Billing Accuracy.

Be sure you have a system in place for checking the bills for clerical errors before mailing. Be sure all names are spelled correctly consistently! Be sure amounts billed are

according to agreement with a client! If there is a forwarding balance from a previous billing, be sure all payments and other credits have been applied properly! And last but not least - be sure the bill is addressed to the right person at the right address!

Clients are paying closer attention to the bills they receive. They are often explicit about the form and content they would like to see in their bills because they want to know what they are paying for and how much each type of work costs.

Clients have a right to know!

Just by looking at the bills they receive, they should be able to determine what resources were used to produce their legal work. That is the only way to effectively value the services and present the work as a good value to the client and profitable for the firm.

Client Communication / Relationship Management

==================================================================== Numerous bar association studies and client surveys have repeatedly shown that clients’ anger and disgruntlement are not the result of poor legal work, but rather the lack of common courtesy displayed by attorneys. Clients complain about unreturned telephone calls and, if calls are returned, they are often days or even weeks late.

Even more seriously, attorneys ignore written correspondence, rarely responding in a meaningful way within a reasonable amount of time. Clients feel that they become a number, or non-entity once they have hired an attorney. These clients’ views, sadly enough, are confirmed by attorneys’ attitudes of being “bothered” by clients with the smallest details. Attorneys feel that they could not complete their jobs if they paid attention to every client communication.

and crucial to good client relations.

We will look at several techniques to promote good client relations and then focus on ongoing relationship management.

First, we must realize that each client is different. Therefore, the attorney must create the communication process suitable for each client. Some clients want to participate in or at least be informed about every move the attorney makes, others become annoyed if inundated with paper or telephone calls. It is important that during the initial client interview, the attorney asks the client to which degree he would like to be kept informed. Do not keep the matter of

communication to chance!

Once the attorney determines how the client wants to be kept informed, instructions should be placed in the client’s file for all staff to see. If a new attorney or staff person comes on the case, they can easily review the guidelines and instructions and respond accordingly.

The most frequently heard complaint is that attorneys do not return clients’ telephone calls. By returning phone calls promptly, the attorney will set a good precedence for client satisfaction. All calls should be returned within twenty-four hours. Sometimes it may not be necessary for the attorney to return the calls him/herself. If the attorney has other staff return the client’s telephone calls, it is important the client know this person. The attorney can assure the client that even though his/her assistant may place the call, the information given still comes directly from him. When the attorney decides to return the client’s calls personally, it is recommended that a certain time during the day be set aside for this task. This is no different from scheduling an appointment. Also, the attorney’s staff will be able to let the clients know when they can expect a call back. The advantage of having an assistant return calls is that the assistant is more likely to be in the office at various times, whereas the attorney’s availability may be limited.

Misunderstandings are usually the result of two main sources: poor communication and miscommunication. Creating a memo system is a very effective way of solving this. When a client calls with additional information on the case, ask him/her to put it in a brief memorandum and fax it to you or e-mail it, if you are linked electronically. This way you always have

something in writing to refer to as needed. Similarly, when responding to a client’s request, put it in writing. Later, if you need to discuss the matter over the telephone you can refer to the written memorandum.

To prevent miscommunication, it is best to follow up each telephone conference or personal meeting with a letter, stating all decisions reached and issues addressed. Clients often say that the attorneys do not do the work they say they will, don’t do the work timely, and make mistakes on details of substance. Most of these problems can be solved with the follow-up letter. This letter summarizes what happened in the meeting, and guarantees that everybody heard the same thing. If necessary, changes can always be made. The follow-up letter allows both the client and the attorney the same understanding of what took place, and the same expectations of what is to come - all of which greatly reduce the chances of client disappointment and

The basis of good client relations is prompt and reliable attorney - client communication. Developing a good system may take some effort, but the pay-off will be well informed and satisfied clients.

Once a communication system has been developed, we move toward a relationship management concept in the ongoing process of client relations. Relationship management is the center of Total Quality Management. Many firms are adopting the TQM approach in their practice of law. This approach was born out of the need to improve service to the client. Many traditional law firms are structured in such a way that the critical element of administrative support is service to the attorney, who, in turn, serves the client. In such firms, individual attorney needs determine how the firm’s support services are conducted. In the client-centered law firm, all client service personnel serve the client directly. The attorney is viewed as simply one team member involved in providing that client service. This approach directs the work to the most capable, but least expensive person in the firm.

Some effective checks and balances for a workable relationship management program will include a series of questions, such as:

1. Does the firm treat clients over the duration of the relationship in the same way as

when first pursuing their business?

2. Are client satisfaction interviews given?

3. Does the firm have a policy for promptly identifying and addressing client

complaints?

There are several ways to initiate a dialogue with the client: firm-hosted luncheons; client focused task forces; client interviews; and/or structured partner/client conferences on service quality and enhancing relationships; have the whole client team from the firm meet with their counterparts at the client; find out how much the client wants to be involved in strategy; discuss time and dollar budgets; ask the client for feedback as case moves along; discuss changes in strategy, etc. It is also recommended to do a post-mortem audit with the client on each matter to assess satisfaction, items for improvement, and future needs.

Additionally, clients are increasingly distributing written engagement guidelines and requirements. Some of these documents deal primarily with billing issues, but are increasingly covering goal-setting philosophy, status reports, staffing, budgeting, media contact, research, approvals, communication channels, and other special issues. This information source must be factored into any relationship management guidelines and should be heeded conscientiously.

There should be internal processes to evaluate the commitments to the clients to avoid gaps between client expectations and service product delivery. Externally, a process should be created to determine client satisfaction and adjust to meet clients’ needs before any

dissatisfaction becomes damaging. From time to time there should be a “performance evaluation.” Some firms believe that all is well and first class service is provided, unless the client complains. Firms can no longer afford that complacency.