Reconceiving Client Surveys, Part 1: Remind Them Why They Like You

Why do so many client satisfaction survey introductions begin with some variation of “In order to better serve you and improve our overall relationship….”? At best it’s an expression of low self esteem, and at worst it’s an invitation to find fault. Despite their empirical trappings, surveys are as much marketing as they are client service. Wouldn’t the surveys be more valuable to both you and your clients if you used them as the beginning of a discussion about what’s going right in your relationships, and how to leverage those strengths into other areas?

How You and Your Clients Can Get the Most Out of Your Satisfaction Survey

  • Structure your survey as an inverted pyramid — The level of thoughtfulness and detail in responses falls off rapidly in surveys, so pose questions in descending order of importance. For example, don’t start off by asking the respondent to rate you on whether their phone calls are answered as promptly as they’d like. (That comes from an actual Big Law survey form.)
  • Don’t dither. Start with THE question — In a profession where firms live or die by the quantity and quality of referrals they receive, there is only one survey question that matters in determining client satisfaction: “How likely are you to recommend our firm to a friend or colleague?”
  • Use the main body of the survey to elicit context and tease out details behind your “net promoter” score —  Regardless of whether they are fans, neutrals or detractors, there are reasons why the respondents are still clients. Ask them to identify what they value most about working with you. Detractors will have an opportunity to vent later on in the survey. Causing them to consider and identify positive attributes in addition to criticisms will give you more to work with when you start developing your remediation plans.
  • End the survey with a promise — Assure respondents that you will develop and share with them an action plan based on their feedback — then do it.
Part 2: Open-Ended Questions Yield More Useful Feedback