For small and mid-size law firms, client feedback isn’t just a way to gauge satisfaction—it’s a tool for growth, refinement and differentiation in a saturated market. Many larger firms have the luxury of expansive marketing budgets and brand reputation, but for smaller firms, success hinges largely on word-of-mouth and client loyalty. Every piece of feedback, whether it is praise or critique, offers a direct insight into what clients value and what they believe can be improved. Here’s how small and mid-size law firms can harness this invaluable resource and create an effective client service feedback program.

Business development isn’t the exclusive domain of senior partners in a law firm. The competitive nature of the legal industry calls for a reimagined approach where each individual, regardless of their role, becomes an ambassador for the firm’s growth and brand. By harnessing this collective power, firms can create a dynamic, holistic and client-focused approach to business development.

In an ever-competitive legal landscape, growth and client retention are paramount for law firms, regardless of their size.

While traditionally the onus of business development (BD) has fallen on senior attorneys or partners, today’s dynamic demands a more collective approach. Let’s delve into why creating a firm-wide business development culture is imperative and how to nurture it.

A law firm’s most precious assets are its clients, which are the source of both today’s business and tomorrow’s referrals.

Therefore, you’d think that firms would strive to integrate the voice of their clients into all they do.

Unfortunately, many law firms fail to adopt a client-centric mindset as they engage with their clients and prospects, which often leads to what I call lots of “random acts of marketing.”

The fundamental and critical elements of business development success include forming strong online and in-person relationships, and providing exceptional client service at all times.

Clients want to hire lawyers who make them feel good about themselves and who make them look good, both inside and outside their organizations.

As a legal marketing professional, your job is to assist lawyers to identify ways in which your firm can add value to a client/contact and solve an issue that they have or better yet, will have. This type of dedicated and proactive client service will enable your firm to be an exceptional legal service provider, and—if successful – to be viewed also as a trusted business advisor.

Here are eight ways to adopt a more client-centric mindset at your firm: 

Clients come to law firms because they need help finding and implementing solutions – each law firm employee is in essence a legal solution provider and a problem solver.

And in a crowded and often unpredictable business climate, it is more important than ever to embrace and anticipate changes to meet the shifting needs of clients.

Most importantly, we always need to put our clients first and ensure that every employee embraces a client-centric mindset.

You may not want to hear this, but being a great lawyer at one of the top firms in the Am Law 100 doesn’t guarantee you a solid book of business anymore.

Neither does having a law degree from one of the top schools in the country.

None of these fancy credentials matter if you don’t have the right people skills (or emotional intelligence) to connect with clients on a personal level. 

If your alumni relations program is not a priority for your marketing, recruiting and business development efforts for 2022, it should be!

Here are some ideas for how to creatively