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In many firms, there may be a need for training programs in client-contact skills. These should include training in classic client situations such as “How do you tell a client he is wrong?” and “What do you do if the client doesn’t like your ideas?” Accumulated wisdom in the firm on these and other client contact situations should be built into training programs so the firm disseminates its best expertise quickly.

Training programs divide into knowledge transfer (“here are the elements of good service”) and skill building (“we’re going to give you practice at dealing with this client situation”). The former can be delivered as soon as the methodology described above is developed.

Skill-building programs will require the identification of classic client situations, the development of role-play scripts, and the design of materials. In some firms, these include a critique of current programs on “how to handle a meeting.” “presentation skills,” and the like (assuming the firm has these).

It should be stressed that training in face-to-face client skills is a key area: These tend to be taken for granted, but can be taught-it’s not just a matter of “well, this is my personality and style and I can’t change it.” Skill-building topics included in some firms’ programs include:

Learning to persuade, not assert

Helping clients understand what you’re doing and saying and why

Empowering clients with reasons, not just conclusions

Running meetings in ways that add more value to clients Reporting to clients in ways they find more valuable

Coaching clients to use what we deliver

Facilitating client’s ability to act on what we deliver.

Tactics to Enhance Client Value

Dictate and transcribe summary of all meetings and significant phone conversations and send a copy to client the same or next day.

Involve clients in the process through: brainstorming sessions, giving client tasks to perform.

Give client options and let the client choose.

Explain clearly and document what is going to happen; make sure the process is understood in advance. If appropriate, develop a printed booklet laying this out.

Make meetings more valuable:

Establish specific agenda and goals prior to meeting

Send info, reports in advance-save meeting time for discussion, not presentation

Find out attendees in advance, research them

Always establish next steps for both sides

Call afterwards to confirm that goals were met

Make reports more valuable:

Get client to instruct the firm on format, presentation

Provide summary so client can use it internally, without modification

Have all reports read by non-project person prior to delivery to ensure readability, comprehension

Provide all charts, tables, summaries on overheads for internal client use

Write progress summaries in a fashion that client can use internally without modification

Help client use what is delivered:

Assist client in dealing with others in client organization

Empower client with reasoning steps

Advise on tactics/politics of how results should be shared inside client organization

Be accessible and available: Home phone numbers

Anticipatory calling when we’re going to be unavailable

Ensure that secretaries know where we are and when we’ll be back

Ensure that secretaries know names of all clients; and names of all team members on the account

Work at getting clients comfortable with “junior” personnel, so they can be available when we’re not

Excerpted from ‘Managing the Professional Service Firm’ by David Maister, pages 91 to 93