The quarterly publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/271291
WWW.ILTANET.ORG 71 Firms should also be client-focused. There's a tendency for people in law firms to think they know what the answer is. Going back to Michelle's points, we need to understand what the client really needs and wants. We must focus on the client, because they ultimately determine the volume of work given to us. In addition, we must engage in proactive discussions. Think about ways to do things best with the client. Don't be shy about asking for feedback about what else we can do, what works well and how we can improve. Clients appreciate — and increasingly are coming to expect — that, and that's what we should be doing. need to know what a client is and is not willing to pay for and then deliver exactly what the client wants — no more, no less. Hit the nail every time. Firms should also understand that change is inevitable when you're managing matters and working with the client. You need to have in place ways to anticipate and be proactive about the changes that occur, keep tasks on track and make sure your client is informed along the way. Stuart: I'd say be responsive; be accessible to the client. One big client complaint is not being able to get in touch with their lawyer, whether by telephone, email or other means. having a customer relationship management system in place. What are the top three things a firm can do to improve client satisfaction? Michelle: First, firms must completely understand the problem the client is trying to solve. It's most likely to be a commercial problem with a legal dimension, not just a legal problem. The problem should be translated into a project scope which is agreed upon by the client. The second thing is to understand what value means to your client. We're often quick to jump off and start action, but we Michelle Mahoney Michelle Mahoney is the Director of Legal Logistics at King & Wood Mallesons in Austrailia. In a career spanning over 20 years, Michelle has generated a global reputation for her strategic skills in project management, managing risk and combining law with technology to innovate and deliver results. Michelle created and now leads King & Wood Mallesons' applied legal technology, legal project management, legal practice improvement and legal process outsourcing initiatives. Michelle is a certified Prince2, AIPM and Lean Six Sigma Black Belt. Contact her at michelle.mahoney@au.kwm.com or on Twitter @michmahon. The George Washington University is an equal opportunity/ affirmative action institution certified to operate in Va by SCHEV. 39170 For more information, please visit cps.gwu.edu/lawfirm or call 1-800-JOIN-GWU (564-6498). Offered by GW College of Professional Studies Strengthen Abilities In Strategic Leadership And Legal Management Master of Professional Studies in Law Firm Management Enhance your career value and learn from a faculty of legal consultants, professors of management and technical specialists. Designed for working professionals with online learning and short-term residencies. Benefit from shared experiences with colleagues from firms of all sizes.