NQ blog - March 2016: Seeking out feedback from clients

I read a really interesting article in this month’s Journal by Stephen Gold entitled ‘Through The Client’s Eyes’. The article talks about the importance of client interaction and client feedback.

In a practice like mine at C&M, our clients are different from those of, say, the larger commercial firms. We invariably have individuals seeking criminal and/or civil legal advice, compared to multi-national companies in the latter. Regardless, clients should be at the heart of any type of business, not just in the legal sector. Feedback from clients can be a good way of reviewing the way in which your clients are being serviced (or, at least, how they feel they are being serviced) and make any necessary changes to improve.

How might feedback be received? One way is that clients might in fact offer this without having been asked. Whether it is critical or constructive, it is always good practice to listen and take it on board. Even if it is critical feedback, it presents opportunity for growth; what did I do wrong, how can I prevent this from happening in the future? So, unprompted feedback is one way.

The Journal article mentions the use of a questionnaire. However it goes on to state, and I would agree with this, it may not prove very useful. It could be sent to clients via email but, realistically, how many are likely to respond. A more realistic proposal is, of course, a meeting with the client. The meeting being referred to in the article is one scheduled for the purpose of receiving feedback.

I like this idea, however, I would hesitate in suggesting that we adopt this approach in my own firm. Given our size and volume of work, it would be more practical and beneficial for us, I think, to include an extra five/ten minutes at the end of each client meeting for this purpose; rather than schedule a meeting solely for feedback. That being said, the article wisely suggests that any review or request for feedback should be carried out by someone not closely connected with the client/case. Again, however, in smaller firms this may not be practical and the solicitor handling the case might be the only person available to engage in such dialogue with the client.

I wholeheartedly agree with the assertion in the article that clients might partake with 'gusto' in so far as they know their views are regarded as important and are being taken into account. After all, it is their case! So it may be beneficial in the long run to check in with your clients every so often for the purposes of information gathering and feedback. Listening to them and taking their views on board is an effective way, as the article suggests, in creating stronger relationships for the future, for the benefit of your firm and your clients.