Do you know what success looks like? What about failure? Have you thought about what makes your best content thrive? Do you know who reads your work and why? 

Every data point has a story to tell you. And in today’s fast-moving media environment, communications professionals are often expected to juggle media relations, internal messaging, social media management, content creation and more. With so many channels and touchpoints, it’s tempting to get caught up in the day-to-day grind and not look back at the impact.

But without consistent measurement and analysis, even the most creative campaigns can miss the mark. I have been a long-time believer in the mantra ‘You can’t manage what you can’t measure’. This is especially true in communications – and why data and analytics need to be an ongoing discussion every communications leader has with their team.

Beyond clicks and web traffic: so what?

Of course, web traffic, clicks and social media impressions matter. These eyeball metrics give us a view on overall visibility and help us track momentum around certain topics. But stopping there leaves a lot of valuable insight on the table. This is the point where you should ask yourself, “So what?”.

Understanding patterns beyond views allows communications teams to optimise content creation, doubling down on what works and refining approaches that fall flat.

Data also gives us a window into the types of content that resonate most with our audiences. Do your regulatory updates drive more traffic than litigation wins? Are readers more likely to engage with thought leadership tied to industry trends or firm news?

Don’t think about data as vanity metrics where more views win – it’s about aligning content with business goals and audience preferences. It’s also about connecting the dots between your creators and the audience. By measuring how content performs, you can sharpen organic with paid strategy, identify high-performing messages and look for ways to amplify your most impactful content further.

The result is more efficient planning and use of budget with an improved understanding of what actually moves the needle for your firm. I believe that truly effective communications measurement requires this holistic approach – one that captures not just volume but also the quality, context and influence of our work.

Measuring what works (and what doesn’t)

How many times have you talked about your worst-performing content? The reality is not everything can rise to the top. Our job is to understand why in order to build better performance.

This means that effective measurement requires attention to timing. Too often, good content gets published once and quickly forgotten. Data can help communications teams understand not only what content works but when it works. Is your audience more engaged with regulatory updates early in the week? Do deal announcements perform better in the mornings or afternoons? These insights allow for smarter scheduling and help build a more data-driven editorial calendar.

Once you know what works, it’s essential to extend the lifespan of your best content. Recycling top-performing articles, interviews or videos through firm newsletters and social media channels helps maximise visibility. It also reinforces key messages across multiple platforms, increasing the likelihood that your audience sees – and remembers – your firm’s expertise.

For example, knowing which media outlets write about your organisation, how often they mention you and in what context, is invaluable. Are you being cited as a thought leader? Or are you only seeing your firm’s name in transactional deal announcements? These deeper insights help you understand how you are shaping a new narrative. 

Recently, we completed a comprehensive audit of all our internal communications tools and channels – from our intranet to internal emails and meetings. This process helps us understand which channels are most effective, where there may be gaps and how we can improve the flow of information across the firm. By applying these insights, we aim to build a more intentional, data-informed internal communications strategy that ensures key messages reach the right people at the right time, in the right way.

None of this works in a vacuum. Data is only useful if you regularly assess it, discuss it and act on it. A monthly review of metrics with your team, including lawyers who contribute content, helps align everyone around what’s working, what’s not and what to adjust moving forward.

These conversations also create opportunities to celebrate success – whether that’s a strong media placement, a high-performing article or increased social engagement. Sharing these wins helps build momentum, strengthens relationships with content contributors and reinforces the value of the communications function.

Data as your strategic asset

Ultimately, data and analytics aren’t about proving the value of the communications team (though they certainly help with that). They’re about enabling smarter, more strategic decision-making across the firm.

When you understand how content performs, where your coverage lands and how audiences engage, you can better align communications efforts with firm priorities – from raising visibility in key practice areas to supporting recruitment or client retention initiatives.

In a profession that blends creativity with business strategy, data is the connective tissue that brings both sides together. By embracing regular measurement, analysis and data-informed planning, communications teams can not only demonstrate their impact but also continuously improve their effectiveness.

You really can’t manage what you can’t measure – and in our complex world of communications, the ability to manage well is what sets great teams and firms apart.

Allan Schoenberg is the chief communications officer at Vinson & Elkins.