Editor's letter: Delivering a client-focused service

Many top-100 law firms say that they are client focused, yet corporate counsel ?are increasingly grumbling about the quality of service that they receive. ?Complaints range from low levels of innovation to poor value in billing to ?a lack of clear direction in the legal advice provided.

With most general counsel under pressure to squeeze more out of their advisers than ever before while paying substantially less, their expectations of law firms can be somewhat unreasonable on occasion. But they also know that they can now expect and demand that which was previously considered impossible.

How far law firm partners ensure that their teams deliver on the promises they made to ?clients when bringing in new business varies. Supervision can be poor, plans are not always followed through upon and work often runs over budget. However, the biggest (and yet simplest) way of managing client expectations is often overlooked: communication.

Partners often think communication is only merited at certain stages of a matter's ?workflow or if a big issue has arisen that requires urgent attention. However, simple but ?regular work-is-in-progress updates are vital to reassuring clients that they are in good ?hands. The omission of this fundamental service can have increasingly detrimental effects ?on client relationships: first, general counsel start daydreaming about other law firms, then ?they start asking around for recommendations and, finally, they announce to their shocked 'relationship' partners they are taking their business to more client-focused firms.

What 'regular' communication actually involves varies for each client on each matter, ?but there's a good chance that at least a handful of your partners don't explore this in detail before opening and commencing work on new files. How clients want to receive matter updates also merits early assessment - preferably before they receive their first bill. Some general counsel expect the lead partner to call them as soon as there are significant developments; others welcome unscheduled billable phone calls as much as they do an executive bursting into their office and asking for a quick yes/no legal answer on a risky ?but lucrative investment.

The key to managing client expectations is to implement a firmwide and systemised approach to finding out what each client's wants and needs are and then agreeing how the firm will meet them in a both cost effective and customised manner. This ongoing client knowledge should also be used to determine your firm's strategies, plans and investments.? If instituted consistently, your firm could, in time, become one of the 'challenger' elite that ?have a reputation for being truly client focused. The benefits of this niche market position include significantly increased client retention, business development and annual profits.

On a separate note, I am delighted to announce the appointment of Managing Partner's new editorial advisory board. Look out for insights and ideas from continuing ?and new members in the coming months.

Until next time,