· Fee earner's pre-occupation with other topics they consider more relevant to their practice - Faced with limited time, billing hour requirements, firm committee responsibilities, community activities and the like -- professionals have limited to devote to an intangible like TQM.

· A perception among certain professionals that they already give quality service and, therefore, do not need to devote time and energy to this issue . Unfortunately, this perception runs contrary to the views of many clients. One study shows that some 90 percent of clients do not tell their outside counsel that they are unhappy; they just become former clients.

· A perception among administrative personnel thatTQM programming will not provide them with any significant oppportunities to make a difference in the quality of client service. Because non-fee earners are removed from direct contact with clients, many staff members believe that a formal quality program will not provide them with any greater opportunities to improve client service.

· A perception by management that it needs to address short-term, problems and delay action on long-term, strategic TQM type solutions. If a firm is facing economic challenges, an untried and unproven concept is on of the last items perceived as a solution to economic problems.

TQM Without The Formalities

Rather than devote time and energies to establishing a firm-wide TQM program, firms will generate a far greater return on time invested by defining and implementing service standards on a client-by-client basis. Focusing on improving service for specific clients will quickly result in tangible improvements to client service - which is what TQM is all about.

Firm management doesn't need a TQM program to begin a system to increase client satisfaction. It needs TQM techniques in response to the client ‘s service quality needs. A client's service quality needs will shape a firm's service standards. In turn, the service standards will drive the firm's client service improvement effort.

The Client Is The Boss

Service standards must be based upon each client's individual perspective. Clients define quality according to whether they receive what they expect from their service provider. Therefore, clients define quality service.

Knowing the service standards -- as the client defines them -- and communicating these standards to all who support the client's work product is vital to improving client service. One U.S. law firm stores client preferences and requirements on a database. With a few keystrokes, this information is available to everyone. Firm personnel have no excuse for not knowing and not focusing on the quality factors that the clients want.

Determining What Clients Want

Generally, the following quality measures will enhance client service and satisfaction:

1. Avoid Client's Duplication of Effort : Determine from the client whether prior

work product is available before initiating research .

2. Avoid Fee Earner's Duplication of Effort : Strictly limit the number of fee

earner's to attend meetings and draft documentation unless otherwise agreed in

advance by the client.

3. One Lawyer for Each Client Matter : Assign one lawyer responsibility for each

matter to be handled for the client.

4. Limited Document Review : Reduce or eliminate the multiple levels of supervisors who review documents.

5. Proper Document Analysis : Provide the client with the level of document analysis and detail the client desires.

6. Tailored Billing : Structure the billing system so it provides clients information in the manner they want to receive it.

7. Respond to Telephone Messages : Return client telephone calls promptly.

Forget about full blown TQM programming and implement the following four steps:

Step One: Establish service teams for important clients. Team members should include not only the fee earners servicing the specific client, but also secretaries and other relevant support staff. This will help overcome the perception among support staff that they do not have the opportunity to make a difference in the quality of client service.

Step Two : Obtain opinions regarding service needs from each of your firm's major clients. The client's service needs -- plus service enhancements the client service trams identifies -- become the service standards for that specific client.

Step Three : Communicate the service standards to all client service team members.

Step Four : Make team members aware that regular client feedback will be obtained and shared among all team members. The feedback will gauge not only the quality of the work product but also the quality of the delivery system. Depending on the number of engagements per client, the feedback may come from an annual survey or better yet, a visitation from the firm chairman.

While some firms talk about quality service, other firms demonstrate - through client specific service programming - the client's interests are the firm's number one concern.