“It’s not you, it’s me. But mostly you!”
Law firms want to keep their clients, yet clients are switching law firms more and more frequently. An obvious and important question for law firms is: Where do things go wrong?
I spoke with consultant Tara Weintritt of the Wicker Park Group (WPG) about her firm’s client feedback interviews. She said that WPG has conducted approximately 1100 interviews in the last six years. Some of the key themes that Tara and her colleagues hear from clients include:
- Clients rarely "fire" law firms they just stop using them. While this is a subtle difference, it is important to understand when law firms evaluate the state of their client relationships.
- There is a tremendous tie between satisfaction and loyalty.
- The areas that tend to lead to the greatest frustrations for in-house counsel and clients include:
- Communication – Managing expectations, appreciating individual preferences and making adjustments accordingly, valuing internal culture, and making clients’ lives easier
- Responsiveness – Clarifying how individuals define responsiveness, consistent delivery, and appreciating internal pressures
- Billing and Budgeting – Managing expectations, no surprises, frequent communication – good and bad, agreed definition of success, and project management by all team members
- Adding Value – Things that often do not show up on the bill, but show that the lawyer always has the client's best interest in mind and looks at a long-term view of the relationship; these do not have to be specifically related to legal support
- The most important traits clients are looking for in law firms are: business management, communication, and project management. (Clients equally evaluate the lack of these characteristics as why they terminate relationships.)
- Competency is what gets law firms in the door; how they manage the relationship is what keeps them inside.
Other reasons that firm clients become inactive are that the key partner left the firm and no one said to the client, “We value your business and still want to serve you.”* Other factors are external and can be due to company factors such as client contacts leaving the company, company “meltdowns,” and business setbacks for the client. Occasionally, you might do such great work that you work yourself out of a job when the job is done and there is no more work for you.
- To avoid a break-up, having a client service plan is your firm’s best strategy. Great client service includes:
At the beginning of the project, review the project’s goals, objectives, project plan and measurements of success. Make sure everyone is on the same page regarding what you are trying to accomplish and how you will get there.
- Throughout the project, keep open and consistent communication lines to minimize surprises. Listen to what your clients have to say. Get to know your clients. Check in and see if the relationship and project are working and going down the right path. Correct identified problems and/or talk through any issues where there is a disconnect.
- Clients expect their lawyers to be responsive (they pay enough for it). Even if your response is, “I saw your email, I am tied up right now but will get back to you later,” at least clients know their request has been seen and will be addressed in a timely manner (and remember to follow through).
- Go the extra mile. By getting to know your client you will learn what they value and you will know how to give extra benefits that they value (everyone likes freebies and no one likes to feel nickel-and-dimed).
- Develop deep roots and relationships with your clients so you have multiple contacts if someone leaves. Be nice and respectful to your client’s staff.
- Cross-sell firm services. Clients always have legal needs, even if your project ends. Also ask satisfied clients to be references and give recommendations.
- Most importantly – do quality work while giving quality service.
It is not enough to do good legal work anymore. It is up to you and your firm to go the extra step and offer exceptional client service to avoid a break-up.
*To learn more about saving your firm’s clients after a key lawyer departure see the Capital Ideas Legal Marketing Association Capital Chapter Newsletter, March/April 2013 article “Is Everybody Leaving – Save Your Clients”.
By: Helena M. Lawrence, Business Development Manager, Proskauer for the May/June 2013 Issue of the Capital Ideas Newsletter.