When a firm attempts to bolster its bottom line, an often overlooked tool is improving communications with clients.

In this way a firm can gather valuable insights about its performance, while also making the client feel important and valued -- a key element in client relations.

In last week's article, we discussed the use of client surveys to gather feedback to improve performance and ultimately profits. In this article, part two of three, we will discuss yet another tool to aid client communications, the client interview.

In the business world, senior executives hold these client interviews once or twice a year with key clients because they know that small problems can snowball, with the end result being that the client takes their business to a rival. This is a consequence that could easily have been avoided by properly gathering of information from the client, and putting to use their sometimes creative suggestions.

Reliable Sampling

For client interviews, most organizations find that if they target 10 percent to 12 percent of the total client base, they are hitting a reliable sample of clients.

In the interview, a firm can gather information on such important factors as loyalty of the client, reasons for considering a rival firm, inefficiencies in service and ideas on how to improve performance.

One-on-one interviews are usually conducted to follow up on a previously completed client survey, but some firms find it helpful to conduct them as a first step.

Carol Allen, director of business development at Kaye Scholer Fierman Hays & Handler LLP and principal of the consulting firm, Uncommon Leadership, has been involved in a research project on the subject of law firm client interviews. Allen said that a skilled interviewer who knows how to build rapport and ask to the right questions can elicit insightful "gems" that a firm would not otherwise receive.

Typical responses that a managing partner would value include: an in-house counsel who voiced dissatisfaction with the high legal expenses for mediocre work, a comment never before shared with the law firm; a bank president, about to retire, who remarked that the firm had not taken the time to create a succession plan for future relationships and work at the bank; and an in-house counsel who commented on a revolving door of associate turnover, characterizing the work as second-rate, and adding that the firm ought to conduct better recruiting.

Research the Client

To get the best results from an interview, first prepare by researching the client. Beyond recapping the client's history, prepare a portfolio of information on the client and his or her business or practice, the industry in which they operate, and their major competitors -- often this is a source of legal issues. With on-line sources such as Lexis, this portfolio can be assembled quickly.

The next step is to select those who should conduct the one-on-one Interview. This can be the partner in charge along with a marketing director, administrator or consultant. Although most attorneys would be reluctant to have only an outsider perform the interview, doing so may allow the client to be more forthright. This is a judgment call for the firm.

Focus on Three Areas

Have each interviewer read the portfolio and history, meet together to prepare an agenda and to construct questions in three areas:

(1) Opinions. For example, tell us your opinion about working with the firm and our services, good and bad;

(2) Suggestions. Ask for ways in which the firm could be more helpful, such as what else can the firm do to be of service, both in terms of legal services, and extras -- training, audits, networking connections, etc. -- and;

(3) Projecting. Ask how the client will face the issues and challenges ahead. At this stage, interviewers can both listen and make suggestions.

Lawyers are adept at cross-examination and at getting to the root of an issue, such as examining a winess at depositions. These in-depth question-and-answer sessions are a good back-ground for conducting client interviews -- with the main difference being that you want to avoid alienating the client -- and will serve the interviewing attorneys well when they go before a client to try to extract information from them regarding their own performance.

Therefore, an attorney already has the basic interviewing skills available to him or her so that the interview should not be an intimidating task.

Also, remember that by obtaining responses from clients, a firm will be going to the source of its profits for feedback on performance, which will provide a more reliable measure by which to improve its services and ultimately profits.

© Copyright 2002, The Success Group

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