How can you help your staff retain their clients?

I’m not going to say “this is a challenging time”. There’s no need to replay all that. You already know. What’s more important is that some of the unknowns may derail your competitive ability to retain work and clients over the next few months. I’ve written about this at more length elsewhere (see here) But some of the key bits are ensuring that not only do you know what your clients want, but you understand how emotionally capable staff – and their line managers – are to deliver it. That requires finding out, in a sensitive, and risk-free way. You can’t be resilient if you don’t know what you need to do to create that...

The post Brexit route forward for marketing and learning and development staff

Shortly after the referendum on UK membership of the EU Robin and Phil Gott of Peopleism created a short “manifesto” for those in key roles on responding to the changed conditions created by the result. This is more true than ever now. You can see the manifesto here.  Additionally, its become clear from our interviews of clients of law firms, accountancy firms and other professional advisors that understanding client challenges around Brexit, and providing insight, is a clear route to competitive advantage. Or, disadvantage if you don’t do...

“The solicitor disappeared!” – the impact of turnover on client relationships and how to handle it better.

Though it shouldn’t, it still surprises me when I hear feedback from clients of law firms about a particular issue. If anything it seems to be becoming more frequent.  We hear “war stories” from clients who talk about contacting the person dealing with their issue at a law firm, only to find that person is no longer there. There has been no communication either from the solicitor or the firm as a whole. At best the client has to then provoke a response by the firm to allocate to another lawyer, and spend some time “re-educating” the new person responsible for their matter. Put yourself in the client’s shoes. It’s irritating enough to have to spend additional time; additionally it doesn’t feel as though the law firm particularly values the relationship with me.  So it’s not surprising that the client then often says that they are either less likely to give the firm work in the future, or that while they will instruct it in other areas, they have lost confidence in one particular practice or team. We’ll shortly produce an article on how to deal with the root causes of this...

Making more effective use of insight (by wasting less time)

Thriving did a small research project last year looking at some non-client firms and exploring areas of best, good, and less good practice. You can see the results in more detail in the Articles section.  What is hampering firms gain the benefits of client insight in many cases, is the time spent “manually” gathering, collating and analysing insight. The focus is on cranking the handle rather than exploiting the result. The “admin heavy” nature of this is sometimes because of an understandable desire by partners to maintain control.  An hour spent by staff manually finessing processes cannot be spent in consulting with decision makers about the actions the firm should take. There is a massive opportunity in many firms to improve this – we have a free benchmarking tool for any one who’d like to review how they compare to good practice – contact Robin if you’d like to access...

Client insight – some self-review questions

I recently wrote a piece on questions that firms should ask themselves, when reviewing their level of client insight. Here are some of them in case helpful for anyone as a check-list. Can your activities be improved to better answer these issues? * What are the most profitable opportunities? * What is the potential demand for new specialisms? * Where should the firm position itself to gain more profitable business? * How can more revenue be generated from the current client portfolio? * How can we reduce client loss? * In which clients is there untapped potential for more work? * How can we improve the return from marketing and BD? * How can we ensure all of our investments – including training and CPD – help improve revenue growth and...

Thought leadership…an update

A while back, I wrote about how thought leadership was potentially very powerful but was being misused by some firms (who consequently did not secure the benefits they hoped for). There’s a useful update on this which I saw recently in an article in the Legal Futures website (though the points are applicable across all professional services). The authors note some more important elements to getting this right, and also some interesting research into the impact on decision makers and senior executives. It’s worth taking a look and thinking if the suggestions can improve the effectiveness of your own...

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