Targeting the Right Clients for Feedback

Client feedback is a cornerstone of relationship management and client development, as we at Wicker Park Group know well. The most successful firms treat feedback not as a check-the-box exercise but as a high-value investment in their clients’ experiences, needs and future expectations. The firms that get the most from their feedback programs make those selections with purpose, intention and a strategic eye toward what they want to learn, improve or grow. If it’s time for your firm to refresh or reconsider feedback efforts, keep in mind these essential components:

1. Start with Purpose
   The starting point should always be a clear understanding of how the feedback program aligns with the firm’s goals. Whether the purpose is to support a client team launch, assess the health of a key relationship, identify cross-selling opportunities or prepare for leadership successions, the desired outcomes should directly inform which clients are selected for interviews.
2. Consider Your Candidates
   • High-Impact Clients: High-revenue or cross-practice clients are often considered obvious candidates for feedback, but much is often known about these clients, and internal dynamics may already shape the feedback loop. If you choose to interview these clients, ensure there’s a clear purpose—such as a pending leadership transition, expansion into new work or recent shifts in decision makers.
   • At-Risk or Dormant Clients: While it’s easy to focus on thriving relationships, feedback can be especially valuable when things feel uncertain. Clients who haven’t sent work in some time or have reduced engagement may be at risk. These interviews can reveal friction points and offer a chance to course-correct before the relationship erodes further.
   • New Relationships: New relationships are especially valuable sources of feedback. A conversation six to twelve months into a new engagement can uncover onboarding issues, clarify whether expectations are being met and affirm what’s working.
   • Alumni: Alumni of the firm can offer unique perspectives. Interviews with alumni can surface outdated perceptions that need refreshing, uncover barriers to reengagement or even identify advocates in their new roles.
3. Seek Feedback Opportunities at Key Moments
   Timing interviews around specific milestones can lead to richer, more actionable insights. Consider scheduling feedback conversations after the close of a major deal or litigation, following an RFP or panel appointment, ahead of budgeting season or during a leadership change.
4. Build Better Client Service Teams
   Many firms use client feedback interviews to launch or reset client teams. These interviews help teams understand client priorities, clarify how the firm is perceived and identify gaps in service or communication. Interviews can serve as a shared starting point for internal collaboration and client strategy.
5. Engage Internal Stakeholders from the Start
   Relationship partners play a key role in identifying clients, preparing for interviews and acting on the feedback. The more invested internal stakeholders are in the process, the more likely the feedback will lead to meaningful follow-up.