Keys to Client Satisfaction

Author: Lori Brazier - Briefly Speaking (March 2007 at p. 23)

As a young associate, I often heard partners say “ do good work, and clients will always be happy ”. But I soon learned that the meaning of this statement required careful interpretations. I discovered that a well researched and carefully drafted opinion or reporting letter was not pleasing to the client unless it provided the client with some real guidance on what to do next, and was an easy read. It might be quality legal analysis, but from the client’s point of view it was not useful because it didn’t respond to the client’s needs.

My experience as a legal services consultant has shown me that good legal skills are not enough. Our firm’s numerous interviews and surveys of regular users of legal services reveal that the quality of legal work is assumed. Few clients have the training to assess whether a piece of legal work is good or not. Accessibility, turnaround and good communication are always ranked first in importance. Clients rely on the partners of the firm or the head of the law department to ensure that they hire good people and that they manage the quality of the legal work.

Our experience with over 400 law firms and law departments across the country suggests that the keys to client satisfaction include the following:

1°    Accessibility is a top priority. Make it easy for clients to get in touch with someone. This means designing a second contact, and standards for response times.

2°    See clients at their location. We recommend this to all of our law firm and law department clients. This is another element of accessibility. Make it easier for them to see you. It is often insightful to see clients where the action takes place.

3°    Turnaround is another top priority. Set standards, and have systems in place to manage workflow.

4°    Regular communication is crucial. Lack of it is a source of frustration. More than half of the complaints about law firms, in-house legal teams and particular lawyers are grounded in a failure to keep the client abreast. Paralegal staff can provide valuable assistance.

5°    Clear communication is also essential. Our surveys and interviews confirm that clients want plain language, and that above all they want a clear and simple recommendation.

6°    Take time to ask how things are going from time to time. Users of legal services always tell us that they greatly appreciate being asked about satisfaction levels. Meet with “ regulars ” at least once a year to talk about service levels and overall satisfaction, and to resolve any issues. A client relationship is like any other relationship: it will break down without dialogue.

7°    Build action plans around results, not process. Clients want to get to the end point as quickly as possible.

8°    Be sensitive to costs. We have not encountered an organization in the public or private sector in the last 12 – 18 months that is not under pressure to reduce costs and / or rationalize its legal costs. Telecoms, insurance companies, pharmaceutical companies and other regular users of legal services are looking to achieve some serious savings. As a result, cost structures in law firms have to change.

The last point is a challenge. Law firms will have to find ways to reduce their operating costs by about 50 % to meet the demands of cost-conscious clients. Support staff ( as opposed to paralegal staff and law clerks ) are expensive. So are reception areas and meeting rooms, especially when few meetings are held at the firm. Times change…and re-visiting the cost structure is paramount.