[OLD - Removed per HelpSpot request #12674] Client Service for Law Firms : Client Satisfaction, Surveys. Repeat Business Drivers & Criteria

In a post by EarthTimes.org they highlight the new breed of young real estate professionals who are using technology to deliver new levels of client service:

"They embrace technology, develop new business models and create unique approaches to client service to add even more value to the real estate transaction."

So why am I talking about a few realtors when this blog is about law firm client service? Because having just sold and bought a house myself, I'm intrigued by the innovativeness of these folks. And (here's the point) I can't help but wonder how law firms will use technology and ingenuity to remake their client service experience.

There are all kinds of technology options that are available for law firms. Competitive intelligence solutions like Thomson's Firm360 or LexisNexis' atVantage (and others) keep you up-to-date on client issues. CRM solutions like LexisNexis' InterAction can improve customer service, too. Even something as simple as a Blackberry can help by making you more accessible. The list goes on. These technologies require a change in habits, and they usually aren't cheap, but the rewards are well worth it.

There's going to come a day when realtors who don't embrace these neat new tools will be left in the dust. That day is coming with law firms, too. Some will resist implementing new technology. The question is: how many law firms will wait until they've started losing customers before they adapt. On the flip side, which law firms will jump in front of the curve and benefit?

One final note: it doesn't do any good to have the technology if it's not used.

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What should someone do with delivering bad news and providing outstanding client service? Rick Turoczy has a helpful post about what you should do. Here's what he says:

"I’ve discovered that when a client has to ask for bad news, they tend to get pissy. In fact, having to ask tends to perturb them even more than the bad news itself. So, I thought it would be helpful to share some advice that someone much wiser than I imparted to me:

'Deliver bad news early and often.'

Because, lacking any information, the client makes the worst assumptions. Ignorance will cause them to make the situation much more dire than it is.

And really, when it comes right down to it, you can’t avoid delivering the bad news. And if you try, you’re only making it worse.

You’re just delaying the inevitable."

Not much more that needs to be said. I'll just note like I usually do that the driver behind this should not be a selfish motive (although there is a great business reason for doing it), but a genuine concern for your customer. And because you should seek to live by the Golden Rule. Nice job, Rick.

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I was reading a post by a real estate consultant telling his readers that they should "tell their customers that they excel at client service," etc.  Good thing he's not a consultant to the legal industry. Somebody already beat him to the punch. The vast majority of law firm web sites already say that. Here's some samples:

       "Responsiveness is a hallmark of our client service focus."  

       "Our service to clients remains attentive, accessible and
        cost-effective."

       "The firm is rated highly by its clients for the quality of its client
        service."

Maybe these firms truly do deliver. I don't know. I do know, though, that both existing and perspective clients aren't buying the pitch. I like the cartoon to the right. It pretty much sums up what they actually hear. Talk is cheap. If you want to catch your client's ear, tell them what client service specifically means to them (e.g. "We will call you back in less than 2 hours...."), and tell that what you'll do if you miss the mark (e.g. "We'll knock $500 off your bill each time we don't").

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Take a look at Michelle Golden's thoughts on reception ideas  (she is pulling from Seth Godin's blog post). Both posts are outstanding.

I've walked in to my fair share of offices where the receptionist looked and acted unhappy. I couldn't help but wonder if working there was what made her that way. The opposite is true when I see a really delightful receptionist. If the receptionist, who is my first exposure to the office, conveys a client-centered focus, I'm certainly fully justified in suspecting the rest of the office will, too. 

Here's an off-the-wall thought. We all have bad days. If your receptionist is having a down day, consider switching jobs for the day with someone else. Have the receptionist do some back office work, and give somebody else the chance to cover the reception area. It's extremely important that the visitors see something positive first. Here's another idea: send them off for a 30-minute pedicure. The special treatment will make them feel so special they'll probably reciprocate with visitors!!

We've been kicking around ideas about how to make people feel welcomed on arrival. What about when they depart? Proactively offering directions or offering to call a taxi for them? If they left a coat upon arrival, maybe drying it off and de-linting it for them while they're in their meeting (make sure you  discretely mention you did it or they may not notice). Offering weather protectors for papers they're taking with them. The possibilities go on.

If their first and last impressions are pleasing, they're highly likely to want to return.

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I just received a flyer from the lovely people at the Legal Marketing Association. They're offering two books for the price of one by legal marketing guru, Sally J. Schmidt.  They are about the topic of business development and marketing for lawyers. I confess I have not picked them up, but I would nevertheless be extremely confident in recommending them. Sally is fabulous, and her credentials are impeccable.

My own thought--and she may very well cover these in her book--is that excellence in client service is the most effective business development and marketing you can do. The reasons are self-evident, but I'll spell a few of them out anyway:

*It is far easier to keep a client than get a new one
*It is far easier to get additional business from an existing client (cross-selling)
*The internal costs of managing existing relationships are far lower (spelled "b-o-n-u-s")
* Existing clients that know and trust you are far less likely to scrutinize your every move
* Lawyers talk. Word gets out when you're fun to deal with. And when you're not

Marketing folks--if that doesn't light your fire I suspect your wood is wet. I've long thought that of all the tasks you are asked to do, the most important ones are those that improve your level of client service.

Lawyers--if you're not freeing your marketing folks up to do that kind of work, you may want to revisit the issue.

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If you really stop and think about it, client service is nothing more than a couple simple items.

1. The golden rule: do unto others as you would have them do unto you. How would you feel if somebody didn't return your call? How would you feel if somebody spoke disrespectfully to you? The list goes on.

2. Proactively look out for the best interests of your customers. Serving your clients means just that: serving your clients. If you see or know of something that your client could benefit from, you should be proactive and tell your client about it. That applies whether you're selling them something, it's free for them, or quite frankly even if it means you'll lose something in the process.

Client service can ultimately be boiled down to those simple rules. Executing is tough, however. Nowhere is that more true than at home. How is it that we can treat our customers so well, and then go home and treat the most important people in our lives so poorly? What would happen if we applied those principles with our spouses (or significant other, if that's you) and our children?

Just yesterday I came home to a messy house, and my middle son quickly learned of my displeasure (I'm being euphemistic). I wouldn't treat a customer the way I treated my son. So why treat my own son that way?

Ben is a good kid. He makes me smile and laugh and love life. He just made a mistake. I think it's somewhere in the definition of being a kid. And I should've extended him the kind of grace I extend my customers, or I want my customers to extend to me if I mess up.  Ben, buddy, I'm really sorry.

Anyway, I didn't mean to "get preachy." I just thought it was worth sharing.

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Look what I found!  The blog of Patrick J. Lamb asks an interesting question, when he asks, "Who Speaks for the Client?" (March 17, 2007 post).

"Is the answer, then, that all lawyers must be the voice of the client?  I think not.....I've come to the conclusion that we cannot rely on ourselves to speak our clients in a law firm environment.  The answer, it seems, lies in systems, not solely in people.....systems must supplement those individuals who truly are committed to clients."

I anxiously await what he has in mind for supporting systems. If he means compensation systems, how does the firm measure and reward it? If he means other support systems (like callback procedures, out of office processes, using blackberry devices, etc.), measuring those support systems would be easier (either the call was returned in 2 hours or it wasn't); implementing it hard; changing behavior and attitudes even harder. Not impossible, but difficult. Hence, the reason I say I anxiously await what he has in mind.

Go get 'em, Patrick.

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In my travels, which include panel smackdowns, personal interviews and lots of reading, here are my top ten drivers of client satisfaction, Letterman style (sort of):

10. Ball game tickets sans you. The surest way to shore up a client is to give them tickets and send them to a game. Try to choose a sport they know nothing about. It's a sure indicator they also don't care. If they have a spouse and two kids, also make sure you provide them with only 3 tickets. That way they have an excuse for why they didn't get used. And at all costs ignore the fact that they could probably purchase their own tickets if they really wanted to go.

9. Ball game tickets with you. Include plenty of alcohol, especially if you're one of those "obnoxious drunks" after consuming too much alcohol. As a side benefit it will also test and hone your marketing skills as you seek to rebuild your client base every pro sports season. With any luck you live in a town that has only one professional sports team, like Portland, OR.

8. Urgency. Clients really do want to feel like their problem is your main concern. Even if you don't really care, pull out your acting skills from high school drama, slice a fresh onion, and weep away. Or you could just convey it in a sincere and meaningful way because you really DO care. I suggest the latter.

7. Be proactive. One of my sons is prone to donning his roller blades without his helmet. I could just let him skate and wait until he crashes, with a fatherly, "See, O' Foolish One, I told you so" (name changed to protect his innocence). Or I could be proactive and tell him to put a helmet on and avert the cracked skull. My analogy breaks down here in that your clients are actually very, very grateful when you save their skull (equivocation intended). If that doesn't make for a satisfied client, I'm at a loss.

6. Risk aversion. Sounds odd to have this as a top ten item, but I've heard it more than once. The jist here is that you, as a lawyer, must be willing to let go of your comfort level with risk and live with theirs. To cite a specific example, I had one GC [general counsel] tell me he went to his lawyer and told him they were "going to do a certain plan, just show me how to make it work." The lawyer started listing all the reasons why they shouldn't and why it was risky, and didn't really help them with the requested action. I must tell you they didn't fire that law firm, so the end of the story is somewhat fairy tale-ish (I don't care if that's not a word; I like it). They just never used him again.

5. Communicate clearly. Some like e-mail. Some like snail mail (okay, it's theoretically possible). Some like a lunch conversation. Some want phone calls. Some want regular updates along the way. Others want the down-and-dirty only when it's over. Everyone likes communication that clear and univocal.  ASK your client what they want. Oh, they also like concise. I'll stop rambling.

4. Knowledge about my business. In order to be a serious business partner, you have to know their business. Work on site. Buy a competitive intelligence tool like (Thomson's) Firm360 or (LexisNexis') atVantage. if you can't do that, at least Google them regularly. Ask them what's keeping them awake at night (besides the neighbor's Harley). I'm told one lawyer started attending her client's monthly board meetings, just listening or being available for questions. Rumor has it her work quadrupled. Oh, and if you want to understand their business, it helps to understand the industry they operate in. Big one; even bigger in some industries.

3. Be responsive. Of all my personal interviews, this is the most common answer. I'd dare to say it was mentioned every time. In the client's eyes, there's no reason why a call can't be returned in two hours or less. And if you can't, somebody from the firm should. Just a simple reply stating "the office dog did not eat the message and you'll be getting a call at X:00" is better than nothing. "We'll get back to you by the end of the day" is outstanding....if you work for the county building permit office. But you don't.

2. Pricing. Okay, of all the client satisfaction drivers this is the weirdest. I realize it gets major press on a regular basis. I also realize that I'm going to step out on a limb here. But I have to admit that in my conversations with GCs I repeatedly hear the issue is not pricing, it's value. No nickel & diming. Be cost sensitive. Proportion the resources and the cost to the matter's importance. I had one GC tell me he was charged for an easy 15 minute employment law question when he was giving them (the following was spoken emphatically) a major piece of litigation on another matter. He was furious. If you appear interested only in their money then pricing will be an issue. And they'll rightfully run through your bill with a fine-toothed comb, since you are spending their money. I would, too. If you're doubting me on this whole issue ask yourself why lawyers will brag that their lawyer is so expensive? Whatever it is you charge, make sure it's in line with the value you provide.

And now....the top driver of client satisfaction...... (drumroll please):

1. Ask your client what they want. Bizarre, I know. Disappointing, I know that, too. I'm a very disappointing guy. Just ask my wife. The top drivers of client satisfaction are only useful insofar as they are likely to tell you what most clients want. You should be less concerned about what most clients want and most concerned about what less clients want--namely, your clients. As a client, I'd be thrilled to answer a question like, "What's most important to you in our relationship?" Or, "What do you think makes for outstanding client service?"

The good news about client service is that with the exception of numbers 4 and 9, these really are easy if you care about your work and your clients. For most it requires some minor adjustments and you're there if you're dedicated to doing it. On #3, I have one suggestion for you: Blackberry.

One final remark: you may be wondering how I really feel about sporting events as marketing expenditures. I actually love them. I love them even more when they're given to me. But I despise them as serious marketing tools. If you want a serious marketing tool, dare I say you should consider something like a blog, or something else that actually showcases your expertise. Sporting events showcase somebody else's. So, if you want your clients to start hiring pro athletes they're a fabulous investment. I can honestly say I've repeatedly heard in-house counsel belittle these expenses, but never once have I heard them say anything positive about them.

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In my previous jobs (for the last 10 years) I traveled with my job. I always stayed at Marriotts. They're nice properties, and very consistent. You always know what you're going to get. The hired help is always good, too. I don't recall ever having a bad experience. Never once was it knock-me-off-my-feet great, though.

  About three years ago I was flying into Edmonton, where there were no Marriott properties, so I stayed at the Westin. Now, I'm a runner, and the Westin sits on a bluff overlooking the valley floor where the running trails wind along a river (awesome trails, I might add, right in the heart of the city). To get there or back you must descend/ascend a very, very large bank of stairs, which I did at the end of my run. Immediately upon my entrance back onto the Westin property a valet noticed me, grabbed a bottle of water and a towel, and (literally) ran it out to me. Never once in my seven years with Marriott had anybody ever come close to that level of service.

Guess what? For the last 3 years I've stayed at Starwood/Westin properties. They've made tens of thousands of dollars off me; all for the price of a bottle of water and some employee initiative.

In case you've missed it I'll spell it out: the moral of the story is not that you should open offices in every city and every practice group to avoid sending clients somewhere else. The moral of the story is that if you're not "wowing" your customers, they will have very little if any loyalty to you. If you don't believe me, pick up a copy of the Harvard Business Review article by Thomas O. Jones and W. Earl Sasser, Jr. (sorry, the actual article is a pay to play deal, but there's how to get it; it's worth the money).

Let me finish the story with one more detail. I immediately reported the story to their corporate office! One week later I'm at the Westin in Los Angeles, and I happen to run into a hotel manager. She had already heard about my story. Outstanding organizations not only reward excellence, they make sure everybody else knows when it happens!

Guess where I'm staying this summer for vacation at Whistler?

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In the March 2007 issue of InsideCounsel, there is a single quote by Jay Stieber that I think is priceless (in a MasterCard sort of way):

Q. Why is LEYE [Lettuce Entertain You Enterprises, Inc.] so successful?
A. We view the dining experience as the sum of the entire experience, so we’re very focused on giving value to our customers....

I'll leave each individual lawyer to iron out the details of what that means to each individual customer, but the whole undergirding philosophy behind it belongs on every lawyer's wall, their desk, the elevators to the office, their invoices, maybe even the restroom walls. No lawyer should be able to walk anywhere in the office without being reminded of that!

I suspect that it's not priceless, though. Some math wizard could put a dollar value on the firm that truly operated with that philosophy, and it would be a very large dollar figure, indeed!

I know where I'm going to eat next time I'm in Chicago.

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I ran across a blog post from Hill & Knowlton that caught my attention. There's some great stuff on there, but I noted some information that didn't strike me as being client-centered. They nail it earlier and later in the article, but points 7 & 8 need modification. It now reads:

7. Ensure the client knows and understands what you do – they may need PR 101.
8. Best team approach – use H&K’s international advantage.

Okay, in both of these the focus appears to be on H&K. What they might consider saying is this:

7. Ensure the client knows... how what you do helps them with their needs.
8. ....Use H&K's international advantage when it helps the customer achieve their goals.

Am I nitpicking? Maybe. But their clients will nitpick, too, if they think H&K is doing it more for their own benefit than the client's. And THAT's the point of client service: you must always be looking at things through their eyes and with their perspective.

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