LawyersUSA

Hopefully you read and heeded the advice offered in Dick Dahl's recent Lawyers USA article regarding client interviews. (See "How are we doing?" Lawyers USA, June 2, 2008.) I, too, write and speak about this subject frequently and recommend client surveys as an invaluable and "must do" management tool to my clients and workshop attendees. But for those readers who are not ready to have face-to-face meetings for the purpose of obtaining such feedback, today's column incorporates some of my previous suggestions regarding "shoestring budget" methods of tapping into our clients' perceptions of their legal experiences.

Here's a sample mini-client survey. This can be given to clients either while their case is still active or when it ends. Sample questions might include:

• Were you provided an attorney-client agreement that detailed the type and scope of legal services you would receive and gave a clear explanation of all professional fees and other costs?

• Was attorney-client confidentiality explained to you before you disclosed the details of your issue?

• Are/were you given your attorney's undivided attention and adequate time to explain your concerns and ask questions?

• Does/did your attorney answer questions clearly and patiently?

• Did your attorney make promises about the outcome of your case?

• Are/were you kept informed about the status of your case on a regular basis?

• Are your calls returned promptly?

• Are you treated professionally and courteously by all law office employees?

• Would you recommend our firm to others?

• What have we not asked that you would like to discuss with us?

• How can we better serve you in the future?

Another approach is to use a telephone and/or e-mail survey. This can be done at random with select clients or via pre-scheduled quarterly calls or e-mail mini-surveys, or you can decide that during all client calls, attorneys and staff will ask for feedback on one question (you should change the question at least monthly) all responses will be put into a central response file on the firm's network. This system provides the firm with on-going, quick and valuable feedback. The key is for firm leaders to review the responses received and then take the appropriate steps to address all valid concerns and suggestions raised.

Here are some other ways to collect client feedback:

• Offer feedback questionnaires on the firm's website, perhaps with an incentive to encourage clients to take the time to share their thoughts (e.g., offer a $25 discount off their statements);

• Send out postcards (or e-cards) with one or two questions (perhaps enclose them with other mail and/or e-mail being sent to the client);

• Set up focus groups – invite a small group of people from your community (not necessarily clients) to a brainstorming session on what people prefer and expect from their attorneys. A nice gesture is to offer them a complimentary thank-you lunch;

• Create a dedicated voicemail "hotline" box for clients to voice their concerns and suggestions;

• Place a locked and secure suggestion/idea box in the reception area;

• Make sure all employees are trained to be alert and perceptive to client "cues": body language or remarks suggesting frustration or impatience;

• Attempt to get input from former clients who have fired firm attorneys about their reasons for seeking new counsel;

• Add survey questions to your client intake form (e.g., Why did you choose this firm?)

The bottom line

Attorneys are finally discovering the powerful practice management tool that client feedback offers, whether it is gathered informally or through a more structured format such as in-person client interviews. They have cast aside their fears, doubts and egos to seek input from the most credible resource available to them – their clients. They have learned that client surveys will give them well-earned positive feedback in addition to constructive suggestions for improvement. And their clients greatly appreciate being given the chance to offer their two cents worth.

If you're still not sure obtaining client feedback is a good thing for your firm to do, ask yourself these two questions: Who, besides our clients, can better tell us if the manner and quality of the services provided to them was satisfactory? And would you rather give disgruntled clients no other choice but to file complaints with your Bar's regulatory agency if they believe some type of corrective and/or compensatory action is warranted?

If I have persuaded you to give client surveys a try, I'm sure you won't regret your decision. And don't forget: always remember to thank your clients for taking the time to share their feedback. Likewise, if you adopt one of their ideas, let them know that too. Most clients are flattered and very appreciative to have been asked for their opinion, and you will be surprised at how many great ideas they have if you only listen!

Former practicing lawyer Nancy Byerly Jones is a regular contributor to Lawyers USA and the author of the book "Easy Self-Audits for the Busy Law Office," available from the ABA at www.ababooks.org. She enjoys her work as an office management solutions consultant/coach for attorneys and staff and as a family law and business disputes mediator. For more information, please visit her website at www.nbjconsulting.com. To suggest topic ideas for this column, please e-mail Nancy at: nbj@nbjconsulting.com or call her at 828/264-144, Ext. 10.