of each award, the firm ensures that its efforts align with business development goals and resonate with its target audience. Awards like Super Lawyers and Best Law Firms® are widely regarded within the legal community and can be influential in boosting the firm’s standing among peers. However, for corporate counsel, these accolades may be viewed as standard qualifications rather than distinguishing factors.

Instead, focus on awards that are more challenging to obtain and directly align with your firm’s target markets, industries and practice strengths. Are these awards recognized and valued by your clients? Do they reflect your firm’s areas of expertise or strategic direction? Understanding the true potential of each award allows you to prioritize those that will provide the most value, ensuring your efforts aren’t diluted by chasing every accolade.

3. Get Back to the Basics: Align Award Priorities with Business Development Needs

After analyzing the awards landscape, law firms should align their award priorities with business development objectives. While this may seem like a basic step, it’s important to return to the business development fundamentals. For instance, if a firm is looking to expand its reach in a particular practice area or geographic market, it may prioritize awards in those specific fields. Focusing on key business development objectives ensures that the firm is not simply chasing awards for the sake of visibility but rather leveraging them to enhance its reputation and market position.

4. Create a Process to Acknowledge and Thank References

As the BTI article highlights, clients providing references for rankings often feel disconnected from the process after they’ve submitted their feedback. To address this, law firms should develop a structured process for acknowledging and thanking their clients and references. Whether it’s a simple thank-you email, a personalized note or a follow-up meeting, showing appreciation for their support not only strengthens relationships but also demonstrates respect for their time and contribution.

By maintaining open lines of communication and keeping clients informed about the outcomes of rankings submissions, law firms can turn a transactional process into one that fosters deeper connections with their clients. This type of engagement can make a meaningful difference in how rankings are perceived, increasing the chances of improving future placements.

5. Incorporate Thought Leadership into Rankings Strategy

Finally, law firms should take an integrated approach to rankings. Thought leadership is becoming a key differentiator for many clients, as BTI outlines, and firms should make a concerted effort to highlight their experience through articles, speaking engagements, webinars and other high-visibility platforms. Demonstrating a commitment to thought leadership not only reinforces a firm’s reputation but also enhances its rankings prospects in the eyes of clients and directories alike.

While client opinions about rankings and directories have shifted, there is still considerable value in pursuing awards and recognition – provided they are leveraged strategically. By creating a thoughtful awards program that prioritizes relevant opportunities, actively engages references and emphasizes thought leadership, law firms can ensure that their rankings remain impactful and continue to support their broader business development goals.

Georgie Palm is Poston’s director of content client services. She is based in Minneapolis, MN.