Teaching a Feedback Mentality

I had a date night with my two daughters (ages 6 and 4) last night.  Upon request, I took them to their favorite restaurant.  After dinner, my eldest asked me if she could fill out a comment card.

About six month prior, I had taken her out to the same place, and received unusually exceptional service.  As a feedback guru, I took the time to find the comment card box and leave some detailed praise of who did what, and why it was so great.  My daughter asked what I was doing, so I explained a basic theory of feedback and why it’s important.

Six months later, at the tender of age of six, she remembered the lesson.  After another good night of service, she wanted to leave a note of appreciation that was specifically about what she liked.  She gets it.

Firm leaders have a similar opportunity.  Most firms employ at least some very young, very fresh professionals.  For many, you are their first “real job” out of school.  And just like my six year old, they are looking to you and your firm leaders for the behaviors that create an effective and successful professional career.

If you are fortunate enough to employ these eager and easily influenced minds, what behaviors and patterns are you teaching them about client relationships?  Interns are often quickly trained up on technical skills and rushed into a production role.  But these are the same people that will grow up and begin taking care of your clients.  Introduce them right away to effective client management skills.  Give them feedback regularly.  Give clients feedback in front of them.   More importantly, ask for feedback in front of them.  Let them see you engaging clients to better understand their preferences.  Let them see the results that open feedback brings.

As they grow professionally, give your young professionals opportunities to interact with clients, and solicit feedback about those interactions.  Empower them with the tools they need to manage clients and respond to their expectations.

The results?  Clients that are more engaged and loyal.  Beyond that, you have technicians learning to become business people.  You have interns focused on the client’s problem, rather than production.  Their awareness of what they are working on and why will increase, leading to better product going out the door.  You will also end up with young professionals who feel a part of the system, building their sense of self worth and increasing their job satisfaction.

You will also be raising the next generation of experts to help your firm continue and thrive for years to come.