But the risk of inaction outweighs any possible risks associated with making changes to meet client demands. Ignoring client service is especially hazardous, because it leaves attorneys unprepared for sustainable growth and puts them further out of touch with a client’s needs. When it comes to client service, a short-term mindset means long-term loss of business and increased pressure to make ends meet.
The good news is that a path forward awaits with plenty of opportunity to create a competitive advantage while giving clients the service they expect. In fact, the changes made now to track and enhance client service offer a powerful “first mover” advantage, since such actions are likely not being taken by competitors. This white paper will analyze the issue of client service for firms, show how clients are changing, and offer guidance on what firms should do.
A savvier and more demanding client
Today’s clients are more sophisticated than ever, largely because they have access to a virtually limitless amount of information about their legal issues: legal problem guides, how-to blogs, and even DIY services, to name a few. In turn, that knowledge increases the number of options available to clients, and the level of client expectations continues to rise. An attorney can now expect a much different first meeting with a client where the client is versed on his or her issue and more apt to demand a certain outcome.
However, that research may not necessarily be equipping clients with the proper information—which leads to other challenges. Claudia Lagos, a criminal defense attorney and partner at Scully & Lagos in the Boston area, is seeing these changes. For her, a big hurdle is the self-perceived expertise clients have when they come into her office: “You constantly have to deal with a lot of self-anointed lawyers on the internet. It’s definitely a tougher thing for dealing with clients and their ultimate satisfaction.”
In addition, the online world has created heightened demands for speed. Legal consumers today expect immediate value and give attorneys a short time frame to respond. According to the Thomson Reuters U.S. Consumer Legal Needs Survey, 55% of respondents who chose to act on their legal need did so in a week or less. That’s a quick turnaround to give clients the information they need, respond to their requests and get them to make a hiring decision.
The need for speed holds true for existing clients. “The most important thing is that I’m available,” Lagos says. “I think the most common complaint that you hear is that they haven’t been able to get a hold of their attorney.”
Compounding matters is the fact that 85% of legal consumers contact or seriously consider just two attorneys or law firms per legal need. In other words, they are doing their homework online to learn more about their legal options and narrow down who they will contact.
Because of that, a firm’s client service process starts before a client ever signs on the dotted line. The first interaction with an attorney’s online and offline reputation makes first impressions that much more important.
At the same time, though billable hours are shrinking, that doesn’t mean the work is decreasing. In fact, it’s just the opposite. For those firms surveyed, 74% identified spending too much time on administrative tasks as a challenge. As billable hours decrease, work is increasing that pulls attorneys away from clients. It shows that law firms have come to grips with the issue but haven’t identified the necessary solutions to fix it.
Because of all these changes, the client service process now encompasses more of an attorney’s mindshare and time. It’s still about providing excellent legal expertise and giving clients a clear and accurate perspective on a case, but it’s also about responding to calls, texts, and emails; managing lofty expectations; and showing how the firm is evolving with technology.
A tepid response
The issue of client satisfaction is weighty, and most law firms are paralyzed by how to address it. While 83% of those surveyed said client satisfaction rates define success, attorneys aren’t tracking client sentiment and the majority aren’t seeing improvement in satisfaction ratings.
The struggles are evident when half of those surveyed said they haven’t determined how to address the issue of clients demanding more for less, often known as rate pressure. On top of that, only 16% of respondents noted providing better service to their current clients was a goal for the coming year.
With the myriad challenges facing law firms, attorneys are struggling to react to an underlying problem that is showing outward symptoms. Of course, it’s easier to focus on a tangible bottom line than it is to look at the emotions surrounding a client’s happiness. However, ignorance isn’t bliss.
Law firms know a lack of action surrounding client satisfaction exists, but other metrics can seem more definitive and are much easier to track. While a metric like revenue must be measured, ignoring a formalized process for tracking how clients feel is leaving a gap between how attorneys think clients view them and how they are actually perceived. The reality is an unsatisfied client base searching new avenues for legal expertise and representation and law firms that are content to lose their business.
But for those willing to make changes, the problem can be eased. And those who are already addressing the issue of client satisfaction continue to close the gap.
