Improving client relations

When considering how a practice can enhance its reputation it should come as no surprise that much depends on how partners and staff interface with clients. People do business with people, and no matter how wide the range of services nor how technically excellent and efficient the work, if the client does not get along with the partners and staff who work on his behalf then he will almost certainly take his business elsewhere. This is why it is so important that firms take the time to ensure that the interface between staff and clients is always a positive experience.

Despite the fact that most firms are well aware of the importance of good client relations it is comparatively rare to find one that considers it a concern which extends much beyond the partners themselves and perhaps their more senior staff. However this is a very short-sighted attitude and unless the relationship is considered as an issue that affects everyone, there is a very real risk of unwitting damage to the firm’s reputation.

All the people in the practice who meet or talk to clients – and in principle for most firms that is practically everybody – are involved in the process of cementing client relations and training should be provided to make sure their ‘people skills’ are up to the task.

For almost every client (and, indeed, potential client) the first point of contact with the firm is the receptionist or telephonist, yet frequently the importance of their role is undervalued. First impressions count and as well as being pleasant, helpful and efficient they should be aware that an essential part of their job is to make every client feel valued. This means remembering the client’s name and who their lead partner is, ensuring that messages are taken and passed on as soon as possible, and (no matter how rude or irascible the client may be) remaining calm and polite. Even such small touches as remembering what a client likes to drink or whether they take sugar in their coffee will be much appreciated and, more importantly, remembered.

Always in the firing line is the secretary/pa, and this is a position that has changed quite dramatically in recent years. It is she (and even in these days of equality it is usually she) who is ideally placed to help create and maintain the client/firm relationship. Fortunately many firms are now making far better use of the administrative and interpersonal aspects of the role and placing a heavier emphasis on developing these skills rather than viewing the secretary as a ‘gatekeeper’ protecting her boss from everyone – including the clients.

For many clients, and particularly their staff, their most frequent contact with the practice will be the annual visit to carry out the audit and prepare the accounts or monthly visits for bookkeeping and management accounts work. Whether the staff involved are the most junior of the technical staff or experienced people a great deal of thought must be given to the effect they might have on their hosts. Inevitably their presence will cause some disruption and inconvenience to the company, but it is their attitude that will make a lasting impression. Are they polite and friendly? Do they make an effort to cause as little upheaval as possible? Or are they aloof and distant, intent only on the task in hand and oblivious to the efforts made to accommodate them?

Auditors and accounts preparation staff (and in particular the more experienced audit seniors and managers) are well placed to enhance the value of their tasks by looking out for ways in which the client could improve their efficiency or spotting opportunities for offering additional services provided by the practice. However, the client is unlikely to be receptive to new ideas from someone he can’t wait to see the back of.

It is in the interests of the firm and its clients to spend some time ensuring that the inter-personal skills of all staff are developed to the point where the firm can be confident in their ability as ambassadors for the business.

Many firms remain in blissful ignorance of their client relationship failings, because they never ask. Those who take the trouble to find out – either in client meetings or by sending out client satisfaction questionnaires when assignments are completed – can take remedial action if necessary and thereby preserve their reputation.