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Soliciting Client Feedback
How to Monitor Your Service Performance

I’ve never encountered a technical consulting or design firm that didn’t tout their commitment to delivering great service. But when I ask them if they formally monitor client satisfaction, fewer than 25 percent respond affirmatively. Is it possible to be devoted to superior service yet not ask clients how you’re doing? I don’t think so.

There is only one judge of service quality—the client. That’s why it’s critically important to benchmark service expectations at the outset of the project, then periodically check with the client to see that you’re meeting those expectations. Yet very few firms take either of these steps.

See why client service is such a strong point of differentiation?

Two Primary Methods

There are two primary means of collecting feedback from your clients that I suggest:

u Ongoing dialogue with the client. This should be your primary method for soliciting client-specific feedback on your firm’s performance. This involves regular conversations with the client at intervals mutually determined during the benchmarking step, plus a final debriefing at the end of the project or assignment. This activity is best handled by someone other than the project manager, a senior member of the firm that we’ll call the Client Sponsor (more on this later).

u Formal client survey. A standardized questionnaire is used primarily for tracking service performance trends across the company. While this is highly recommended, you should not use a formal survey as the primary means for gathering client-specific feedback. It is too impersonal for that purpose.

Both methods are described in more detail below.

The Client Sponsor’s Role

Many firms assume that their project managers can adequately monitor client satisfaction. But even the most diligent PMs can be sorely mistaken about their client’s perception of their performance. Clients are often reluctant to voice their unhappiness to the PM, especially if the PM is perceived to be part of the problem.

That’s why I advocate assigning for every key client relationship a prinicipal or other senior manager in the role of Client Sponsor—preferably someone not directly involved in the project work. This person’s responsibilities typically include:

u Monitors client satisfaction. Keeps in touch with the client from time to time, checking to see that the client remains fully satisfied with the firm’s performance.

u Ensures responsiveness. Acts as an in-house advocate for the client, ensuring that the firm is fully responsive to client needs and expectations.

u Acts as third-party liaison. Serves as a point of contact when the client has a problem or concern that he or she prefers not to discuss with the PM.

u Conducts the periodic formal survey. Administers the formal survey and follows up to see that the firm responds to client concerns or suggestions that are uncovered in the survey.

u Provides quality oversight. Provides technical oversight of the project to see that work meets established standards of quality and technical accuracy.

u Assists in employee reviews. Contributes to performance reviews of the PM and other key members of the project team.

The Formal Survey

Some suggestions to improve the effectiveness of using a formal survey to solicit client service feedback:

u Define appropriate interval. Either annually or biannually is recommended. The proper frequency will be guided in part by the nature of your key client relationships, including typical project durations.

u Solicit client’s involvement in advance. Explain the purpose of the survey, it’s value to both parties, and the minimal time involved on the client’s part. For long-term clients, request their ongoing participation.

u Distribute the questionnaire electronically. Either send the form by email or provide it through a secure web site (Zoomerang.com is an excellent resource). Filling out the survey should be hassle free, requiring no more than 5-10 minutes of the client’s time.

u Contact non-responders. Request responses within a week, then have the Client Sponsor call any who have not responded to make sure they received the survey (a not-so-subtle but friendly reminder). This will significantly improve your response rate.

u Address problems promptly. When client concerns or complaints are uncovered (and undoubtedly it will happen from time to time), you need to respond promptly and appropriately. In fact, you should define the process for addressing client concerns before sending the survey out.

u Share results with your clients. A great way to demonstrate your commitment to client service is to send a summary of the survey results to those clients who participated. Include in that summary the actions your firm plans to take to improve service.

How to Get Started

The best feedback will come from clients who are: (1) convinced that your firm is indeed committed to client service improvement and (2)  are willing to actively help your firm improve. These are clients who recognize the value of a strong working relationship and are willing to invest some of their time in making it happen. Don’t expect all your clients to participate. But take steps to engage those clients who will.

u Start with your best clients. The best way to generate momentum for this process is to start with those clients who have a mutual interest in strengthening the working relationship. Pick an easily manageable number, where you are confident you can be fully responsive to whatever feedback you receive. Then expand to other clients when you’re ready.

u Build accountability into the process. Make sure your Client Sponsors are fulfilling their roles, promptly responding to client concerns and ensuring the project team is meeting expectations. Anything less and the process will quickly lose credibility with both your clients and your employees.

u Communicate client feedback to the staff. Everyone in your firm should be engaged in continually improving service and quality. Feedback received from clients is the fuel that keeps the fires of continuous improvement burning. Give all employees a stake in helping your firm become a service leader. Share feedback, lessons learned, and success stories.

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