The perception others have of us is, whether we like it or not, what can make or break us in our professional lives. However unfair it may seem, that is how reality works. Hence the pressing need to manage the lawyer’s social perception and, by extension, that of the entire legal profession.
Why is this so important? Because when choosing a trusted advisor, clients do not merely select a professional or a firm, they choose the type of professional to whom they wish to entrust their affairs: a lawyer, an economist, an advisor, etc.
Managing that social perception (or, in other words, strengthening the “lawyer brand”) is essential to avoid inconsistency between what the profession truly is and the value it provides (its identity) and what society perceives of it, its image. When identity and image do not match, the damage affects all legal professionals. This negative perception is particularly evident in the case of lawyers, a group that, unlike doctors, has suffered from social discredit for decades in many countries.
What are the causes of this discredit? And what solutions can we apply?
Market Oversaturation
In some countries, there are more lawyers than the actual demand for legal services. This imbalance fosters unfair competition, job insecurity, and a social perception of lower professional value.
Distrust in the Judicial System
When citizens perceive, whether true or not, slowness, lack of transparency, or corruption within the judicial system, that distrust often extends to the rest of legal professionals, especially lawyers. The lawyer’s image thus becomes tainted by the overall perception of the system.
Lack of Professional Differentiation
Too many lawyers offer similar services, without a clear personal brand, visible specialisation, or the ability to “sell” their services through trust. This lack of differentiation leads many clients to perceive lawyers and firms as indistinguishable and interchangeable, prompting them to bargain over fees or push them down. This frequent and demotivating phenomenon frustrates many lawyers and erodes professional dignity.
Changing Client Expectations
Today, clients value empathy, communication, and results-oriented service as much as technical knowledge. Knowing the law is no longer enough—it is necessary to truly listen, provide support, and build trust. Not all lawyers have adapted to this new service culture.
Competitors
In certain areas, other professionals have occupied—or are occupying—spaces once reserved for lawyers. The market is no longer exclusive, and this demands an intelligent response based on specialisation and differential value.
Self-Interest and Lack of Solidarity
Some lawyers prioritise their personal interests over the collective image of the profession. Such individualistic behaviour harms everyone. Swearing or promising to uphold a code of ethics is easy; living by it is another matter. For this reason, it would be reasonable to implement a more rigorous selection process to enter the profession, also considering the applicant’s ethical and psychological profile.
Moreover, training in professional values and concrete ethical behaviour should be mandatory, not merely assumed. It is not enough to swear to principles; one must understand, internalise, and practise them. As early as 2007, we proposed specific training in this regard as part of a project directly related to the issue we are addressing today.
Lack of a Comprehensive Social Positioning Strategy for the “Lawyer Brand”
Without a strategy, you cannot go far. Paradoxically, lawyers and firms design strategies for their clients but rarely for themselves. This lack of planning also affects bar associations, which for years have relied on traditional advertising (ads, campaigns) instead of embracing a comprehensive legal marketing or, better yet, social marketing strategy.
Positioning the lawyer brand is not a matter of superficial image; it is a social cause, a direct contribution to strengthening the democratic system.
Relying solely on advertisements for promotion is convenient but ineffective. It justifies the investment internally but fails to generate sustainable results. Advertising proclaims that “we know”, whereas what is truly needed is to demonstrate that we know—that we are the right choice for companies, organisations, and individuals.
In short, it is time to stop blaming circumstances for the profession’s discredit and instead take responsibility for creating our own. The legal profession holds both the opportunity and the obligation to redefine its social role. This challenge demands leadership, strategic vision, and a deep conviction: that a good lawyer not only defends individual interests but also upholds, through their prestige and conduct, the very pillars of justice and democracy.
