I know for a fact that there are lawyers in many firms who “get it” when it comes to client service, but whose firms don’t. In my experience and and from discussions with many in-house counsel, there aren’t many firms that “get it” on an institutional level. From where I sit, the difference is one of leadership. If a leader is thoroughly committed to client service, it is more likely that the firm will show evidence of “getting it” as well.
Why the focus on leadership? Some lawyers may focus on client service as a means of enhancing relationships that generate revenue for the firm and compensation for them. But others not similarly motivated or invested may not. Leaders can provide examples for everyone and set the tone by rewarding client service focus at all levels. The powerful message is hard for others to miss.
Equally important, however, is the leader’s direction to teaching, training and mentoring. Client service can be taught, and it is the leader’s obligation to make sure the firm devotes the necessary resources to a quality education program. From teaching receptionists how to answer phones, to effective use of phone mail, email, blackberries and other internal features, to eliciting input from the firm’s clients on their personal preferences, it is the leader who provides the impetus for such actions.
The other key aspect of quality leadership is his or her attitude toward mistakes. Law is a human endeavor, so mistakes will be made. It is the leader who sets the attitude toward mistakes. Viewing mistakes negatively drives mistakes underground, hidden from discovery (an punishment). Instead, mistakes must be welcomed as a chance to improve relationships. This isn’t to say that there should never be negative consequences from mistakes, but good faith errors will be made and need to be recognized, pointed out to clients and turned into learning opportunities for everyone. Its obvious to see how a weak or ineffective leader could fail to set the right tone on the issue of mistakes.
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