This is not a new concept, and many larger law firms already have successful CFPs in place. Yet countless other firms – big and small, full service and boutique – still shy away from these programs and even bristle at the thought of asking clients to tell them how they are performing as advisors and service providers.
Why Conduct a Feedback Program?
While some firms may raise a lack of staff, time, or resources for not implementing a CFP initiative, in our experience, the real reason is fear — fear of hearing bad news, fear of losing a client, fear of being embarrassed by subpar performance, or just fear of doing something new without knowing the result. There’s a clinical term for this; it’s called headinsanditis.
There are many benefits to collecting client feedback, including:
- Getting an accurate picture of overall client satisfaction.
- Identifying areas for improvement and developing strategies to better meet the needs of those you serve.
- Improving and expanding your services based on the client’s evolving needs or preferences.
- Identifying new trends that allow you to stay up-to-date and ahead of the competition.
- Increased client loyalty and continuity.
When properly executed, CFPs often boost the strength of your relationships, overall client retention, and professional development. These discussions can also provide critical insight into client succession planning.
What Does a CFP Look Like?
There are several ways to invite feedback, all of which can be equally effective and illuminating. Surveys, focus groups, and requesting online reviews are common examples. But the most personalized approach, and the one we strongly recommend, is an in-person interview. The interview is especially effective because it fosters myriad opportunities to identify improvement areas, often things that are entirely unexpected. Not only do in-person conversations provide an excellent opportunity to educate clients on your firm’s full capabilities, but they also help deepen relationships.
Of course, your firm’s culture will ultimately drive your approach to establishing a client feedback program. Think about the personality and culture of your firm and what will be most effective going forward.
Set Your Goals
As with any key initiative, define your goals before you begin. Be clear about what you hope to achieve in the interview, including possible areas of improvement, insights into specific client preferences, and maintaining client loyalty and satisfaction.
Create a framework with a hit list of questions. Include a healthy mix of open-ended and targeted questions directly tied to the relationship history, firm performance, and the client’s business. The answers will likely provide valuable insights into their often-unique needs and expectations.
You want the conversation to be organic, so don’t go into the interview prepared to read questions in a numeric or linear fashion. Instead, follow the lead of your client. If they start discussing your firm’s responsiveness, go there with them. In fact, be ready to go in whatever direction the client wants; you’ll learn more about what they think, unaddressed needs that can lead to more work and a deeper relationship, and introductions to other contacts that could expand your footprint.
But Which Clients Do We Interview… and How?
The short answer is as many as reasonably possible! From the firm’s viewpoint, there are several options for determining who should participate in the client feedback process. But ultimately, there are three reasons to talk to your clients – you want to give and receive appreciation, something’s not quite right in the relationship or your representation, or the work coming from them has increased or decreased significantly.
If you don’t have a feedback process and are starting from scratch, look at the numbers. An easy place to get started is with the top 10 or 20 most profitable firm clients. Also, consider institutional clients – although they have been with you for decades, when was the last time you asked how you were doing? Don’t overlook your most loyal clients, even if they’re not among your most profitable. Also, identify clients who have only hired you to do work in one area of law but have the potential to work with your firm in multiple practices.
Be realistic about how many clients you plan to approach. If it’s your first formal CFP, scheduling an interview a week is a bit ambitious. Set and manage your expectations when developing and executing your CFP. There’s nothing wrong with starting slow, making changes, and building a sustainable program.
An originating or relationship attorney’s typical reaction is to feel very protective of their clients. This is completely natural, and they’re usually the ones who either demand to conduct the feedback interview or object to CFPs completely.
Who can be trusted to be the face of the firm in those interviews? For this delicate task, many firms turn to high-level, non-relationship partners, such as a managing partner, executive committee chairperson, or practice group leader in the same or different practice. You want someone who is charismatic, oozes superior client service, and has internal influence. Depending on the firm’s resources, the lead marketing professional or an outside consultant may conduct the interviews. In some larger firms, there is a person whose sole job is to conduct feedback interviews and serve as the “voice of the client” in internal strategy discussions.
Temper Your Expectations
Managing expectations throughout the process is essential. It’s imperative to hold a pre-interview meeting with the relationship partner and attorneys or professionals assigned to the interviews and have a frank conversation about the questions to include and any topics to avoid.
Never send the interviewer in without providing detailed background information and necessary context when appropriate. The interviewer should know every detail about the client so they are prepared to respond appropriately. For example, did the client just become the board chair of a local nonprofit? The interviewer should know that and congratulate the client on their continued contributions to the community.
Now Comes the Fun Part
The interview is scheduled, and everyone is prepared. It’s time to talk to your clients! Here are a few best practices to keep in mind when collecting feedback:
- Use the right tools. Investing in the right tools can significantly impact your CFP’s success. Consider using customer relationship management (CRM) software to track responses and interview dates. Create or use templates that can be used directly after the interview to share feedback consistently. It merits repeating: sharing feedback immediately after the interview is critical to the success of your program.
- Stay organized. Create a dedicated client feedback workspace in your document management system. This level of organization ensures you can identify trends and make the most of your collected data.
- Consider using multiple channels. Don’t limit yourself to just one feedback channel. Some firms distribute annual surveys to all clients while also conducting occasional one-on-one, in-person interviews with select clients. Finding the right mix of channels and tools for your firm and clients is important.
Analyzing and Leveraging What You’ve Learned
Once you’ve collected feedback from several clients, the next step is to analyze it. Look for patterns and trends in the collected feedback to identify areas of improvement and develop strategies that better meet your clients’ needs. Also, compare feedback and look for common themes. This will give you a better understanding of customer preferences and expectations and help you identify areas of improvement for delivering more effective services. When appropriate, ask follow-up questions. If you have questions about the collected feedback, dig deeper to understand customer needs and preferences better.
- Knowledge is power. To truly leverage these interviews for business development, share the results of your client feedback program with various firmwide constituents to help everyone get on the same page and work toward the same goal. The results of your client feedback program should inform your decisions. The data collected could be a catalyst to develop new services or make firmwide improvements.
- Be timely and take action. If your client wants to be invoiced on the 10th of the month instead of the 5th, talk to the billing folks and change it immediately. Share all feedback, good or bad, with the relationship partner within 24 hours of the interview and coordinate the next steps. Responding promptly to whatever you learn shows you value their opinion and take their feedback seriously. If you don’t take action, the entire process will have been a waste of time, and you will likely annoy the client you interviewed.
- Listen and respond. If you haven’t picked up on it yet, quickly following up on client feedback is essential. Take the time to thank your clients for their time and let them know how you’re improving your services. Send a simple thank-you gift of flowers, sweet treats, a donation in their name to a favorite nonprofit, or something individualized to the person’s interests.
Launching something exciting and client-focused based on crucial information gleaned from interviews or the CFP? Tell your clients about the changes you’ve made from their feedback. They will, no doubt, be impressed with your propensity to learn, grow, and improve.
Expanding Your Efforts
Client feedback is not a one-and-done situation. Once you open the door to better communication, keep it open. Continue to monitor customer satisfaction over time to help you identify other needed changes and ensure your services meet your clients’ needs. Better yet, stay ahead of any issues and make sure your clients are satisfied with the services they receive. And look for ways your firm can continue to add value. Here are a few ideas to consider:
- Provide a CLE for the client’s in-house team on a particular topic discussed during the interview.
- Offer to sign the client up for specific thought leadership opportunities from your firm.
- Offer the use of your firm’s resources, such as secure online document sharing or hosting.
- Review billings and create a billing arrangement (i.e., alternative fee arrangement) that is mutually beneficial.
- Identify needs for legal services in another area and follow up by casually introducing your colleagues.
- Make introductions to other service providers who can solve their problems. These centers of influence can be found in accountants, bankers, etc. It is always a good idea to connect clients with individuals and companies that can make their lives easier.
Celebrate Success and Stay Focused
Collecting feedback is an invaluable piece of the business development and relationship management toolkit. Yes, you may receive some constructive criticism but don’t let that stop you from talking to your clients. You will also hear about all the things you’ve done well. After most client interviews, attorneys leave with a new matter for the firm. Remember, there is always room to grow, improve, and build your business.
