BTI Consulting Group rankings (BTI Client Service 30, BTI Client Service A-Team) have effectively cornered the market for law firm client service rankings. While some other sources may occasionally provide rankings or recognition for individual attorneys, nothing draws attention from law firm marketers and executive committees quite like BTI rankings.
The point to remember is that BTI Client Service rankings are based on interviews with corporate counsel rather than on submissions from marketing departments. Accordingly, a high ranking on the BTI Client Service list is truly a product of a law firm’s commitment to client service. In addition, don’t forget that making it on this list is inevitably going to be based on a firm’s reputation for client service. Thus, not only does a firm need to deliver superior client service; it also needs to have a highly visible brand with an established reputation for client service. In brand identity and reputation management, dedication is key. In other words, if you want to be recognized for your client service, you need it to be engrained in your culture.
The actions of your attorneys are the first step in establishing a reputation for top-notch client service. If your attorneys deliver excellent client service. your firm is already well on its way to a ranking. However, this excellence needs to be firmwide; five great partners will not be able to establish a firmwide reputation for exceptional client service if 45 other partners are delivering poor client service.
Chambers has compiled a valuable list of the top five client service qualities noted by interviewees. Emphasizing these qualities with both attorneys and professional staff will allow you to be a leader in this area.
- Communication skills
- Commercial awareness
- Efficiency and responsiveness
- Industry knowledge
- Insight into client’s business
It is important to note that these qualities are quite subjective. For effective firmwide implementation, leadership and client service administrators should clarify what these qualities mean on a day-to-day basis. Clear definitions and expectations also create accountability in your client service culture.
In addition to front-line behaviors, a firm needs an overarching strategy to develop a reputation for client service. One of the most common strategic initiatives is the client feedback program. A formalized client feedback program allows the firm to hear problems (and compliments) first-hand and provides the opportunity to make changes. A formalized program also demonstrates the importance of client service internally and externally; if the firm is allocating resources to client service it must be a priority. A few dos and don’ts of client feedback programs:
- Don’t just reach out for feedback when something bad has happened.
- Do reach out on a schedule. Engage continuously.
- Don’t monopolize the client’s time.
- Do develop a standard template of questions to measure client service across practice areas.
- Don’t just sit on the feedback you receive.
- Do share positive feedback; it could inspire action in others and can establish best practices within your firm.
- Do use negative feedback to make proactive changes. Demonstrate you have heard the criticism and care enough to fix it.
By Ashley Stockwell, Communications Coordinator, BuckleySandler LLP for the November/December 2015 Issue of the Capital Ideas Newsletter