At Vista, we joke that every year, there are more and more “consultants” in the legal space. It feels like you could throw a rock and hit 15 of them. In fact, the word “consultant” itself has gotten a slight tinge of sleaze to it. More and more, I find myself describing what Vista does and dancing around that word. I’ll say:

“We are a group of highly skilled professionals who help personal injury law firms run like a business.”

“We help you focus ON the business, not IN the business.”

“We are the accountability people.”

You get it. Why have I become so reticent to use that word? Because there are “consultants” out there who give us a bad rep, and so many firms have experienced them that simply hearing the word can elicit a visceral reaction.

Buckle up for a wild ride — in this blog, I’m going to tell you all about the kinds of consultants you might find in your search for someone to help you with your firm’s business needs.**

**The opinions contained in this blog are my own, based on a quarter century of being in the plaintiff personal injury law firm space, and they MAY be controversial. Any resemblance to consultants you may know is…probably intentional, but I’ll never admit it!

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The Cookie-Cutter Consultant

I’m sure you’ve met these folks. All you must do is follow their “formula,” enact the “plan,” or buy the cheat code to triple X your firm’s revenue. To these kinds of consultants, every firm is the same, and there is one, and only one, prescribed formula for success. Small firms or firms that feel lost may gravitate to the promise of success by following “these ten key steps.” We’ve visited many firms after they worked with this kind of consultant.

Look, while the firms we help may all be plaintiffs’ personal injury firms, they are all different…different intake criteria, different case makeup, different teams, different cultures, different risk tolerances, different compensation plans, different markets, and so on. Coming in with a rigid prescription and demanding compliance is a recipe for major team disruption and possible unwanted turnover. Just imagine if all shoes only came in size 7. They would work great for all the people with a size 7 foot, sure. But everyone else would be uncomfortable or barefoot! Yes, there are best practices and helpful templates, but holding hard and fast to a formula and skipping the work or trying to be someone you are not? Well, I’ve yet to see it yield the desired results. You simply cannot skip the work, and folks who tell you differently may also believe in the power of pixie dust, time share sales, and magic wands.

The One Trick Pony

There are some fabulous speakers out there, and I’m sure you’ve been to a conference or an attorney retreat where they spoke and thought, “This is just what I need.” They are polished and have crafted an amazing, inspirational message. They’ve coined trademarked taglines that sound incredible. It’s easy to quote them. They preach the same message over and over (and OVER), post it on social media, and manage to pose with every attorney out there. They reach an almost cult-like status! Look, it’s great and fun to have a quotable tagline or an inspirational sermon, but scratch beneath the surface or bring them in to do the hard work of implementation or candid conversations at your firm, and things simply fall apart. These gurus bounce from firm to firm really quickly because while their quotable tagline sounds good, it isn’t deep enough to truly move the needle. I’m not saying their messages and quotes aren't valuable, but this kind of “expert” is best left on stage and not in your firm.

The Fly Like a G6 Consultant

These are my favorite kinds of consultants to follow on social media! They are simply DRIPPING in lavish success. You’ve seen tours of their vacation homes, pictures of them courtside, or posing in front of their sports cars. The theory behind this kind of consultant is that because they are wildly successful, you too can be successful by proxy. You are inspired by their vision boards with plans for new pools, custom suits, or lavish vacations. I won’t say they are not fun to watch, but when the focus is solely on money, attention, and success, it’s easy to lose sight of why you do the work you do: FOR YOUR CLIENTS. At Vista, we like to say that money and success are byproducts of the excellent work you do on behalf of your clients. Lay the foundation, do great work, focus on your clients, and the success will follow.

I may get some disagreement on this one, and that’s okay. From my perspective, this can sometimes be a vanity industry. We compete to be in the eight figure groups and the platinum status rooms, and it’s easy to play a comparison game or question why your firm isn’t there yet (or why a competitor is). There is a path to that success, and it starts with laying the infrastructure, finding and training the right team members, talking to your clients, developing systems and processes, and putting in the work day after day seeking justice for those harmed by someone else’s negligence. You start with the work and the success follows, not the other way around.

The Upsell Consultant

This one is tricky! Here’s how to uncover this kind of consulting company… if you see a roster of consultants with no law firm or business experience, or are assigned a coach who is full of excitement but lacking in depth, you may be working with an upsell consultant. If you want more experience or deeper work, you must upgrade to a higher package, buy the newest module, or take advantage of the “limited time only” deal before the month ends. Their team members typically aren’t well-tenured because upselling can burn you out pretty quickly. Often, the work done by these consultants is intentionally shallow.

The Rest of the Pack

Honestly, I could go on. Other categories I’ve seen are:

The Feel Good Consultant – hire this consultant if you just want to be told how awesome you are or what an amazing job your firm is doing.

The Attorney Whose Own Firm is a Hot Mess But Is Now a Consultant Consultant – honestly, just run from this one.

The Seagull Consultant – These consultants fly in, poop all over what you do, and fly back out with no implementation plan.

Am I generalizing and poking a bit of fun? Of course. I know there are skilled folks out there who can help you grow and scale your firm, but it can be tough to find them amidst all the noise and BS. And just like with any other service provider, you should absolutely do your due diligence to find the right fit for your firm. Talk to the folks doing the work to discover the right match for your firm, your personality, the team culture, and your goals. Look at their past clients and case studies. Have they worked with firms similar to yours? Have they helped these firms achieve measurable results? Do they have a deep understanding of the legal industry, specifically personal injury cases? Are they up-to-date on current trends and strategies in marketing and business development? These are all important factors to consider when choosing a consultant for your law firm.

The Not Glamorous But Always Reliable
AKA — The Real Deal

At Vista, we believe in rolling up our sleeves and truly embedding ourselves within your firm’s operations. Our approach starts with spending time onsite, getting to know your culture, your team, and the workflows that make your firm unique. We deliver actionable insights through clear, honest reporting — no sugar-coating, just real talk about what needs to happen to achieve meaningful progress.

But we don’t stop at just giving recommendations. We’re in it for the long haul — your success is our success. Acting as your accountability partner, we work closely with your team to ensure that every suggestion is implemented effectively. If our evaluations aren’t pushing you out of your comfort zone, then we haven’t done our job. Our mission is to tell you what you need to hear, not just what you want to hear, so that your firm can thrive, scale, and achieve its true potential.

The ultimate goal is simple yet ambitious — to help your firm operate at peak efficiency and effectiveness. Our engagements are tailored to generate lasting impact. During this time, we tackle everything from streamlining workflows and ensuring processes are scalable to empowering your team to interpret and act on accurate data. By the time we’re done, your firm won’t just be functioning better — it will be positioned to soar independently.

We gauge our success not only by the systems and processes we help establish but also by the enduring relationships we build with our clients. Our consultants walk alongside you every step of the way, becoming an extension of your firm’s team. At the heart of it all is our commitment to empowering law firms to serve their clients better. We do what we do so that your firm can become the standout legal provider in your community, turning satisfied clients into passionate advocates for your brand.

If it wasn’t obvious, I couldn’t be more proud to work for Vista, even when I’m dodging the consultant title. I get frustrated because I know how incredible our team is, and we’re often pigeon-holed as the boring, steady, not flashy OG consulting group. Yes, we’ve been doing this a long time, but that doesn’t mean the Vista you see today is the same company it was 16 years ago. We practice what we preach in our hiring. You won’t find a team member here who isn't a lifelong learner, hungry to acquire new tools and ideas. There isn’t a person on our team who is not deeply knowledgeable about personal injury case work and growing and scaling a firm. We don’t have tiers of consultants… every one of us is a rock star, so when firms ask us to send “our best consultant,” well, that’s easy.

While this blog is tongue-in-cheek, I caution you to be careful about who you let behind the scenes at your firm and who you trust with your team and clients. In the legal industry, reputation and trust are everything. That's why it's important to only work with consultants who have a proven track record of success in the legal field.

“Ugh, I was just dealing with an INSANE client.”

“Jenn’s email had a weird tone. I bet she is trying to undermine me.”

“This event was a mess, and it’s all Jim’s fault.”

What do all those comments have in common? Each one of them goes against Vista’s Honor Code. An Honor Code, sometimes called a Civility Code, is an important tool for organizations. Sure, in an ideal world, every person treats each other kindly and respectfully, and there’s never a need for leadership to get involved and “teach” anyone what that kindness and respect should look like. But we are living in a world that is far from ideal, and sometimes, team members need to be taught, shown, and reminded explicitly of what is acceptable in the workplace. Similarly, team members must be held accountable for upholding the firm's standards.

Many firms we visit have spent a good deal of time developing their firm values. The best firms live them, display them, use them in onboarding, and reward team members who routinely exhibit those values. But sometimes, values are amorphous. They are words on a page, and it can be tough to understand what those values look like in action. The Honor Code helps to clarify how to treat each other in a way that upholds firm values.

At its simplest, an Honor Code is a short list of behaviors or actions that are easy to understand, remember, and live. In this blog, we'll explore the concept of an honor or civility code and examine what kind of impact it could have on your law firm.

Honor Code Vs. Code of Conduct

You may have spent a good deal of time and HR/employment attorney effort developing a robust section in your employee handbook that outlines a code of conduct. Often written in legalese, this handbook section typically outlines scenarios that may arise, identifies how the firm handles those scenarios, and provides guidance on who to contact if you need additional guidance or have questions. You’ll usually find this section in the handbook sandwiched in with a progressive discipline policy, a statement about harassment, and other formal policies. It certainly has its place, but it’s not quite the same as an Honor or Civility Code. Those are written in simple, easy-to-understand language. They are usually shorter and often quite distilled so that the team can easily remember. You can include them in your handbook as well, but you’ll likely also want them more accessible on a daily basis to your team.

Living Out Firm Values

The Honor or Civility code helps your team understand exactly what it looks like to live out your firm values. For example, one of your values may be: We work as a team. That’s great, but what does it mean? What does it look like? How do you DO it? Enter the Honor Code. You could include some items in your honor code focused on how your team treats each other to help work together cohesively:

• We let people speak without interruption.
• We say, “please” and “thank you."
• We give recognition for a job well done.
• We blame a system, not a person.

Maybe one of your values is to zealously advocate for your clients. Other than casework, what does that look like? Your Honor Code could include:

• We place the well-being of our clients above the well-being of the firm.
• We will talk about our clients as if they are listening to our conversation.
• We never use negative language, like “crazy” or “annoying,” to describe our clients.

Those are simply examples, but every firm value can have some actions on the Honor Code. Each firm’s Honor or Civility code will look a bit different, just as each firm’s culture, brand, and team look different!

The HOW-TO

This all sounds great, but how do you develop a Code of Civility for your team? It’s tempting to have your leadership team create a document to roll out, but a better and more meaningful strategy is to make it a collaborative effort. You know who knows where the problems or incivility lurk in your firm? YOUR TEAM! Involving your team in the development of your Code of Civility is a great way to uncover issues (hello, gossip!) If you have created a psychologically safe environment, your team should feel comfortable providing input into unwanted behaviors. If your team is small enough, you may be able to brainstorm it all together, perhaps during a firm retreat or all-team meeting. Otherwise, team leaders can discuss with their individual teams. It is fascinating to see what commonalities emerge as different teams report their takeaways. Involving your team not only creates buy-in for the final product but also ensures that different perspectives are considered.

Once you’ve collected input from the team, distill it down into simple, easy-to-understand bullet points. These should be written in layperson’s terms and be easy to remember. You don’t want 100 bullet points. Keep it manageable.

Roll it Out

Once you’ve listened to the team and distilled their feedback into a manageable document, it’s time to roll it out. This is where many firms fall down. We see the firm owner or COO email it out, hope for the best, and then get frustrated when issues persist, or the team isn’t bought in on the concept. The Honor Code calls for a launch party! Make it fun and intentional. Your leadership team should clearly communicate its purpose and highlight its significance and relevance to each person’s daily work.
Ideally, there is a sense of pride and ownership in the final product, and every team member becomes responsible not only for upholding the Honor Code but also for ensuring that others around them uphold it as well. The Honor Code is a shared responsibility, and every person on the team has a stake in its success.

One way we at Vista ensure every team member knows their shared responsibility for the Honor Code is by committing to it together. We meet to review the bullet points, and we all agree to uphold the standards outlined in the document together. When you’ve committed verbally, in front of your entire team, that you agree to the code, it’s hard to break that commitment without being called out on it!

The Feedback Loop

Once your code is rolled out, ensure there is a system for ongoing feedback. Encourage your team to provide constructive feedback to enhance the code over time.

The Honor Code is a living document that should be revisited often. At Vista, we recommit to upholding our Honor Code annually when we get together in person. We’ve made changes to it over the years, and each change helps to refine and simplify it. We’ve also helped many firms refine their codes.

Leadership Commitment

You know the best way to ensure your Code of Civility is a failure? By treating it as lip service or something that the team must follow but leaders can ignore. Firm leaders should endorse and follow the honor code and serve as role models for the expected behavior without exception. Your team learns what’s acceptable by watching what leadership does, and when leaders stray from the published code, your team sees that as permission for them to do so as well.

Leadership should use the Honor Code in performance reviews. They can recognize and reward individuals who consistently uphold the code in their work. It helps to have the code visible in the office and in team communications. Put it on computer lock screens, frame it on the walls of the office, put it on swag, and reinforce it regularly. We have seen a firm do an Honor Code rollout with a baseball theme. They took their team to a local game, gave them firm-branded baseball jerseys with some of the standards highlighted, and used that time to sign the code together. The “team” element translated really well to a baseball game, and firm leadership made that connection.

In addition to rewarding folks who consistently uphold the code, clearly outline consequences for violating the code. Consequences should be fair, consistent, and in line with the values of the code.

But Wait, There’s More!

Honor codes are not just for corporate environments. Because of their plain language and ability to provide concrete examples, you see versions of honor codes in schools, on social media platforms, and in other spaces. I recently joined a chorus for LGBTQIA+ individuals and allies, and during the first practice, the chorus director read a list of items for all of us to agree on before we interacted with each other. It helped set the tone for how we treat each other and outlined some practical ways for us to interact in a safe and welcoming space. You can even create a family honor code! There’s no wrong place to outline what civility looks like.

Examples

Below are some items we have seen on firms' Honor Codes. These are examples that can get the juices flowing for your firm:

• We are kind to one another at all times.
• We will always place the well-being of our clients above our own and the Firm.
• We will tell the truth in a professional manner.
• We will always be courteous, no matter the situation. Rudeness is never appropriate.
• We will use positive conversation.
• We will give recognition for a job well done.
• We will think before we speak. Will this comment be helpful or hurtful? If hurtful, is it absolutely necessary?
• When talking about a client or fellow Team Member who is not present, we will speak as if they were listening to our conversation.
• Prior to placing blame, we will ensure the Team Member has been given the proper tools and training and understands the expectations of their job.
• We will blame a system, not a person. We will take time to analyze what went wrong in an attempt to not deal with the same issue multiple times.
• We will praise our Team in public when appropriate. Any needed constructive feedback will occur only in private.
• We will always assume our fellow Team Members are acting, emailing, and texting with good and positive intentions.
• If we have a problem with something another Team Member has done or failed to do, we will talk about the issue only with them and in private. If no resolution is reached, then we will involve the Office Manager.
• We will NOT complain about a Team Member or their job performance to someone who is unable to fix the situation. This is considered gossip and will not be tolerated.
• We will proactively find fun and laughter in our jobs.
• As a Team Member, when asked to do something outside of our scope of work, we will not say, “That’s not my job” or “I’m too busy.” We will work out a compromise on how to get the task accomplished.
• We say “please” and “thank you.”
• We let people finish speaking without interrupting them.
• We schedule as few meetings as possible — and we make them as small as possible— to respect each other’s time.
• We don’t stay in the office past 5 p.m.
• When we see each other, we greet each other and acknowledge one another.
• We say “I’m sorry” freely, and we forgive one another.
• We celebrate each other’s milestones.
• We cover for one another in times of need.
• We assume the best of each other.
• We call out behavior that goes against our values.
• We welcome constructive criticism.

The Power of Civility

An Honor Code or Code of Civility can be a significant step toward “fixing” a firm culture that has room for improvement. By clearly outlining expected behaviors and values, these codes help create a more respectful and accountable work environment. However, it’s important to recognize that it’s not a panacea. Like all positive firm change, it requires ongoing work, commitment from leadership, and active participation from all team members. Establishing such a code involves open discussions about values and ethics, ensuring everyone understands its importance. Despite the challenges, we’ve yet to see a firm that has implemented an Honor Code regret that decision; in fact, many have found it to be a transformative experience that fosters collaboration and trust within their teams.

With only a few months to go before a presidential election, the political climate right now is, to put it very mildly, charged. A cursory glance at any social media platform tells me that divisiveness and sometimes downright ugliness are rampant. Navigating discussions online is tough (my personal mantra: Mary Ellen, for the love of all that is holy, DO NOT VISIT THE COMMENTS SECTION. It’s a guaranteed soul-crushing dumpster fire you don’t have the time, energy, or grammar guide to navigate). Having the dexterity, patience, and wherewithal to navigate similar conversations in person is even tougher. Regardless of November’s outcome, Thanksgiving dinners this year will require us all to have practiced meditation and be able to close our eyes and take a breath before dealing, or not dealing, with Uncle Chuck and his outspoken views.

Considering each of us is likely experiencing similar inundation, passion, or frustration regarding politics in our personal lives, it can be hard to completely put it aside or ignore it when we are at work. But should politics have a place in our professional environment?

The Current Political Climate

Politics today is highly polarizing. Every headline seems to ignite a new debate, a fresh set of memes, and outrage on both sides. It's nearly impossible to avoid political conversations or comments altogether. This reality seeps into our workplaces, where diverse teams bring a wide spectrum of beliefs and perspectives.

Defining a Positive Organizational Culture

We at Vista talk about and coach on culture quite a bit. I’ll spare you a lecture on culture being an intentional process that involves a daily commitment from leadership (or maybe I won’t!) At its most basic level, a positive organizational culture is one where employees feel respected, valued, and comfortable expressing themselves. Law firms that promote psychological safety allow their team members to speak freely, question decisions respectfully, and bring their full and authentic (and beautifully flawed) selves to work. Great cultures foster open communication, collaboration, and mutual respect. Again, this kind of environment doesn't happen by accident; it requires deliberate effort, clear guidelines, and intentional focus.

If you’ve cultivated a culture of psychological safety and set an example for how to navigate difficult and candid conversations maturely, you’ll likely find a team that regularly has discourse, seeks to understand and respect each other, and has the ability to “go to their second” thought rather than reacting immediately with blind emotion. This is, of course, an ideal state, and it takes the right team, the right leadership, and time and trust to develop this. In fact, even those of us who put in the work to seek first to understand sometimes get it wrong or can be pushed to anger or reactivity under the right circumstances. The fact is, we’re all human, and that’s nothing if not complex. Even firms whose cultures are well cultivated and whose teams respect and enjoy working together may experience difficult conversations around politics. But those conversations simply cannot happen productively if you haven’t developed a culture of respect and inclusivity. That’s the table stake for respectful conversations about politics or really anything of substance.

Deciding the Role of Politics in Your Firm

First and foremost, you need to decide what role, if any, politics will play in your firm. This decision isn't a one-size-fits-all one. Some businesses choose to keep political discussions at bay completely and even outline that expectation in their employee handbooks, while others might see value in encouraging them or at least not discouraging them. As a side note, law firms are often in a unique position where owners run for office or where the politics of one side may be more favorable to the business in general. Concerns about tort reform, pro-business politics, etc., often mean that discussions around politics become a natural part of doing business in a law firm.

Be Intentional

Think about how political discussions align with your firm's values and goals. Are these conversations contributing to a more inclusive, informed, and empathetic workplace? Or are they creating divisions and distractions? Be clear about the boundaries and ensure everyone understands them. People often ask, “But what about free speech?” Interestingly, free speech does not mean I can say whatever I want at work or be ugly to coworkers. In fact, there are some guidelines from the National Labor Relations board about this. Under the National Labor Relations Act, employees have a right to engage in speech and expression related to working conditions. This could include conversations about compensation, benefits, work hours, and supporting political causes related to work. However, abusive or inappropriate comments are NOT protected, and employers may be disciplined for those comments.

Encourage Respectful Conversations

If you decide to allow political discussions, set ground rules to ensure they remain respectful and productive. Encourage employees to listen actively, seek understanding, and avoid personal attacks. Promote an environment where people feel safe to express differing viewpoints without fear of retribution. A good rule of thumb is that because politics is so deeply tied to an individual’s belief system, each of us is unlikely to change anyone’s beliefs during a work conversation. If that is the goal, those conversations can very quickly and easily devolve into heated arguments. Heated arguments are not a far jump to a “hostile work environment” or abusive language claims. Ensure your employee handbook covers respectful communication, has language about bullying, and that you have a disciplinary process outlined.

Equal Standards for All

Ensure that the same standards of behavior apply to everyone in the firm, regardless of their role or position. It can't be okay for your lawyers to talk openly about politics, but not your administrative team members. Consistency in this regard fosters trust and fairness.

Tips for Encouraging Healthy Political Discussions

If you opt to include political discussions in your workplace, here are some tips to do it right:

• Set Clear Guidelines: Establish what is acceptable and what is not. Make it clear that while respectful debate and conversation are welcome, offensive or discriminatory comments will NOT be tolerated.
• Focus on Listening: Encourage employees to listen more than they speak. Understanding different perspectives can lead to more informed opinions and better relationships.
• Educate on Impact: Provide resources or training on how political decisions can impact various aspects of life and business. This can help employees see beyond their own experiences and consider broader implications.

Consider the Feelings of Minority Groups

One critical aspect of political discussions in the workplace is considering the impact on minority groups. Political decisions often affect these groups more deeply and directly. Be thoughtful and considerate about the potential implications of these discussions, and ensure that your workplace remains a supportive and inclusive environment for all.

There are many critical issues that go hand-in-hand with political discussions. Minority groups may fear legislation that affects them much more greatly than it impacts you. Remember that debating or arguing with someone about something that potentially has a major impact on their rights, their family, or their safety takes an emotional toll on them. For you, it may be an interesting debate, a chance to flex your knowledge or opinion, or an academic endeavor. For them, it can feel like an open wound being poked or their very humanity being questioned. It can be hard to take a step back and acknowledge privilege, but try to put yourself in that position. Your ability to stay calm or smug in those discussions can sometimes result from being in a place of privilege. Recognize that certain political topics may hold more meaning and power for minority groups. As such, approach these conversations with empathy and a willingness to learn.

Your Client Base

Personal injury law firms serve the public at large. It’s likely that the political views of your clients vary wildly. People on both sides of the aisle get injured and need your help. People injured by someone else’s negligence are ALL people. Keep in mind that allowing your team to respectfully discuss politics among each other is likely not a practice you extend to client conversations. Train your team to remain agnostic with clients and not react to political commentary. Again, this can be tough and emotionally exhausting, so acknowledge that with your team. Have open discussions with them about your duty to seek justice, even if it’s for an individual whose politics you disagree with.

Social Media Policies and Client Interactions

In today's digital age, social media has become an integral part of our personal and professional lives. However, when team members connect with clients on social media, it places them in a tricky position. While these platforms are personal spaces, team members are still representatives of your firm. This dual role can lead to potential conflicts and misunderstandings if not managed properly. Law firms need to consider several factors when crafting social media policies that impact client interactions:

• Professional Boundaries: Establish clear guidelines on maintaining professional boundaries online. Team members should be aware of the potential risks of blurring personal and professional lines.
• Content Sharing: Advise your team on the types of content that are appropriate to share or comment on when connected with clients. Personal opinions, especially on sensitive topics like politics, should be carefully managed to avoid alienating or offending clients.
• Privacy and Confidentiality: Emphasize the importance of protecting client confidentiality. Team members should avoid discussing any case details or client information on social media, even in private messages.
• Brand Representation: Remind your team that their online behavior reflects on the firm. Encourage them to uphold the firm's values and professionalism in all their social media interactions.
• Training and Support: Provide regular training on social media best practices and offer support for team members who may find it challenging to navigate these waters. Open discussions about the impact of social media on client relationships can help reinforce the importance of these policies.

By thoughtfully considering and implementing these social media policies, your firm can ensure that team members represent the firm positively and maintain strong, respectful relationships with clients both online and offline.

Cast Your Ballot

Politics in the workplace can either be a source of enrichment or division, impacting the overall dynamics within the organization. The key lies not only in recognizing the potential consequences, but also in being intentional about how these discussions are approached and managed. If you decide to integrate political discussions into your firm, it is crucial to do so thoughtfully and with clear guidelines in place. Encouraging respectful conversations that value diverse perspectives, setting equal standards for all employees regardless of their viewpoints, and always considering the feelings and experiences of minority groups can contribute to a more inclusive and harmonious workplace environment where everyone feels heard and respected. By fostering an environment of respect, openness, and equality, you can transform what might be seen as potentially polarizing conversations into valuable opportunities for growth, empathy, and deeper understanding among colleagues.

“You know what I’d really like to hear more of this coming year? Complaining!” said no one ever. I recently saw a post about someone’s New Year’s resolution being to complain less. As people and as business owners and leaders, complaints are a thorn in the side, another issue on the pile to be dealt with. We view them as annoying, time-consuming, and potentially costly. What if we could shift that mindset and instead see them as opportunities?

In my former life, I worked at a legal software company. This is where I “grew up” professionally and got to know the plaintiff’s personal injury legal space. It was my home for 17 years, and it all started with a book and a mindset. Well, it all started with an ad in the newspaper (this was in the early 2000s), but my onboarding included an assignment…read the book, “A Complaint is a Gift.” I was in my early 20s, and my customer service skills to that point had been limited to working retail jobs where stock management was trained much more so than customer service. Nothing in the book was inherently revolutionary. In fact, it was common sense. The crux of the book is that customer complaints are not annoyances but nuggets of gold that can and should be used to improve and grow an organization. The book was an easy read, and it was helpful, but it was the mindset of the organization that really sealed the deal, and that started with leadership. It turns out it was the owner of the company who insisted all new hires read the book. He believed that software was important and necessary, but relationships were the goal. He grew the business by knowing clients by name, by getting to know them deeply on a personal level, by listening to their stories and sending thoughtful gifts, and by leading the organization to do the same. It permeated everything the organization did. Voicemail was outlawed because it was impersonal. Software “wishlists” were the backbone of every new version. Customers drove the business. How? By complaining.

Grow Your Business with Complaints

It seems so simple, but customer complaints are incredibly valuable pieces of feedback that can be used to improve service, develop relationships, and ultimately strengthen and grow the business. In the software world, that might take the form of a complaint about a limiting feature or an inadequate report. Those complaints are tangible and often have a relatively simple trajectory from complaint to “fix.” The same is true of product complaints. If my car’s backup camera doesn’t have a wide enough angle or bright enough lighting, that complaint can be easily translated into next year’s improved model. Customer service complaints, on the other hand, can be a bit more nuanced, but they are just as critical to improving your business, if not more so. You are in the service industry. You are meeting your clients at a low point in their lives, when they are in pain, confused about the process and timeline of a case, perhaps skeptical of attorneys, and potentially scared, angry, or grieving. Your ability to serve their needs…not only their need for financial recovery, but their need to be heard, to understand the process, and to feel like a priority…translates to your ability to create a loyal referral source and a thriving firm.

More Than Lip Service

I can’t tell you how many firms I’ve visited where one of the published and touted core values was customer service. Most firm owners know that a focus on their clients is the right approach. It’s a great marketing angle. It looks impressive posted on the lobby wall, and it sounds inspiring during the interview process. But saying it and consistently living it are two very different endeavors.

“It’s one of our core values.”

“We tell them during training.”

“They should know.”

Facepalm. It’s not enough to put a sentence in the employee handbook, tell the team to behave a certain way, and hope for the best. Exceptional client service is intentional, it is trained, and it is RE-trained. It also starts at the top. When done well and consistently, it becomes the standard.

I’ve seen it happen. At the software company, client service was such a part of culture that team members were almost shamed by other team members if they got it wrong. Dodging calls? Not returning emails? Unacceptable.

Take a look at your onboarding and training process. Is customer service part of it for all team members? Do all the systems and processes your team uses support your “customer-first” claims? A good way to know is to listen to your clients complaints. What gets in the way of them having a positive experience? If they don’t consistently hear from their legal team, create a system to ensure it happens. If they don’t have expectations set for them at every stage, consider how that can be built into your processes. Their complaints are a gift that can help your operations team view the current workflow with fresh eyes and a focus not only on efficient workflow but on effective client service.

Open Those Communication Lines

Has your firm ever attempted client surveys? They are a great tool, and we at Vista recommend conducting them not only at case resolution, but also during the life of the case. Those firms who have implemented this know that surveys can be tough. Clients can view them as a nuisance, and you often fight to get them on the phone or to click the link to complete them. You are desperate for feedback, but it can be tough to come by. However, when a client has a complaint, they are often willing and eager to talk directly. What a gift! If your firm is prepared to listen, you have a rare and golden opportunity to strengthen a relationship, improve a process, and grow your business through critical improvements.

All of us are chasing those 5-star reviews, and turning a complaint into an opportunity puts us in the place of most potential to achieve them. Train your team to hear complaints as opportunities to communicate with those very people who make having a firm possible. Train them to see clients not as “crazy,” “annoying,” or “entitled,” but as individuals going through a hard time and communicating a need. Sure, there will be some outlier clients who are unreasonable, but they are the exception, and your team has the potential to forge a relationship, help a client, and earn a review.

So Many Gifts!

A complaint is a gift to you from your customers, but they aren’t the only ones bestowing gifts. Your team and your potential hires often hand you bundles of blessings in disguise as well.

When your team comes to you with a complaint, try to hear that too as an opportunity. Is there a process that is not working? A team member who needs more training or guidance? A leader who has become toxic? Not dismissing those complaints can open your eyes to a better culture and improved employee relations.

Too, listen to the complaints of your potential and new hires. They may give you the gift of knowing your process for applying is cumbersome, your website is lacking, your onboarding weak. They are experiencing the holes in the process and bestowing upon you the gift of an opportunity to fix it.

Service providers with whom you work may have bundles of joy wrapped in complaints for you as well. They too can open your eyes to flawed processes, difficult team members, or a slow or inconsistent work product. Listen with an ear to improvement!

Truly, there are gifts all around us, waiting for a chance to be unwrapped and show us the sparkle of a better firm and a potentially improved bottom line.

As we all embark on a fresh year, and many firms begin to implement strategy, put the voice of your clients at the heart of that strategy. View their complaints not as a pain but as a chance to learn, to improve, and to grow. May this year bring you an abundance of complaints…er, gifts!