Speaking to Lawyers Weekly, Pancho Mehrotra, the founder and principal of Frontier Performance, and Katrin O’Sullivan, general counsel at non-profit organisation The Fred Hollows Foundation, outlined the key elements necessary for lawyers to build an influential and strong legal brand.

One of the fundamental components that Mehrotra emphasised in developing a robust legal brand is establishing an authentic identity and a well-defined self-concept.

He shared that this principle is grounded in psychological research that revealed that a “strong sense of identity” and the “belief in one’s ability to succeed” influence the perceptions others hold of you.

In the context of the legal profession, Mehrotra articulated that achieving this perception entails more than merely exhibiting one’s “technical expertise”; it requires projecting a “confident, unyielding presence”.

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By achieving this, he explained that one would be more effective in attracting clients and peers, as they are naturally “drawn to those who know exactly who they are and what they stand for”.

Mehrotra outlined the importance of consistent messaging in developing a lawyer’s brand. He expressed that every point of contact, ranging “from your website to your social media and client interactions”, must clearly reflect a lawyer's “core values and specialised expertise”.

The message that lawyers convey, Mehrotra stressed, across their various platforms must be clear and consistent. He emphasised that such clarity is essential for fostering trust, which is “the bedrock of a respected legal brand”.

However, he contended that consistency alone is insufficient and pointed out the necessity for lawyers to continually assess their values, asserting that “the values we have may have outlined their relevance”.

Another vital aspect Mehrotra outlined in developing a legal brand is the status and presence of the lawyer. In a highly competitive and demanding profession, he emphasised that “it’s not enough to be good; you must be perceived as exceptional”.

He referenced the well-known character from the TV series Suits, Harvey Specter, highlighting how his “commanding presence” and well-defined self-image enabled him to distinguish himself from his peers.

Regarding this to the legal profession, Mehrotra emphasised the importance of lawyers to develop a presence where “clients see you as a trusted adviser rather than just another service provider”.

Mehrotra added: “Status is not just built on presence; it is built on masterful communication skills, such as tonality, enunciation and thought production”.

O’Sullivan expressed that the most influential lawyers she has observed possess the common trait of having expertise driven by purpose.

She posited that possessing legal knowledge is merely one aspect; what distinctly differentiates lawyers is their ability to apply this knowledge “in a way that creates meaningful change”.

O’Sullivan explained that she has a longstanding attraction to lawyers who “go beyond the letter of [the] law” and focus instead on “how their work can create [a] lasting impact”.

A key characteristic that lawyers must embody to establish a strong legal brand, as noted by O’Sullivan, is the importance of attaining integrity and trust.

O’Sullivan shared her perspective that a robust legal brand should fundamentally be established on “transparency, ethical decision-making, and accountability”. She asserted that prioritising these attributes makes individuals more likely to “seek your advice and respect your leadership”.

Moreover, O’Sullivan emphasised that a legal brand that stands out is not an entity that operates in isolation within the professional community; instead, active engagement and visibility within this community are essential for its success.

She reiterated how a strong legal brand is “shaped by how you contribute to your professional community – whether through industry events, mentoring, or sharing insights”.

Through her own experience, O’Sullivan conveyed how her active engagement in discussions within the legal industry has “opened doors to valuable opportunities and strengthened my ability to influence legal strategy at a global level”.

O’Sullivan acknowledged the significance of recognising the value of cultivating genuine relationship-building, noting that some of the most advantageous career opportunities and insights “come not from what you know, but from who you engage with and learn from”.

She went on: “I have been fortunate to work with incredible mentors and peers, and I believe that prioritising authentic relationships over transactional networking is key to building a legal brand that is both respected and influential.”