Number of words: 817

A mailed questionnaire, such as that shown at the end of the passage, when used as a supplement (not a substitute) for other means of obtaining feedback, has the virtue that it is systematic. Its importance is that it not only obtains the feedback but, more importantly, it introduces an accountability for client satisfaction into the firm’s management system. By measuring client satisfaction on every assignment, and doing so in a way that can be monitored, it commits the members of the firm to inescapable implementation of good service.

The test of a feedback system is thus not whether or not it measures successfully, but whether or not it induces changes in behavior. There is a contrast between feedback as a market research tool and feedback as a management tool. For the former, periodic, selective face-to-face methods are adequate. For the latter, a program of mandatory questionnaires is necessary.

Face-to-face feedback devices (engagement team debriefings, senior partner visits, third party market research, etc.) may generate better information and may be more welcomed by the client, but they do not provide a “conscience” mechanism that forces all firm members to feel personally accountable at all times for executing those actions that lead to client satisfaction.

Many partners, on meeting this system for the first time, say “If we ask about these things, don’t we run the risk that we’ll make the client aware of something he’s unhappy with that he wouldn’t have bothered about if we hadn’t asked?” (This question comes up frequently.)

It should be reasonably clear that it is in the firm’s interest for the client to surface concerns if he or she has them. Only if the client tells the firm where he or she is less than completely satisfied can we respond. Suppose the client is unhappy about something minor, and further suppose it’s due to a misunderstanding. Are we ahead of the game or behind the game if we get him or her to tell the firm about it? Obviously, we’re ahead!

The system must be designed to make it easy for the client to surface concerns hence the virtues of a derailed specific questionnaire and also the virtue of the mailed questionnaire. Evidence shows overwhelmingly that more candid comments are made in mailed questionnaires than in face-to-face debriefings,

The act of asking can never hurt the firm – except if we fail to respond and deal with the client’s concern. Thus the whole program turns on this issue: Are we or are we not prepared to meet and be accountable for these standards? If we are, we should ask. If we are not, then clearly we should not even consider such a feedback system. Ir should also be noted that the act of asking can be a good service action in its own right (“Hey, these guys care”), but the act of asking by itself does not necessarily produce higher client satisfaction – it merely creates a productive “let’s wait and see” attitude in the client’s mind. What happens after the feedback is provided is the test of the system.

CLIENT FEEDBACK QUESTIONNAIRE

For each of the following statements about our firm, please indicate whether you: Strongly disagree (1); somewhat disagree (2); neither agree nor disagree (3); somewhat agree (4); strongly agree (5)

You are thorough in your approach to your work

You show creativity in your proposed solutions

You are helpful in redefining our view of our situation

You are helpful in diagnosing the causes of our problem areas

Your people are accessible

You keep your promises on deadlines

You document your work activities well

Your communications are free of jargon

You offer fast turnaround when requested

You listen well to what we have to say

You relate well to our people

You keep me sufficiently informed on progress

You let us know in advance what you’re going to do

You notify us promptly of changes in scope, and seek our approval

You give good explanations of what you’ve done and why

You don’t wait for me to initiate everything: you anticipate

You don’t jump to conclusions too quickly

You involve us at major points in the engagement

You have a good understanding of our business

You make it your business to understand our company

You are up to date on what’s going on in our world

You make us feel as if we’re important to you

You are an easy firm to do business with

You deal with problems in our relationship openly and quickly

You keep us informed on technical issues affecting our business

You show an interest in us beyond the specifics of your tasks

You have been helpful to me beyond the specifics of your projects

You have made our people more effective at what they do

My own understanding of your area has improved from working with you

Overall, I would rate your service very highly.

Excerpted from ‘Managing the Professional Service Firm’ by David Maister, pages 84 to 87