Last week, thousands of experience management professionals gathered in Salt Lake City for the Qualtrics X4 Summit — the largest conference dedicated to customer and employee experience. Members of Troutman Pepper’s client experience team attended to uncover new ways we can serve our clients better and to share how our attorneys are putting the client experience front and center.
I’m still digesting all the great content from last week, but here are my top takeaways from X4 and tips for how lawyers can implement them.
Ask for real-time feedback regularly and close the loop.
When you attend a multiday conference, you can expect a post-conference survey asking for feedback to improve the event next year. At X4, however, we received a survey at the end of each day and could submit feedback at any time through the event’s mobile app. This allowed the Qualtrics team to identify and solve issues quickly and in real time.
One example: During Wednesday’s sessions, soft drinks were plentiful, but water was hard to find. We shared that feedback, and, by Thursday, water stations had appeared throughout the convention center.
Tip: Don’t wait until an annual survey or the end of a matter to solicit client feedback — you may find it’s too late to address an issue. Instead, establish listening posts at regular intervals to see what’s working and what’s not working. When a client identifies a problem or area of improvement, close the feedback loop by addressing it immediately and sharing your solution with the client.
To improve the client experience, focus on what you can control.
Qualtrics founder and Utah Jazz owner Ryan Smith spoke on the main stage about the fan experience at Jazz games. He noted that, when the Jazz won, fans were willing to pay 22% more for their tickets than when the team lost. But whether the team wins or loses is something that can’t be controlled.
When you can’t control your product, Smith said, you must focus on “the experience moat” — all the controllable things that surround the product. For him, that meant projects like improving concessions or ensuring a clean stadium.
Tip: The practice of law can sometimes feel like an NBA game. Despite your best efforts, a court may rule against your client or a deal may be broken at the last minute. When you can’t control the outcome of a matter, it becomes even more important to focus on the aspects of the client experience you can control. Ensure timely and responsive communications. Deliver the best possible work product. Tailor your approach to your client’s preferences, and look for new ways to add value.
Make decisions based on what’s right for the client, not your bottom line.
Delta Air Lines CEO Ed Bastian is a leader in the field of customer experience and spoke at X4 about how the airline builds strong relationships with its customers. One example is Delta’s initiative to make Wi-Fi free on all flights, which required the company to invest significant funds to upgrade the technology on its planes. Bastian spoke about how Delta’s board of directors thought the idea was crazy — until they saw the outpouring of positive feedback from customers.
Bastian noted that projects like free Wi-Fi create strong bonds between customers and Delta. And while the company’s goal is to improve the customer experience, this customer-first approach brings financial benefits too, as customers are willing to pay more to fly with the airline they like best.
Tip: You don’t need to spend a billion dollars on technology to build a stronger relationship with your clients. Think of ways you can invest your time and resources to improve client experiences. Consider offering a CLE on a hot topic or holding off-the-clock office hours. For a new or prospective client, offer to get up to speed on their business or their matter at no cost to them.
Look ahead to stay relevant with clients.
One of the highlights of X4 was a keynote discussion with Martha Stewart. At 81 years old and nearly 50 years after starting her first catering business, Stewart is as beloved as ever. She credits her enduring popularity to a lifelong commitment to learning, a willingness to embrace technology, and her constant efforts to understand what is relevant to her audience today, tomorrow, and next year.
As one example, Stewart pointed to her longstanding relationship with Macy’s. For years, her products were bestsellers, but the agreement precluded her from selling in online marketplaces like Amazon. She knew she had to increase her online reach to stay relevant with customers today and made the difficult decision to not renew her Macy’s deal. The result was a significant increase in sales.
Tip: Clients consistently tell us that providing proactive advice is the best way for attorneys to differentiate themselves. They need smart outside counsel who can see around corners, identify possible blind spots, and provide forward-looking, commercially focused advice. Calendar some recurring time for yourself to devote to blue-sky thinking. Eliminate distractions and give yourself the space to think through the issues your clients may face in the future and how you would advise them. Then follow up with key clients to share these insights.
Find ways to surprise and delight your clients.
One of my favorite aspects of X4 was the Dream Team, a group of Qualtrics employees dedicated to closing experience gaps at the conference and making the event memorable for attendees. In a pre-conference survey and in the event mobile app, attendees were asked what would make X4 unforgettable for them. The Dream Team reviewed the requests and then figured out how to make these dreams come true.
Importantly, the Dream Team didn’t just provide what attendees asked for in their requests — they looked for ways to go beyond the request to surprise and delight attendees. (Because as we learned at the conference, “people are not able to articulate what would surprise and delight them.) For example, two attendees submitted a request that they wanted to ski while in Utah and also hoped to make a friend at the conference. The Dream Team arranged for both to go skiing together, and outfitted them in the latest gear from Olympic snowboarder Shaun White. I was also lucky to be granted a dream: I asked for a good spot to watch the closing concert from my favorite band, The Killers. The Dream Team went above and beyond, granting me a meet-and greet and creating a truly unforgettable experience.
Tip: Remember that clients are people too and have diverse interests and needs. You may not have access to your client’s favorite celebrity, but you can find other ways to surprise and delight them. Consider sending a small gift when they start a new position, recommending books or movies you know they will enjoy, or sending a handwritten thank you note in appreciation of your relationship. Remember key personal details like children and spouses and look for ways to engage on a personal, human level.
Published in Law360 on January 10, 2023. © Copyright 2022, Portfolio Media, Inc., publisher of Law360. Reprinted here with permission.
2022 was a year of transition, with law firms and clients moving into a new post-pandemic phase while dealing with rising inflation and global uncertainty. Throughout this time, we have been working with clients of all sizes to collect feedback.
With a possible recession on the horizon and legal departments facing new challenges, we are watching some key trends in the legal industry for 2023. Below is our take on what will shape law firm and in-house strategies in the new year, and tips for how attorneys can leverage these trends for a better client experience.
1. Track and Quantify Value
Last year, we identified value as a top trend in the legal industry.[1] We noted that more clients were asking law firms to explain how they would add value to the relationship outside traditional legal services — from using technology to improve service delivery to offering bespoke training.
For 2023, we expect this focus on value to continue, and with increased rigor and process. We’re predicting that more clients will take an approach to value that mirrors what they have done with diversity, equity and inclusion. Clients will move beyond just asking firms about value and will begin measuring, in hours and dollars, what firms deliver and how they stack up against each other.
Proactively provide your clients with updates on how you are adding value in ways that are meaningful to the client, like sharing legal developments and best practices. Track the time you spend on value-adds, like continuing legal education programs, pro bono partnerships and office hours, and include it as a no-cost item on your bills. Every quarter, have a relationship status meeting with clients where you share a report on significant achievements and ways you have added value in the last few months.
2. Increase Influence of Legal Operations
In 2022, we continued to see clients investing more in their in-house legal operations functions. From expanding teams to engaging in new projects to improve efficiencies, legal ops continues to grow and increasingly play a leading role in hiring decisions.
With a possible recession looming for 2023, we expect clients will rely even more heavily on their legal ops teams to manage outside counsel relationships and legal spending. One way they will do this is by evaluating internal processes to identify opportunities for improvement when working with outside counsel.
Look for ways to add value to clients’ legal ops teams. Connect them with operations professionals at other clients and with your business teams, offer training and resources, and provide feedback on process improvements they should implement.
3. Double Down on Industry Expertise
One of the biggest political developments of 2022 was the passage of the Inflation Reduction Act, which will transform the energy industry for the next decade. Meanwhile, in the financial services industry, the collapse of FTX Trading Ltd. has insiders wondering about the future of the crypto market and how companies and investors will be affected.
Law firm clients are increasingly looking for outside counsel to have deep industry expertise to help them navigate these changing conditions. Clients want attorneys who not only know the law, but who also know the other players in the industry and what their priorities and strategies are. Clients then expect attorneys to use this industry expertise to provide proactive advice on future challenges and opportunities that may affect the business.
Identify the key industries where you have expertise and set up recurring, off-the-clock meetings with clients in these industries to discuss trends and new developments. Share what you are seeing from a practical perspective, with insight into how it affects the client and what they should do next.
4. Support Changing Roles of Law Firm Business Professionals
One of 2022’s most interesting law firm stories discussed how law firm business professionals were moving to new firms as a group — similar to lateral attorney moves. This sparked a series of articles in the legal press about the role of law firm business professionals and how firms could better utilize their unique value.[2]
In the next year, we expect forward-looking firms to support and encourage projects that allow their business teams to strengthen and grow client relationships. Law firm business professionals who previously focused more on internal operations likely will be asked to examine how they can improve the firm’s service to clients.
Look for ways to involve your firm’s business professionals in client projects, whether that’s asking your IT and innovation teams to offer best practices on implementing a new technology or including your pricing team in meetings with clients. Engage your firm’s pro bono and diversity teams to help clients meet their internal goals in these areas.
5. Establish Yourself as a Flexible, Trusted Adviser
If the last three years have taught us anything, it’s to expect the unexpected. In 2023, most analysts predict a recession — but the length and severity of that recession is still unknown. Likewise, many are expecting the new split Congress to result in change, but the practical effects are still unclear. Now, more than ever, clients need outside lawyers to be nimble — able to handle anything and pivot quickly.
The strongest attorney-client relationships are those where the client feels she can call at any time, about any issue, and the attorney will either help or find someone who can. These trusted advisers are also open to change and willing to adjust engagements based on what works best for the client and their business.
Set up meetings with key clients at least quarterly to check in on the relationship. Instead of focusing on open matters, ask clients for more general feedback on how they view the relationship. Ask about their priorities and whether anything has changed recently, including questions about budget. If the client is facing new or different challenges, look for ways to address their changed circumstances.
Conclusion
If the last three years have taught us anything, it’s to expect the unexpected. But no matter what happens in 2023, smart attorneys can take steps now to strengthen and grow client relationships by focusing on key ways to improve the client experience. Begin the new year with a relationship check-in call with your clients and ask them about their needs and priorities, then review the tips above to figure out which steps you can take to better serve your clients this year.
[1] Daniel P. Pulka, “What I Learned From Meeting With 100 Clients,” https://www.troutman.com/insights/what-i-learned-from-meeting-with-100-clients.html.
[2] “Marketing Team Exits Cooley for Fried Frank, Highlighting Competitive Landscape for Business Pros,” https://www.law.com/americanlawyer/2022/10/13/marketing-team-exits-cooley-for-fried-frank-highlighting-competitive-landscape-for-business-pros/; “Fried Frank Sparks the Great Legal Marketing Validation,” https://bticonsulting.com/themadclientist/fried-frank-sparks-the-great-legal-marketing-validation; “Law.com Trendspotter: Law Firm Business Pros Are More Valuable Than Ever, And Yet Still Undervalued,” https://www.law.com/2022/11/08/law-com-trendspotter-law-firm-business-pros-are-more-valuable-than-ever-and-yet-still-undervalued/; “Talking Trendspotter: It’s the Entire Legal Industry’s Responsibility to Recognize the Value of Business Pros,” https://www.law.com/2022/11/30/talking-trendspotter-its-the-entire-legal-industrys-responsibility-to-recognize-the-value-of-business-pros/?slreturn=20221108182551.
The holiday season is upon us and, on the heels of my favorite holiday Thanksgiving, I am taking time to celebrate life and those I am thankful for. However we choose to celebrate, I’m sure we all have traditions that demonstrate to our loved ones our gratitude and appreciation. In my experience, this celebration mostly takes place in our personal lives.
Over the last five years, as client listening and client experience programs have become the center of my professional life, I’ve realized that being grateful for my work, my colleagues, and my clients – both internal and firm clients – significantly impacts how grateful I am in my personal life. One is dependent on the other. As I reflect on what I have achieved and how I have managed to get here, it is very clear to me that I have not done it alone. I have needed and have been actively supported by others to become the professional I am today.
This sentiment is also in line with what we hear from our clients. Clients want to work with people that they know, like, and trust. They continually tell us in client feedback that they want to work with our attorneys for the long-term – they want to be in the trenches together and to create shared experiences. The most successful client-attorney relationships exist where mutual respect is earned, hard work is recognized and celebrated within the team, and each party knows they have the other’s best interests at heart. Feelings of gratitude also permeate successful client-attorney relationships. True friendships develop in strong client relationships. These are not transactional interactions.
Adam Grant, well known organizational psychologist and leading expert on how we can find motivation and meaning, rethink assumptions, and live more generous and creative lives, posted this to Instagram last week:
Generosity is not a quest for appreciation. It is an act of care and contribution.
The point of giving is not to seek gratitude or receive recognition. It’s to live by your principles.
True kindness isn’t motivated by how others will react. It’s an expression of who you are.
His post reminded me of the values I was brought up on that stay with me to this day: treat people as you want to be treated, and bring your authentic self wherever you go. This is character-building at its best.
So how do I show gratitude to colleagues and clients at work? First, by viewing thanks as what it is – a natural part of deepening relationships. Second, by demonstrating gratitude in a way that is authentic. And last, by sharing messages of thanks with no expectation of a response. As Grant says, this act of thanks is not motivated by how others will react. It is a statement of who you are as a person and how you want to be perceived.
We encourage our attorneys at this time of year to write personal notes of thanks to their clients and colleagues. Not emails, but handwritten notes, the kind that needs an envelope and a stamp. In our electronic-dominated life, it’s rare to receive mail that is not in a windowed envelope requiring some kind of action. Think about the last time you received something personal in the mail – the sheer excitement of opening a card or a letter is reason enough to put pen to paper.
If this strikes a chord with you and you’d like to send your own words of thanks this year, here are a few suggestions for how you can do it:
- At Troutman Pepper, we supply a stack of personalized notecards to attorneys and encourage them to write several notes between November and December. Just because the Thanksgiving holiday is over doesn’t mean it’s too late to demonstrate your thanks.
- I keep a stack of blank or thank you cards in my desk drawer and choose one I think is particularly appropriate for the person or situation.
- I also keep “forever” stamps close by so I don’t have the excuse that I need to go to the post office before I can send the cards.
- Depending on the relationship, and if writing a card isn’t authentic to you, send an email or a text.
- Alternatively, pick up the phone and have a conversation or leave a voice message. I have been known to leave voice messages later in the evening for people who I know will not be available to take my call. It is important to me that they still hear my voice and hear the intended sentiment.
- When thinking about your message, think about what you are most thankful for from that person – a specific situation, a character trait, something that positively impacted you or your team – and why. Was there a specific situation where they went out of their way for you? Did they demonstrate character traits that you want to emulate? Maybe they made you feel like their door was always open to you and your colleagues.
- While the note doesn’t have to be long, two to three sentences, the more tailored you can make it, the more genuine it will sound.
- Potential openers to these notes include: as I reflect on this year, I want to take the opportunity to say thank you for…, at this time of giving thanks, you are one to whom I particularly owe gratitude…, and we have worked closely together these last few months and I’ve really come to appreciate your ability to…
Remember that expressing thanks is not a sales opportunity. You do not need to set an expectation that you will follow up on your note or expect to hear anything in return. In fact, though some do, some recipients of these gestures of appreciation often do not actively acknowledge receipt of the note/email/text. But you will see from your ongoing interactions that the note has meant something special to them. Attorneys often mention to me that a few days or weeks after they’ve sent a note, a client will call to discuss a situation, will send a new matter, or provide a referral.
Ultimately, we grow by leaning on and learning from others. Relationships are built on caring and being vulnerable. In letting those around us know that we appreciate them, learn from them, and value their experiences, we are enriched as people, personally and professionally. It’s one of the best ways to secure strong, long-lasting relationships.
Meet Patricia Ellard
With a background in competitive intelligence and strategic thinking, Patricia brings more than 20 years of experience in global management consulting and law firms to her role as director of client care analytics & service design. A highly inquisitive person with a passion for exploring, Patricia uses competitive intelligence sources and tactics combined with real-time client feedback to work with Troutman Pepper’s Client Care and Innovation offices to develop tailored solutions for clients’ problems. Working collaboratively with lawyers and clients, Patricia helps establish the foundation for successful client service.
By: Sarosha Parsons and Samantha Varghese, Client Experience Coordinators
Clients are increasingly focused on maximizing the value they receive from their outside counsel, and they expect client-centric service, innovation, diversity, and formal client feedback processes to be engrained in their experience. Client value teams that focus solely on client service — like Troutman Pepper’s client experience department — help law firms deliver on clients’ expectations around value.
A recent Legal Marketing Association podcast, Making the Case for Client Value Teams, explores how law firms can leverage these teams to provide client-centered service. The podcast provides several useful tips and reinforces the importance of programs like Troutman Pepper Plus, our firm’s standard-setting value program, for deepening and strengthening client relationships.
Here’s what we learned about successful client value teams.
Clients Expect More
Clients have changed their expectations of outside counsel. They now expect and require their law firms to go beyond their immediate legal matter in adding value.
Value means different things to different clients, and outside counsel must make a concerted effort to understand their clients’ businesses, what is occurring in their industries, and how they define value. Personal relationships, trust, an understanding of client objectives, and frequent and candid communication have become “must haves” for client relationships.
With these changing and varying client expectations, there is a newfound need for client value teams, which can help ensure every attorney or professional working with a client understands what that client wants and delivers a client-centered experience that aligns with those expectations.
Feedback Is Key
Successful client value efforts begin with client feedback. Feedback interviews show clients that their attorneys are invested in the relationship and care about them beyond the billable hour. Client feedback also provides insights that drive outcome-based objectives for strengthening the client relationship.
It is easy and natural for attorneys to assume that a client is happy, especially if a personal relationship exists between the client and the attorney. However, this assumption can have negative consequences over time, and attorneys may continue undesirable behaviors that make clients less likely to hire them in the future. The reality is that many attorneys do not know if their clients are sincerely happy with the relationship until they ask them.
When attorneys ask clients for feedback, clients may mask areas of dissatisfaction because of the friendly relationship that exists between them. To minimize this possibility, firms can engage their client value and experience professionals to conduct the interviews, which often results in more candor.
When deciding whom to interview, it is important to cast a wide net and try to talk to everyone at the client who touches the matter in a meaningful way. In addition to in-house attorneys and business executives, interviews should include paralegals, administrators, and junior team members. Casting this wide net provides feedback from different perspectives and makes employees at all levels of the client’s business feel like they are an important part of the team. Each interviewee has the potential to be an advocate for the firm in the future, so it is beneficial to be as inclusive as possible throughout the client interview process.
While obtaining client feedback is important, acting on that feedback is even more critical. Each person interviewed reveals specific preferences, both big and small, and these preferences must be taken into consideration and translated into action. One of the primary goals of the client value team is to determine how to use client feedback to add value and advance client relationships in ways that are specific and measurable.
Client Value Teams and Workload Management
Growing pressures and demands on attorneys make them busier than ever. They cannot, and should not, do everything. Attorneys may lose sight of the importance of adding value to client relationships when faced with a massive workload.
Client value teams, like our client experience department, help relieve and manage increasing attorney demands by pooling the resources and knowledge of the attorneys across the firm who are serving the client and by leveraging the expertise of business professionals across various departments to add client value. These client value professionals keep client-centric service at the forefront of the relationship by helping attorneys connect clients with firm resources that can advance their priorities and address their pain points.
Building a Successful Client Value Team Program
Clients understand the value and benefits of having teams dedicated to client satisfaction at law firms because this is a common practice in nonlegal industries. Moreover, some clients have their own client service departments and expect their service providers to demonstrate the same outward commitment to the client experience.
Successful client value teams must be staffed by people who are excellent communicators, understanding, and empathetic. It is crucial for client value teams to learn the cultural language of both the client and the attorney and act as a “value translator” for each.
Client value teams should also be dot connectors. The team may not and will not know the answer to everything, but they should be resourceful, with a willingness and readiness to connect clients and attorneys with the people, departments, and teams inside and outside the firm that have the answer.
When it comes to scaling and institutionalizing client value teams, attorneys and clients who have benefitted from them are the best advocates. Attorneys who have benefitted from client value teams should be encouraged to share their success stories with their colleagues. And case studies that clearly explain the impact client value teams have had in very specific ways are powerful tools for demonstrating the power of these teams.
Meet Sarosha Parsons
In her role as Client Experience Coordinator, Sarosha uses her legal marketing background to provide value to clients, develop creative and innovative solutions to clients’ needs, and ensure all clients receive consistently excellent service. Sarosha graduated cum laude from Franklin and Marshall College with a bachelor’s degree in government and Spanish.
Meet Samantha Varghese
Samantha is a former Client Experience Coordinator at prior Troutman Pepper. She understands and appreciates the value and impact of client experience and hopes to display that in all her work product. Samantha graduated cum laude from the University of Georgia with a bachelor’s degree in advertising and a certificate in entrepreneurship.
Troutman Pepper’s Chief Client Experience Officer Dan Pulka is profiled by the Financial Times for his work to enhance client service and experience through initiatives like Troutman Pepper Plus.
Two Troutman Pepper initiatives – Troutman Pepper Plus and MobileOne – are recognized by the Financial Times among case studies showcasing how law firms are innovating as businesses.
Troutman Pepper is mentioned in the Financial Times article, “Digital Reinvention Is the Next Big Test for Law Firm Success,” for its MobileOne app and overall performance on the publication’s annual index of law firms in North America. Troutman Pepper ranks 22nd.
NEW YORK – Troutman Pepper’s Chief Client Experience Officer, Dan Pulka, has been shortlisted in the Most Innovative Intrapreneur category for The Financial Times’ 2022 Innovative Lawyers Awards North America. The category recognizes intrapreneurs who have helped their firms change “culture, behaviors, processes, and adapt to be more relevant to their people and clients.”
At Troutman Pepper, Pulka has professionalized client-centric service and value by focusing on understanding and addressing client needs. Since spearheading the creation of the firm’s Client Experience Department, Pulka has worked with teams across the firm to establish two champion programs that reinforce Troutman Pepper’s service-first approach. Under his leadership, the firm has launched an internal service program, Solve to Serve, and a market-leading client value program, Troutman Pepper Plus.
The Troutman Pepper Plus program is also up for a Financial Times award in the Innovation in Client Delivery category. Additionally, the firm’s MobileOne app designed to improve employee experiences and work efficiencies is a finalist in the Innovation in People and Skills Management category.
The annual Financial Times Innovative Lawyers Awards North America report is developed by Financial Times in partnership with RSGi Consulting. Winners are selected following a nomination cycle and extensive research that includes telephone interviews, questionnaires, and reviews. Market experts are also called in to assess the submissions and research.
Winners will be announced at a Dec. 5 awards dinner at Gotham Hall in New York.
About Troutman Pepper
Troutman Pepper is a national law firm with more than 1,200 attorneys strategically located in 23 U.S. cities. The firm’s litigation, transactional, and regulatory practices advise a diverse client base, from start-ups to multinational enterprises. The firm provides sophisticated legal solutions to clients’ most pressing business challenges, with depth across industry sectors, including energy, financial services, health sciences, insurance, and private equity, among others. Learn more at troutman.com.
NEW YORK – The Financial Times (FT) has shortlisted two Troutman Pepper initiatives for its 2022 Innovative Lawyers Awards North America. The firm’s client listening and value program, Troutman Pepper Plus, is up for an award in the Innovation in Client Delivery category, and its MobileOne app designed to improve employee experiences and work efficiencies is a finalist in the Innovation in People and Skills Management category.
Innovation in Client Delivery Finalist – Troutman Pepper Plus
Troutman Pepper Plus aims to connect clients with additional resources, create innovative solutions, and provide key insights to deliver efficiency and build stronger relationships. It combines the services of attorneys and skilled professionals across the firm to provide clients with tailored solutions in areas like client experience, innovation, diversity, pricing, legal project management, pro bono, and more.
Innovation in People and Skills Management Finalist – MobileOne
The firm’s MobileOne app was developed in-house and seeks to improve the employee experience by providing critical information all in one place for users. Standout features include those designed to facilitate face-to-face connections and professional development opportunities. Individuals, practices, and knowledge professionals use geolocation to “check in” and to identify who is in the office at any given time.
The annual FT Innovative Lawyers Awards North America report is developed by FT in partnership with RSGi Consulting. Winners are selected following a nomination cycle and extensive research that includes telephone interviews, questionnaires, and reviews. Market experts are also called in to assess the submissions and research.
Winners will be announced at a Dec. 5 awards dinner at Gotham Hall in New York.
About Troutman Pepper
Troutman Pepper is a national law firm with more than 1,200 attorneys strategically located in 23 U.S. cities. The firm’s litigation, transactional, and regulatory practices advise a diverse client base, from start-ups to multinational enterprises. The firm provides sophisticated legal solutions to clients’ most pressing business challenges, with depth across industry sectors, including energy, financial services, health sciences, insurance, and private equity, among others. Learn more at troutman.com.
When I’m coaching attorneys on strengthening client relationships, I often ask them to think about their last big purchase. Was it a good or bad experience? Why?
Law firm clients are buying a very specific product, but they want many of the same things that any of us want when making a purchase. Chief among these is a good experience.
Your experience with a product or service influences how you feel about that purchase. It determines whether you will purchase again from the same seller and whether you recommend that seller to others. A client who has a good experience is more likely to hire you again, while a client who has a bad experience may go out of their way to tell others not to work with you.
I’ve had some memorable purchasing experiences recently that reminded me of key tips for lawyers seeking to improve their clients’ experiences. Here are four easy ways to make, and keep, your clients happy.
Communicate Proactively and Respond Promptly
I recently completed some work on my house’s wood trim, and, while the end product was good, the experience was not.
Like many home improvement projects, mine was delayed several times. And while the delays did not bother me, the lack of communication did. I did not receive timely updates unless I asked for them, and when I encountered issues, it took some time to get a response, if I received one at all.
Responsiveness and communication are top concerns of law firm clients, too, and clients will sever relationships with firms that do not meet their expectations. If a case or deal faces a setback, or a deliverable is taking longer than expected, it’s critical for attorneys to proactively provide an update to the client. Clients should never have to ask about the status of a project, but if they do, it’s also crucial that you respond promptly.
Tip: Ask your clients if they would like to receive regular project updates on a daily, weekly, or monthly basis, and then make sure you deliver those updates – even if the update is “nothing new to report.” If something unexpected arises, communicate that change immediately.
Take Ownership and Honor the Engagement
The initial pitch for my home improvement project was impressive. The company’s owner showed deep subject matter expertise, had extensive references, and easily established rapport and trust. At that meeting, he told me that he would have a crew onsite for my job each day, and that he would personally oversee the work. When it came time for the project to begin, the “crew” was just one worker, and the owner showed up only to collect payment before promptly disappearing for vacation.
In-house teams regularly complain that law firms pull out all the stops when pitching for work, only to neglect the client after the engagement letter is signed. Clients are also annoyed when firms fail to follow through on promises made in the pitch, particularly regarding staffing. Firms will often include their most impressive, and busiest lawyers, in a pitch to win the work – only to staff the matter with someone who has more availability.
Tip: Make sure your pitches and RFP responses profile those who will do the work, including associates. And then check in with clients at the conclusion of a matter, or at some other regular interval, to see if they are happy with the team or if adjustments need to be made.
Personalize the Service
Members of Troutman Pepper’s Client Experience team traveled to Arizona this month for the firm’s partner retreat. As we waited for our flight in the airport lounge, we noted the long line for the avocado toast station. These were some of the busiest and most experienced travelers, but they were happy to queue for the made-to-order dish, which was personalized to their tastes.
We realized these frequent fliers are much like law firm clients. They are discerning customers, but they are willing to invest more time and money into products and services customized for them. While certain clients or matters may be similar, no two are ever exactly alike, and attorneys must look to each client’s unique needs when making decisions related to staffing, communication, budget, strategy, and more.
Tip: Make each client feel as if they are your only client. Ask regularly about their preferences and tailor your approach and work product to their needs. As more clients return to the office, check in to see whether preferences have changed and whether clients want increased face time with your team.
Ask for Feedback
Even if you deliver exactly what the client requested when hiring you – whether that’s winning a case or closing a deal – their perception of the experience will influence whether they hire you again. That’s why it’s so crucial to ask for post-matter feedback, even if you anticipate that the feedback will be negative.
When my home improvement project was finished, the company’s owner asked to schedule a time to pick up the last check. I asked him about a final project walkthrough, which we never had. He simply picked up payment, and that was the last I heard from him. So, when my neighbor asked if I would recommend the company for some work she needed done, I told her “no,” even though I was happy with the end product.
Tip: When you reach key milestones in a matter or when a matter concludes, ask your client for a brief call for the sole purpose of gathering feedback. Ask what went well, what didn’t, and what improvements you should make. Most importantly, do not react defensively to feedback, even if you disagree with it. Ask yourself “What part of this feedback is true?” and make a plan to address it. Soliciting and responding to post-project feedback can give you one final chance to ensure your client has a positive experience that results in them hiring you again.
Meet Erin Murphy
Erin works directly with the firm ‘s clients to understand and support their goals and priorities. Through client conversations and feedback interviews, Erin uncovers unmet needs, areas for collaboration, and opportunities to improve efficiency and efficacy. She then partners with our attorneys, clients, and other administrative teams to lead projects to improve the client experience, including advising on in-house best practices, designing and launching new technology solutions, and pursuing attorney-client partnerships related to pro bono and diversity, equity, and inclusion.