Building an Internal Directory for Your Law Firm

Posted by

Kate Harry Shipham

Posted on

Jan 7, 2026

As law firms reset priorities for the new year, many marketing and business development teams focus on strategy, budgets, and performance goals. One practical step that often goes overlooked is building a clear internal directory that shows exactly who to contact for specific marketing and business development needs. This simple tool can remove friction, save time, and strengthen collaboration across offices and practice groups.

For firms with multiple offices or large attorney populations, uncertainty about who handles what can slow progress and create unnecessary work. Attorneys may email several people at once or route requests through the wrong channels. Business professionals may spend time redirecting messages rather than advancing the project. An internal directory brings clarity to these moments and creates a smoother experience for everyone involved.

Clarity Drives Faster Action

Legal marketing and business development teams support a wide range of requests. These include pitch support, proposal development, client alerts, rankings submissions, event planning, sponsorships, social media, website updates, thought leadership, and internal communications. Without a clear reference point, attorneys and staff often rely on outdated assumptions or word of mouth.

A directory gives immediate answers. When someone knows exactly who manages proposals, who handles directory submissions, or who oversees client events, requests reach the right person the first time. That clarity reduces follow up emails, prevents missed deadlines, and helps teams stay focused on meaningful work rather than internal routing.

For newer attorneys and staff members, this clarity is especially helpful. Instead of guessing or asking around, they have a trusted reference that builds confidence and supports early engagement with the marketing and business development team.

Why Larger and Multi-Office Firms Benefit Most

As firms grow, specialization increases. One team member may focus on proposals and pitches while another concentrates on digital content or client development initiatives. In multi office firms, responsibilities may vary by region, practice group, or office size. Without a shared understanding of these roles, even experienced attorneys can struggle to find the right contact.

An internal directory helps bridge geographic and structural gaps. It creates consistency across offices and reduces the perception that marketing and business development support is difficult to access. Attorneys in satellite offices gain the same level of clarity as those in headquarters, which supports equity across the firm.

This structure also protects the team internally. When responsibilities are clearly documented, it becomes easier to manage workloads, set expectations, and explain timelines. Requests are more likely to be complete and directed to the right person, which improves outcomes for both the requester and the team.

Saving Time Without Sacrificing Quality

Time is one of the most limited resources in a law firm. Every unnecessary email or redirected request adds up. An internal directory reduces these inefficiencies in a quiet but meaningful way.

Instead of sending broad messages to a general inbox or multiple team members, attorneys can contact the correct individual directly. Marketing and business development professionals spend less time sorting requests and more time delivering thoughtful, high quality work. Over the course of a year, the time savings can be significant.

This efficiency also improves response times. When requests land with the right person immediately, work can begin sooner. That responsiveness builds trust and reinforces the value of the marketing and business development function within the firm.

Reintroducing the Team Through Clear Communication

Even the most well designed directory will only be effective if people know it exists. One simple approach is to send a firmwide email reintroducing the marketing and business development team. This message can outline each team member’s focus areas, primary responsibilities, and preferred contact method.

For firms with ongoing growth or frequent lateral hiring, this type of communication is especially useful. It reminds long standing attorneys of the full range of support available while helping newer attorneys understand how the team operates. This message does not need to be lengthy or formal. Clear language and practical examples are often enough to drive engagement.

Some firms choose to send this email annually at the start of the new year as a reset. Others include it as part of a broader internal communications plan. Either approach reinforces clarity and helps the directory remain relevant.

Integrating the Directory Into HR Onboarding

One of the most effective ways to embed this practice is through the onboarding process. When new attorneys and staff join a firm, they receive a large volume of information in a short period of time. Including a marketing and business development directory in onboarding materials ensures early awareness and sets clear expectations.

HR teams can work closely with marketing and business development leadership to include a dedicated section that outlines who supports what and how to engage the team. This approach signals that marketing and business development is a core part of the firm’s operations, not an afterthought.

Providing this information early also reduces hesitation. New hires are more likely to reach out when they know exactly who to contact and what support is available. This encourages collaboration and helps individuals integrate more quickly into firm life.

Printed and Digital Formats Both Matter

Accessibility matters when building an internal directory. Some professionals prefer a digital format they can search or bookmark. Others value a printed reference they can keep at their desk or pin to a board for quick access.

A concise digital PDF works well for firm intranets, shared drives, or onboarding portals. A printed version can be distributed during orientation sessions or included in welcome packets. Offering both options ensures the directory meets different working styles and preferences.

The content should be simple and easy to scan. Names, titles, focus areas, and contact information are often enough. Including a short description of responsibilities helps prevent confusion and directs requests more effectively.

Supporting Consistency and Accountability

An internal directory also supports internal alignment. When responsibilities are documented and shared firmwide, it becomes easier to maintain consistency in how work is handled. Attorneys know what to expect and marketing and business development teams can point to a clear framework when questions arise.

This structure encourages accountability without adding complexity. Team members can own their focus areas with confidence, and leadership can better assess workload distribution and staffing needs over time.

For firms planning growth in the new year, this visibility is especially helpful. It provides a clear snapshot of current capabilities and highlights where additional resources may be needed.

KHS Final Thoughts

Creating an internal directory does not require a major investment of time or budget. It does require intention and coordination, but the return is meaningful. Clear communication improves relationships, saves time, and strengthens the connection between attorneys and the professionals who support their success.

As legal marketing and business development teams look ahead to the new year, this is one of the most practical steps they can take to improve daily operations. It supports collaboration across offices, builds trust with attorneys, and creates a more seamless experience for everyone involved.

In a profession where clarity and responsiveness matter, knowing exactly who to contact can make all the difference.