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Table of contents<\/h2>\n\n- Consider It From a Client Relations Standpoint<\/a><\/li>\n
- Overcoming Autopilot Issues<\/a><\/li>\n
- Pointers for Setting Up Legal Client Service Protocols<\/a><\/li>\n
- Keep a Checklist of Legal Client Service Protocols<\/a><\/li>\n
- Related Resources on Legal Protocols and Processes<\/a><\/li>\n
- Play to Win<\/a><\/li>\n<\/ul>\n<\/div>\n
I\u2019m a very frequent flyer (over 3.6 million miles on Delta) so I know the drill. Recently, I was going through the CLEAR line at the airport and got picked for random screening, meaning I had to produce an ID. It was only then I realized that, when I changed purses before leaving the house, I hadn\u2019t grabbed my license. Fortunately, thanks to my helpful husband (and my penchant for getting to airports early), my ID arrived in time for my flight. It got me thinking, though \u2014 when you do something repetitively, it\u2019s easy to go on autopilot.<\/p>\n
Consider It From a Client Relations Standpoint<\/h2>\n
This incident reminded me of a speaker we had at a Legal Marketing Association conference a few years back. David Epstein<\/a>, author of \u201cRange: Why Generalists Thrive in a Specialist Environmen<\/a>t,\u201d explained that most of the best professional athletes had played several sports and how specialization can be detrimental to performance. While I can\u2019t remember the exact statistics, I recall he said the patients of doctors who perform different types of joint replacements (e.g., knees, shoulders, hips) have fewer issues than the patients of those doctors who do just one type of replacement (e.g., knees) all day, every day.<\/p>\nNow, I\u2019m a big believer in focusing on niches<\/a> and building subject-matter expertise, and there are definitely marketing advantages. However, my travel experience led me to think about this from a service delivery and client relations standpoint. How can you ensure you don\u2019t go on autopilot when working with clients?<\/p>\nOvercoming Autopilot Issues <\/h2>\n
One key to remaining engaged is to treat every client matter like it\u2019s the first time you\u2019ve seen it. Take a critical look at the issues involved to be sure you\u2019re not missing something. And, even if you have extensive experience in the area (which is why you\u2019re often hired), avoid the tendency to say, \u201cI\u2019ve handled hundreds of these cases\u201d or \u201cI could do this in my sleep.\u201d While you may think it\u2019s inspiring confidence, clients hear that they\u2019re just one of many; for them, their matter is the only one that matters.<\/p>\n
Pointers for Setting Up Legal Client Service Protocols<\/h2>\n
Another thing that can help overcome the autopilot syndrome is to establish client service protocols or processes to ensure nothing slips through the cracks and you are paying proper attention to the client. Here are a few examples:<\/p>\n
\n- Develop an informational sheet to provide clients at the intake stage<\/strong>. Map out the process that you, and they, will go through in a Gantt chart, a decision tree or a timeline of some sort. For example, if you\u2019re helping sell a business, put the major steps in a document and use that to update the client periodically on where things stand. This will also help ensure that you haven\u2019t overlooked something.<\/li>\n
- Establish a regular status-reporting protocol. <\/strong>Maybe it\u2019s a monthly pipeline spreadsheet of all the real estate deals in progress. Maybe it\u2019s a weekly status report on litigation matters. You may know you are on top of things \u2014 but does the client?<\/li>\n
- Remind yourself. <\/strong>Set up calendar appointments for quarterly visits or lunches with clients, schedule monthly check-in calls or calendar the status-reporting method you set up.<\/li>\n<\/ul>\n
Keep a Checklist of Legal Client Service Protocols<\/h2>\n
It\u2019s easy to overlook details when you do things a lot. My advice: Don\u2019t leave it to chance. I now have a checklist by the door to consult before I travel. Having your own checklist of client service protocols at the ready will help you keep a critical eye on all the details of their matters. <\/p>\n
Related Resources on Legal Protocols and Processes<\/h2>\n
Earning a Client\u2019s Trust: What It Takes<\/a><\/p>\nNew Client Onboarding: 5 Tips to Win Over New Clients<\/a><\/p>\nLaw Firm Intake: Save Time and Convert More Clients With These 3 Tips<\/a><\/p>\nGot a Process for Your Processes? Create Law Firm SOPs in 5 Easy Steps<\/a><\/p>\nPlay to Win<\/h2>\n
I\u2019m a very frequent flyer (over 3.6 million miles on Delta) so I know the drill. Recently, I was going through the CLEAR line at the airport and got picked for random screening, meaning I had to produce an ID. It was only then I realized that, when I changed purses before leaving the house, I hadn\u2019t grabbed my license. Fortunately, thanks to my helpful husband (and my penchant for getting to airports early), my ID arrived in time for my flight. It got me thinking, though \u2014 when you do something repetitively, it\u2019s easy to go on autopilot.<\/p>\n
Consider It From a Client Relations Standpoint<\/h2>\n
This incident reminded me of a speaker we had at a Legal Marketing Association conference a few years back. David Epstein<\/a>, author of \u201cRange: Why Generalists Thrive in a Specialist Environmen<\/a>t,\u201d explained that most of the best professional athletes had played several sports and how specialization can be detrimental to performance. While I can\u2019t remember the exact statistics, I recall he said the patients of doctors who perform different types of joint replacements (e.g., knees, shoulders, hips) have fewer issues than the patients of those doctors who do just one type of replacement (e.g., knees) all day, every day.<\/p>\n Now, I\u2019m a big believer in focusing on niches<\/a> and building subject-matter expertise, and there are definitely marketing advantages. However, my travel experience led me to think about this from a service delivery and client relations standpoint. How can you ensure you don\u2019t go on autopilot when working with clients?<\/p>\n One key to remaining engaged is to treat every client matter like it\u2019s the first time you\u2019ve seen it. Take a critical look at the issues involved to be sure you\u2019re not missing something. And, even if you have extensive experience in the area (which is why you\u2019re often hired), avoid the tendency to say, \u201cI\u2019ve handled hundreds of these cases\u201d or \u201cI could do this in my sleep.\u201d While you may think it\u2019s inspiring confidence, clients hear that they\u2019re just one of many; for them, their matter is the only one that matters.<\/p>\n Another thing that can help overcome the autopilot syndrome is to establish client service protocols or processes to ensure nothing slips through the cracks and you are paying proper attention to the client. Here are a few examples:<\/p>\n It\u2019s easy to overlook details when you do things a lot. My advice: Don\u2019t leave it to chance. I now have a checklist by the door to consult before I travel. Having your own checklist of client service protocols at the ready will help you keep a critical eye on all the details of their matters. <\/p>\n Earning a Client\u2019s Trust: What It Takes<\/a><\/p>\n New Client Onboarding: 5 Tips to Win Over New Clients<\/a><\/p>\n Law Firm Intake: Save Time and Convert More Clients With These 3 Tips<\/a><\/p>\n Got a Process for Your Processes? Create Law Firm SOPs in 5 Easy Steps<\/a><\/p>\nOvercoming Autopilot Issues <\/h2>\n
Pointers for Setting Up Legal Client Service Protocols<\/h2>\n
\n
Keep a Checklist of Legal Client Service Protocols<\/h2>\n
Related Resources on Legal Protocols and Processes<\/h2>\n
Play to Win<\/h2>\n
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