Now is the time to really get to know your clients. What are their budgetary constrictions? What are their priorities for the next two years? What do they want more of and less of from their outside counsel? What keeps them awake at night?
Do you not only know the answers to all of these and other questions but are also proactively doing something about each of them?
In a recent article in The Legal Intelligencer entitled "Firms, GCs Starting to Talk the Talk," Gina Passarella reports on the growing awareness of law firms of the necessity to dialogue with their clients about their delivery of legal services.
As Lorraine Koc, general counsel of Deb Shoppes, notes, "the idea of communicating with clients is something that virtually every business does except for law firms."
Some firms realize the importance of addressing that, particularly in the context of this economy. "If you don’t have communication and [clients] can’t tell you what they like and dislike, then you’re leaving them one choice and that’s to leave," Flaster Greenberg managing partner Peter Spirgel says of the reasoning behind their hosting client panel presentations.
Reed Smith has held a client panel at every one of its firmwide meetings since at least 2000. The firm also surveys clients at the conclusion of large matters and survey its largest clients regularly. Managing partner Gregory Jordan also meets with clients regularly to learn more about their businesses and get feedback on the firm’s work.
What is the best approach to determining client feedback and where do you start? Which clients do you include? How do you format the inquiry? In a forum or with each client individually? Who inquires and what questions do you ask? What technology best assists the inquiry? And, most importantly, how do you translate the information you get into substantive improvements in client delivery?
Our firm provides unparalleled expertise in assessing and cementing relationships between law firms and their clients. Now is the time. Let us help.