As we are in the throws of legal directory submission season, we covered the main challenges at our Session last week.

It’s important to put your scope of work and referee in perspective. For example, “Don’t waste space talking about reviewing employment contracts for Google – the CEO isn’t going to act as your referee for that type of work.” advises David Rapalski, Senior Marketing Business Development Manager at Baker McKenzie Poland, during a recent Platforum9 session. Drawing from extensive experience managing legal directory submissions, Rapalski shares practical insights on achieving recognition.

The Value Beyond Revenue

While directory rankings may not directly drive revenue, Rapalski emphasises their broader impact: “They’re valuable for employer branding, lateral hires, and personal development. Young lawyers can use rankings as performance indicators for career advancement.”

Building Strong Submissions

Success in rankings requires two key elements:

• Focused submission documents highlighting innovative work
• Strategic selection of responsive referees
• Narrative-driven descriptions of complex transactions
• Clear demonstration of unique value proposition

The Referee Strategy

“The best referees are your peers in the market,” Rapalski notes. He recommends:

• Focusing on day-to-day contacts rather than C-suite executives
• Selecting individuals likely to respond to directory inquiries
• Using referee outreach as a business development opportunity
• Maintaining a maximum of 20 referees per submission

Process Management

Rapalski advises establishing:

• Comprehensive credential databases
• Clear timelines for submission preparation
• Junior lawyer liaisons within practice groups
• Regular communication channels between BD and legal teams

Timeline Management

For European firms, key deadlines include:

• IFLR 1000: February submissions
• Chambers and Partners: April-September rolling deadlines
• Legal 500: Varying by jurisdiction

Emerging Opportunities

“New categories like FinTech and ESG are being added,” Rapalski observes. This creates opportunities for:

• Boutique firms to establish rankings in emerging areas
• Specialists to gain recognition in niche practices
• Firms to influence directory categories through market feedback

“Don’t be put off if you’re not ranked immediately,” Rapalski concludes. “With consistency and a good practice, success will come if you follow the process.”