How Good Communications & Engagement Have Been Critical in Providing Effective Client Services
Almost a year ago exactly, I provided an article for Flat Living on the importance of building and maintaining a positive client experience. In the twelve months since then, the arrival and disruption wrought by coronavirus has tested these principles thoroughly, and in this follow up piece I can hopefully illustrate that the elements we discussed have proven to be a bedrock in our ability to provide continuity, resilience and reassurance during this turbulent time.
In our previous article we highlighted that engagement, communication, knowledge, guidance and consistency are some of the key factors that shape client perceptions, create a lasting impression and inspire confidence.
Given the uncertainty and change which accompanied emergency legislation, particularly with regard to the actions landlords and managing agents could continue with, analysis on the implications of change – with clear guidance – became paramount.
We adopted a pro-active and timely plan for client communications and engagement, by listening to the key questions being asked by clients, concurrently monitoring legislative change, adding the insight of our experts and drawing these together into an ongoing suite of guidance notes and industry updates covering the coronavirus legislation and impacts on property management, comment on the Law Commission leasehold reform proposals, the Building and Fire Safety Bills, Courts, Tribunals and forfeiture, property maintenance, arrears recovery, the EWS1 process, Insurance and the Building Safety Fund amongst others. Frequent, direct communication enabled these supporting resources to be focused, relevant and of practical benefit to clients in modifying operations in unprecedented circumstances.
With clarity also comes assurance.
When the Coronavirus Act (2020) was introduced, the government clearly indicated that frequent communications between landlords and leaseholders would be essential in addressing any issues concerning ongoing payments and the provision of services. The implications were broad ranging – covering the need to maintain service charge payments to access to property for urgent repairs and moratoria on forfeiture. Uncertainty and risk were compounded by confusion. With many organisations rightly concerned about their ongoing viability and revenue streams, not to mention the wellbeing of their staff and clients, we also provided guidance on the process of communication and engagement, from the validity of notices to use of electronic communications. Importantly, a key message of assurance was in reiterating that many core operational activities would remain unchanged despite the upheaval. With many others advising changes to practice and operations on a wholesale basis, we urged caution, balance and where practical, continuity.
Our aim was to mitigate costly – and potentially needless – disruption, and support managing the expectations of clients and in turn their leaseholders. In considering what makes good “customer service” we can ask ourselves – and keep asking – key questions: do we provide value – and added value? Do our levels of client retention reflect this? Do the endorsements we receive validate our approach? Perhaps another key question to ask is whether we continue to learn and adapt, to not only meet, but anticipate change.
Legal 500
Despite the challenges, last year saw JB Leitch elevated to Tier 3 status in the Legal 500, in no small part supported by the testimonials provided by our clients and the commitment of our team. We are pleased to say that our client retention remains strong. Many of us will know that the last year has necessitated and tested our ability to adapt, maybe a point to reflect on will be whether we have acted to innovate as well as mitigate.
Digital Connectivity and Digital Service Provision
Understandably, many will have been focused on the consolidation of resource and operational activity. Undoubtedly, we have all realised the place of digital connectivity and digital service provision. In recent months we have expanded our online service offering to provide ID verification services to assist land registry applications. This is an innovative approach provided in response to changing legislation, but in the context of customer service, offering a cost effective and convenient alternative to interpersonal engagement in a covid-secure fashion. As we look ahead, the increasing place of digital offers us further considerations on maintaining good customer service.
On face value, there is the perceived dilemma of digital services offering immediacy and rapidity, but reducing the quality and extent of interaction in personal client / customer relations. The answer is probably in balancing the best of both. Personal engagement with customers can be a platform to signpost and guide customers to digital services, advocating the advantages whilst providing direct support both before and afterward. Greater operational efficiency meets increased customer convenience and control.
In summary, the coming months will continue to provide us all with challenges as we navigate our businesses and support customers out of the current crisis. We have found that recognising the core principles of continued engagement and frequent – meaningful – communication have helped give our clients a clearer view on the way ahead.
About the Author
Regarded with respect and affection by the JB Leitch team and clients alike, Mark has been an integral part of the JB Leitch team for over 20 years. As Client Services Director, no detail is too small or unimportant under Mark’s ‘hands on’ approach to ensuring that client expectations are exceeded on a daily basis.
With vast knowledge and experience of clients’ requirements and granular expertise in our operations, Mark has consistently ensured that all matters received from clients are managed to the highest and most efficient standard. A key to Mark’s success is not only in providing rigour and a culture where quality is a prerequisite, but by developing and maintaining relationships with clients that shows an innate understanding of their operations, objectives and consequently, how services should be truly tailored to need.
Alongside business owner and principle solicitor Jonathan Leitch, Mark has ensured that JB Leitch has become the best in class and go-to provider of legal support across the property management industry. Mark’s dedication to excellence, efficiency and above all results, is complemented by his integrity, good humour and warmth – factors that have made Mark a familiar name and memorable partner for clients over many years.
