Client Service Orientation: Let’s Get Serious

Your firm is dedicated to client service as one of its pre-eminent
goals, if not the absolutely highest priority, right?

Not so fast.  Do you have a lawyer serving full-time as "Client
Services Advisor," serving as an ombudsman on behalf of the firm’s
clients and responsible for creating and overseeing more than 60 "client
service teams" (and counting)?  Akin-Gump does, in the person
of Iris
Jones. 

Swell:  What’s a "client service team?," you’re asking.

Essentially, it’s a tool for formalizing and institutionalizing collaboration
among the various lawyers serving Important Client X.   An
example will aid understanding even better than a description.  Here’s
how the "Technology-Copyright-Internet" group works:

"The TCI attorneys participate in client service teams with Akin Gump’s
patent attorneys, litigation attorneys and other practice groups. This
collaborative commitment to client service enables Akin Gump to assist
in providing clients with comprehensive counseling in all areas of
IP and overlapping areas of the law."

The goal is to approach the client relationship from the perspective
of the client’s business (and its concomitant legal needs) rather
than from the perspective of the firm’s legal expertise (which
may or may not be germane to the client’s business).

  The latter approach—starting from the perspective of
the firm rather than the client—is conceptually just plain mistaken. 

In practice, what does this really mean? 

• First, as noted, it requires genuine collaboration.  Teams
  need to be assembled and re-assembled as the client’s business and
  legal posture changes.  Now the team may need some focused litigators;
  next quarter an offshore tax expert; and the quarter after that an
  employment maven.  Iris Jones’ job is to stay on top of all
  this and make sure that today’s "A Team" doesn’t become tomorrow’s
  "Irrelevant Team." 
  Does this mean partners need to "buy in" with their heart and soul?  Check.
  Yes, this can be the hard part:  We all know that collaboration
  is not in the law school curriculum.  But never underestimate
  the power of self-interest to trump training.  As one Akin-Gump
  partner put it:  "In an increasingly competitive environment,
  the client service team has been invaluable in [strengthening] our
  relationship."
• Second, it requires plain old information-tracking.  Call
  it "Client Relationship Management" if you like, but lawyers must
  have one centralized repository for everything germane about the
  client’s legal needs and the history of its relationship with the
  firm.  We’ve all had the experience of phoning (say) the cable
  company to ask a service-related question or inquire about a bill,
  only to find ourselves forced to explain everything from square one
  with a succession of several different people.  As uninspiring
  as this is with the cable company, it leaves a positively ghastly
  impression coming from a supposedly sophisticated law firm.
• Lastly, it means the client service team has to have a vision of
  where the client fits within the firm’s strategic plan—a vision
  which is both clear
  and nuanced.  Lest I be accused of throwing around the phrase
  "strategic plan" loosely, I’ll try to define it:  "Strategic
  plan" in the sense I mean it is not the 3-
  or 5-year document delivered from the mountaintop and promptly shelved
  for terminal verboseness or immediate irrelevancy (the latter fate
  being nicely described by the epithet "OBE," or "overtaken by events").  Rather,
  a strategic plan in this sense is a continuously evolving awareness
  of the fit between (i) the marketplace’s specific demands; (ii) the
  firm’s ability (or short-term lack thereof) to meet those demands;
  and (iii) how the firm can develop to most closely align its capabilities
  and offerings with the evolving market.

Note the focus throughout is on "the clienit" and "the market" rather
than "the firm" or "the lawyer."

We have all known in our heads for some time, even if we have not
acted on it with our hearts, that excellent legal skills are merely
the price of admission in today’s globally competitive market.  That
means they cannot pretend to be your distinctive calling card; they’re
table stakes.

What could provide an enduring distinction, on the other hand, is
responding to your clients’ business (and, as a follow-on thereto,
legal) needs with the same alacrity and professional focus the client
itself would apply internally.  Client service teams may not be
the only route there, but they surely start at the right end of the
service spectrum.