A client-driven approach to success

Although client surveys are common in other industries, many law firms don’t seek out feedback. However, a formal process for gathering it can help enhance client relationships.

At Cassels Brock & Blackwell LLP in Toronto, Stefanie Holland has developed an innovative feedback program to strengthen client relationships and increase retention.

The client listening program (CLP) was formed as part of a strategic initiative within the firm to use the feedback it was getting.

“My goal was to move away from traditional electronic surveys and into other ways that could provide our clients with top-tier service,” says Holland, the firm’s client relationship partner.

The CLP allows firm representatives to meet clients at their offices face-to-face to gather their opinions.

“It’s a more personal way of getting their insights and asking for their feedback,” Holland says.

Obtaining the feedback is a multi-step process. First, she asks industry groups at her firm for suggestions of clients to interview.

“I ask for two types: The first are those that have infrequently contacted the firm. And then those we are servicing in one area but may have the potential to help in different areas.”

Internally, Holland and her team then analyze the clients and their relationships with the firm.

“We formulate a snapshot of the client so we appreciate where we’ve been with them, the history of that relationship, and what we’re currently doing for them,” she says.

The firm then sets up a face-to-face meeting with the client to obtain feedback and request information about their business priorities, anticipated challenges and growth areas.

Based on what’s been heard, the client relationship team creates an action plan to be assigned to a lawyer or team of lawyers.

“It varies from client to client, and the action plans are curated based on that feedback,” Holland says.

The next part of the process is following up with the lawyer or lawyers assigned to the action plan and, eventually, with the client.

In 2018, McInnes Cooper launched a program of quarterly surveys to gauge client feedback.

Faced with a series of questions, clients rate the firm on a scale of one to 10 and give candid written feedback. To glean additional feedback, larger clients are also surveyed by telephone.

“It helps us learn where we are doing well and where we need to improve,” says Kim Hughes, the firm’s marketing and business development director.

“It allows us to tailor our services to meet client needs.”

They’ve had positive responses from clients who were part of the process.

“It builds a stronger, more collaborative relationship because we value their opinions and tell them that,” Hughes says. “It also builds trust.”

In her experience, clients appreciate being asked what they think.

“They were generous with their time, very forthcoming with what we do well, and gave us feedback on areas they could use extra help with,” Hughes says.

“This program is about taking that feedback and bringing it back, internalizing it and evolving with our clients."

While what they hear is helpful individually when targeted at certain lawyers or industry groups, it also benefits the firm.

“I’m able to go to our industry groups and provide them with the summaries of the trends, and it supports them in making collective changes and improvements,” Hughes says.

“Then on a firm-wide level, we start to see the trends in what our clients are saying and the feedback used to identify where there might be gaps in that client experience.”

She recommends that firms consider implementing a similar client feedback system.

“It’s about enhancing relationships with our clients, and from that, you will likely see an increase in revenue generation and operational effectiveness.”

Hughes also recommends law firms actively seek out client reviews. It’s best to be proactive and not wait for feedback to come to you; it's not something to be scared of.

Of course, a key part of this is being prepared to hear and act on what clients share.

“The firm has to be culturally ready to ask for meaningful feedback, and then to take it back, absorb it, and be accountable for it, and really change based on what the clients are saying,” Holland says.

“It takes a certain culture to be ready to do that.”

Good internal communication is also critical to a firm’s success, as is getting buy-in at all levels of client relationships, including communication by staff, senior leadership, lawyers, and partners.

“The program requires collaboration from all levels to be successful,” Holland says, which is ultimately about listening to clients.

“They are everything in this business.”