“Put yourself in the shoes of the client and don’t sit on the fence,” advises Jonathan Selvadoray, founder of Zaven Legal and former managing partner at CMS Cameron McKenna’s Shanghai office, during a recent Platforum9 session. Drawing from his unique perspective as both a law firm partner and in-house counsel, Selvadoray shares insights on building and maintaining key client relationships in today’s legal landscape.
Understanding Client Diversity
The first step in effective client relationship management is recognizing that clients come in different shapes and forms. “You don’t necessarily deal with the same person on the same matters all the time,” Selvadoray explains. “You are dealing with a client who could be a business person, could be someone from the legal department, could be someone from another department.”
This diversity means there’s no one-size-fits-all approach. Some clients prefer comprehensive email updates, while others value brevity. Some want partner involvement in every call, while others are comfortable working primarily with senior associates.
The Communication Challenge
One significant obstacle in building client relationships is the reluctance of in-house counsel to share information fully. “Some in-house feel they don’t have the time and it’s not perhaps so important,” Selvadoray notes. “Others might think ‘I’m sharing the secret sauce here.'” However, he suggests this hesitation is often misplaced, as most of what’s considered confidential is actually market practice.
Real-Time Feedback
Rather than relying solely on annual reviews, Selvadoray advocates for immediate feedback mechanisms. “Instant feedback is the best,” he argues, suggesting that even a minute or two at the end of each call can provide valuable insights. He proposes implementing simple rating systems, similar to those found in other service industries, to capture client satisfaction consistently.
Managing Difficult Relationships
When it comes to challenging clients, Selvadoray is direct: “Sack those clients. You’re not forced to work with your clients.” He recommends an annual review of client relationships to identify misfits, whether due to personal dynamics, expertise alignment, or expectations. “There’s an opportunity cost for everything,” he notes, emphasizing how problematic clients can impact team morale beyond just billing considerations.
The Role of Technology
Modern client relationship management requires effective data capture and sharing. Selvadoray suggests leveraging AI and other technologies to record and summarize client interactions, ensuring important information doesn’t remain solely in individual lawyers’ heads. This becomes particularly crucial when multiple practice areas serve the same client.
Team Management Evolution
The future of legal service delivery involves managing increasingly complex processes and relationships. “More and more, you are managing a process. The legal advice is perhaps 20 percent of your work,” Selvadoray explains. This evolution requires strong management skills to orchestrate various service providers, including alternative legal service providers and technology companies.
Maintaining Long-term Relationships
For ongoing client engagement, Selvadoray recommends targeted, concise communications. “Forward a newsletter, an article… just a quick WhatsApp,” he suggests, emphasizing that communications should be brief and relevant. He also notes the value of leveraging firm-wide knowledge to identify potential opportunities for clients.
Defining Key Clients
What makes a client “key”? According to Selvadoray, it primarily comes down to repeat business. While one-off matters can be significant, true key clients provide consistent work across multiple practice areas. However, he cautions against unrealistic client expectations: “Some clients expect you to work only for them and at the same time be on top of all market trends and not work for anyone else.”
Looking Forward
The path to better client relationships involves several key elements:
- Identifying dedicated relationship managers
- Implementing effective communication systems
- Utilizing technology for data capture and analysis
- Engaging junior lawyers in relationship building
- Employing non-lawyer managers for process efficiency
As Selvadoray concludes, success in client relationships ultimately comes down to understanding and meeting client needs while maintaining clear boundaries and professional standards.
