We are what we repeatedly do. Excellence, then, is not an act but a habit.
Growth rests largely on client retention, and the firm’s capacity to keep clients shapes the practice. Retention costs far less than attracting new work, and satisfied clients are often the best source of it. John W. Olmstead, MBA, Ph.D., CMC, a consultant to law firms and other professional service organizations for more than four decades, puts it plainly: “Obtaining new work from existing clients is the most productive type of marketing.”
If retention is the key to growth, what is the key to retention? There is more than one element, and the central pillar is client service.
The published numbers on client service in the profession are not encouraging. According to lawyerist.com (Robin Bull, 6/26/2019):
- Fewer than 10% of clients who call a law firm will get to speak to a lawyer.
- More than 40% of people who leave a voicemail or fill out a web form wait two or three days before they hear back.
- 11% of callers hang up within 10 seconds of calling a law firm because they are frustrated at not getting to speak with the person they asked for by name.
If poor client service is the norm, then excellent client service is the opening. Consumers have consistently shown they will pay more for an experience that is worth the money.
Create an Attractive Working Culture for Your Attorneys and Your Nonlegal Staff
Culture may sound like a separate subject. It is not. The culture of the office is part of a client’s first impression, and a reason to stay. How you treat your staff is the clearest indication of how you will treat them.
Follow With Client-Centric Communication
When your clients are confident that your firm will listen, understand, and respond promptly, their level of trust and then satisfaction increases.
- Keep a warm front of house. Have someone who answers the telephone, takes the message and gets it to the right attorney promptly.
- Be upfront about your process from the first contact, so your client knows what to expect. Set clear guidelines on what communication method is best and when your client can expect it.
- Respond to calls, emails, and other communications in a timely manner.
- Send updates throughout the process of each case.
- Use plain language in conversation and in writing. Save the jargon for colleagues.
Relationship Is Essential
Clients come to you because something important is at stake: a personal crisis such as a divorce or a custody dispute, a business matter that bears on their finances, or litigation they have brought or must defend.
- Learn the story behind the matter, and make sure the client knows you are on their side of it.
- Know your client properly. Acknowledge milestones with an email, a card or a call, and make it personal rather than automated.
- Place as much value on your clients’ time as you do on yours. Always be prepared for scheduled appointments.
- Be aware of your clients’ unique situations. Whether it’s a generational or cultural difference or a disability, take time to understand and accommodate them.
Receive and Listen to Client Feedback
Ask clients what matters to them and what would make them stay or go. Consider a client survey. It tells them their needs matter, and it tells you where the communication and the relationship actually stand.
Offer Competitive Fees
A good attorney is worth the fee, and clients often read quality from price. They will also resent a fee they believe is excessive.
In Summary
Retention is vital to growth and longevity, and it begins with client service that stands out. Clients have options. Make yours the one worth choosing.
Good client service begins with hiring attorneys who share the same view of it. That is what OnBoard Legal does, combining in-depth knowledge of the legal industry with decades of experience conducting high-level searches. Our work on your behalf is always discreet and confidential. To learn more, contact us.