Client-centricity redefined - the power of listening differently

Firms with robust client listening programmes often win more work from both new and existing clients. So why do only half of law firms - and I suspect even fewer accounting firms - have a formal listening programme?

Client listening is a competitive advantage for the firm. But what about the client's perspective? How do they feel about the firms who listen best??

For the firms without a formal listening programme, or ones who still rely on annual surveys, do their clients feel heard? Do they feel like their experiences matter to the firm?

It's common to hear individual lawyers say, "I know my clients," and in most cases they do. Yet BD and marketing teams frequently express frustration that this vital client insight remains locked away in personal interactions.?

I think relationship strength is being confused with insight about the client. Individual familiarity trumps collective insights. This begs the question: Do your clients feel heard?

Or do your clients feel like a frustrated soap opera character shouting “no-one’s listening to how I feel”!? Yes I watch Neighbours too often :)

Client-centric listening

For firms that position themselves as client-centric—a claim made by most, according to their websites—client-centricity should be assessed by the clients themselves. Otherwise, you’re just marking your own homework!

If client-centricity is too theoretical, let's look at this through a Business Development lens.

If the firm is doing great work, if all is rosy with client relationships, why wouldn’t you want to ask for feedback? Followed by asking for a testimonial or referral? But what if a client isn’t that happy? Well, surely you need to know while you still have time to strengthen the relationship?

Gathering feedback should be as natural as sending out invoices. “It’s not the right time” is never a reason not to send a bill. Likewise “I speak to them all the time” doesn’t prevent formal letters being sent out. So why should these be reasons not to check in on client experiences?

Ironically, billing and communications are two big sources of negative client experiences. But that’s a topic for another day. Let’s stick with how clients look at your feedback programme.

The trouble with assumptions

Why are many client listening programmes still annual and/or opt-in processes? There seems to be an assumption that clients don’t want to be asked.

I get the impression that many lawyers see client listening as a selfish activity. Something the firm does to clients, to collect data for the firm.?

To be fair, some feedback programmes are like this. Clients are asked a string of multiple-choice questions that force them to categorise their experiences in buckets designed by the firm. Clients do the work, so the internal reporting is faster. It’s an approach that leaves clients feeling researched rather than heard.?

Think about your own survey experiences

This isn’t unique to law firms. As a consumer I’m sure you’ve been sent plenty of frustrating surveys, where you keep answering pages of closed questions in the hope there’s a wee box where you can tell them what’s actually on your mind.?

Deep down you know they’re not listening. You’re being measured, not understood. But you like the brand, and you hope next time will be different.

A simple example is the coffee shops and restaurants people choose to go back to. Everyone seems to have a story about one where the staff and managers seem genuinely concerned about them having a great experience. The staff seem to listen differently, so customers keep going back even though others are closer or cheaper.

Is your client feedback programme part of your sales pitch?

“We are passionate about client experience. So once we’ve finished doing the work, and are about to send you the bill, we will ask you for your feedback. And if it’s positive, we’ll ask if we can use it as a testimonial.”?

Said no pitch deck ever.

A good test of what your clients think about your client listening programme is to tell them. Be up front in the pitch. Show them when and how you listen. If your firm is client-centric then show - don’t tell - clients how you keep your finger on the pulse.

With traditional client listening programmes, this wouldn’t work. “We send you an annual survey when we have the time and resources to run the project” isn’t a great sales line.

But that’s the opportunity, not the problem.

Show clients you are listening

As I said at the beginning, client listening can be your competitive advantage. But only if you evolve your programme to make clients feel heard, not researched.

A client feedback programme worthy of space in a pitch deck, would be ‘always-on’. It would:

• Make it easy for clients to share their experiences when they’ve got something to say
• Collect feedback from all stages of the client journey
• Incorporate experience signals seen in operational data
• Include the voice and ideas of employees
• Unify voice of customer data like complaints, testimonials and informal feedback

In short, it would show clients that you are always listening, learning and responding to their needs. Your clients aren’t standing still. Your listening programme shouldn’t either.

#clientlistening #professionalservices #businessdevelopment #lawfirmmarketing

MyCustomerLens | always-on listening

Paul Roberts is CEO of MyCustomerLens, the always-on client listening platform for professional services firms seeking a competitive advantage. MyCustomerLens helps firms evolve their client listening into programmes they would proudly show prospective clients.