It's not rocket science

A sharper focus on client care is all that is needed to reduce the number of complaints, writes Michael NapierAt a recent function in a London hotel the menu was a blur because I had forgotten my reading spectacles.

Quick as a flash a waiter produced what looked like a box that contained a selection of cigars.

It actually contained a beautifully laid out selection of prescription spectacles covering every vision need.

I chose the specs to suit me and read the menu.

The hotel had got its customer care right.

The food was pretty good but I shall always remember that hotel for its clever appreciation of a small detail that made a big difference and impressed the customer.

It is all a question of attitude towards pleasing the client.Less than a year ago the Legal Services Ombudsman called for a culture change in the profession's attitude towards client care.

Since then much effort has gone into improving the two main activities that are at opposite ends of the complaints spectrum - prevention and cure.

As I have said many times, good client care is not rocket science.

It is the simple and obvious key to the successful business of being a solicitor.

Most firms know this only too well and work hard to prevent complaints at source by excellent attitudes towards clients.

If a complaint arises they deal with it efficiently and always learn something from it.

Yet there is no monopoly of wisdom on how to get this right; all firms can improve in some way or other.To promote constant improvement and the culture shift being looked for, the work done by the Law Society on prevention this year has been extensive.

It includes:l The practice excellence unit, which has enhanced and developed the guidance we already offer solicitors on best practice training courses.

In November the unit launched an interactive double CD-ROM full of practical advice on client care techniques.l The Lexcel quality award, which has been developed as a means of employing practice management standards to deliver success in client care and encourage business excellence.

Some 150 firms now have the award, with 88 in the pipeline.

We need more.l The Law Management Section (now with 1,300 members), which has continued with a range of management seminars, its quarterly magazine Managing for Success and an interactive Web site offering practical advice across the wide range of law firm management issues all of which impact in some way on client care.l Research on client perception, which has shown that it is not difficult to satisfy the dissatisfied client, provided a complaint is dealt with promptly and sensitively.

Of course there will never be a utopia where there are no complaints.

If the reasonable efforts of a firm to resolve a complaint are unsuccessful and the client goes to the Office for the Supervision of Solicitors (OSS), then the aim should be for the OSS to produce a prompt solution if possible.

The promotion of a swift and fair redress-style of approach and the focusing of the spotlight on repeat offenders are part of the changing scene at the OSS, which includes:l A customer assistance unit, which has been set-up to be more accessible to clients and solicitors, using modern technology and everyday people handling skills, to resolve service complaints quickly and informally.

Satisfaction levels have been encouragingly high and there will be a phased expansion of the unit over the coming months.

Experience has shown that the prompt conciliation of complaints brings satisfaction to both sides.l Those firms that have poor complaints records being identified and offered remedial assistance to address the concerns voiced by their clients.

Action plans are being developed for these firms and progress monitored.l Those firms that ignore the requirement to deal with complaints from clients now running the risk of having to pay the costs that are incurred by the OSS in resolving the complaint.l A new practice standards team, which, once it is set up, will demonstrate to the public that solicitors' standards are monitored.

Firms will be encouraged to adopt standards of practice excellence, and to promote client care as good business practice.Progress at the OSS has at last revealed a clear light at the end of the tunnel.

The latest figures show that the targets which were agreed with the government on turnaround times are being achieved, as is quality on complaints received since September 1999.

However, we must keep a firm handle on a properly resourced and efficient OSS that is not again allowed to be swamped with complaints.Raising the profile of client care was my priority last July.

The external agenda is of equal importance to the internal agenda of the current sweeping changes for the better at Chancery Lane.

And that is because at its top are the clients who will be delighted with their solicitors who are able to deliver the legal service which is the equivalent of instant spectacles.l To obtain a copy of the practice excellence training programme which qualifies for five hours of CPD (38.25, including VAT), contact the Law Society Business Centre, tel: 020 7320 5640.Michael Napier is the Law Society President