Client Feedback and Reviews: How to Ask and What to Do With Them

Aug 10

11 min read

Law firm client reviews occupy an uncomfortable position in professional life. Clients now consult published opinions before choosing almost any service provider, and legal services are no exception. Yet the profession is bound by duties that most other businesses do not share: confidentiality that survives the end of the retainer, rules on advertising and testimonials, restrictions on conduct towards former clients, and a general expectation of restraint in public. A practitioner cannot respond to a review in the way a restaurant would respond to one, and cannot always ask for one in the way a retailer would.

Feedback is nonetheless valuable, for two distinct reasons. Private feedback tells a firm how its service is actually experienced, which is information that cannot be reliably obtained in any other way. Public reviews, where they are permitted and properly obtained, help prospective clients to judge whether a firm is trustworthy and responsive. The two uses should be kept apart in the firm's thinking, because the methods, the risks and the rules that govern them differ.

This article offers a framework for practitioners. It considers the regulatory and ethical boundaries first, then the design of a feedback programme, the practical mechanics of asking, the treatment of criticism, the use of findings to improve the practice, and the management of reviews on public platforms. Rules on testimonials and advertising vary considerably between jurisdictions, and some regulators restrict or prohibit them. The practitioner must establish the position under the rules of their own regulator before soliciting or displaying any client opinion.

Establish the rules before you ask

The first task is to determine what is permitted. The position may be that testimonials are allowed with conditions, allowed only in certain forms, discouraged by guidance, or restricted. The practitioner should obtain and read the relevant rules on advertising, publicity and client communications, and any regulator guidance on online reviews and social media.

Matters to confirm

Whether client testimonials may be published at all, and if so whether any disclaimer or qualification is required.
Whether the firm may ask clients to post reviews on third-party platforms, and whether the firm is responsible for what appears there if it has solicited it.
Whether comparative or superlative statements in reviews, such as "the best lawyer in the country", may be republished by the firm, given the rules on misleading claims.
Whether any incentive, discount or gift offered in return for a review is prohibited, which is a common position and in any event a practice to avoid.
What the firm may say in reply to a public review without breaching confidentiality.
Whether consumer protection or advertising standards legislation applies to the firm's handling of reviews, including the prohibition of fabricated or misleadingly selected reviews.

Confidentiality is not suspended by a review

A client who publishes a review does not release the practitioner from the duty of confidentiality. In particular, the practitioner must not disclose facts about the matter, the advice given or the client's affairs to rebut a criticism, unless the client consents or a recognised exception applies. Regulators in many jurisdictions have taken a dim view of public replies that reveal client information, even where the client's review was inaccurate. This restraint shapes the entire approach to public responses.

Data protection

Feedback, including names, contact details and opinions, is personal data. Surveys and reminders should have a lawful basis, privacy information should be given, responses should be stored securely and retained only as long as necessary, and individuals should be able to withdraw. Marketing messages that invite a client to leave a review may be subject to electronic communications rules, and the line between a service message and a marketing message should be considered carefully.

Distinguish private feedback from public law firm client reviews

Private feedback is solicited by the firm, is received by the firm, and is used by the firm. It can be candid, detailed and critical, and it carries comparatively little regulatory risk. Its purpose is to improve service. Public reviews are posted on platforms the firm does not control, are visible to prospective clients, and engage the regulatory issues described above. Their purpose is to inform the market.

The firm should operate both, but in sequence. A sound practice is to seek private feedback from every client at the conclusion of a matter, and to consider an invitation to publish a review only where the feedback has been positive, the relationship is good, the regulator's rules permit it, and the request can be made without pressure. This does not amount to suppressing criticism, since the private channel allows concerns to be addressed and resolved. It does, however, require a firm to be honest with itself about what it is doing: inviting only the satisfied to speak publicly produces a selective picture, and the firm must not misrepresent that picture as a representative sample.

Designing a client feedback programme

Decide what you want to learn

Feedback is useful only if it is directed at questions the firm can act upon. Typical areas include clarity of the initial advice, accuracy of the fee estimate, responsiveness to calls and emails, helpfulness of the team, understanding of the client's objectives, timeliness of work and quality of communication about progress and outcome. Avoid asking questions about the legal outcome as a measure of the quality of advice, since a client's satisfaction is strongly influenced by whether the result was favourable, which may reflect the merits and not the service.

Choose a manageable method

The method should be proportionate to the firm's size. Options include a short written survey sent at the close of a matter, a brief call from a partner who was not the principal fee earner, a structured conversation at the final meeting, and periodic reviews for clients with continuing relationships. A short survey with a small number of questions that can be answered in a few minutes is more likely to be completed than a long one. A mixture of rated questions and one or two open questions allows both comparison over time and richer detail.

Choose the timing

Ask while the experience is fresh, but not at a moment of peak stress. A matter that concludes with the delivery of a favourable result may produce praise, while one that ends in disappointment may produce an unduly negative reaction. Many firms ask shortly after the closing letter, when the client has had a short time to reflect, and again after several months for matters in which the effect of the advice only becomes clear later. Avoid asking while a fee dispute is pending, since the request may be seen as a pressure tactic or provoke an unproductive response.

Decide who asks

Clients are more candid with someone who is not the person being evaluated. Where possible, have the request come from a partner or practice manager who did not work on the matter. Ensure that the person who handles the feedback understands the confidentiality of what is received and is empowered to act on it.

How to ask: practical wording and conduct

The tone of the request is as important as its content. It should be courteous, brief, free of pressure and honest about the purpose. It should make clear that the firm values candour and will use responses to improve its service.

Elements of a good request

Thank the client for their instructions.
Explain why the firm is asking and how the answers will be used.
State how long the survey will take and whether responses are anonymous or attributed.
Offer a way to give feedback by the client's preferred channel, including a telephone call.
Invite specific comment as well as ratings.
State that a response is voluntary and that declining will have no effect on any current matter or fees.
Provide a contact for concerns that need prompt attention.

What to avoid

Offering any inducement, such as a discount or prize, in return for a review.
Drafting the review for the client or suggesting what it should say.
Asking a client who is in a vulnerable situation, for example in the middle of a stressful family or criminal matter, to evaluate the service in a public forum.
Asking in a way that implies the client owes the firm a favourable review.
Requesting a public review from a client who has expressed dissatisfaction in private feedback until the concern has been resolved and then only if appropriate.
Posting reviews written by staff, relatives or associates, which is misleading and may breach advertising and consumer protection rules.

Asking for permission to use comments

If the firm wishes to quote a client's comment on its website or in marketing, and the rules allow it, it should obtain the client's specific written consent to the quotation, its form, and the manner of attribution. The consent should be recorded in the client file. Quotation should be accurate and not edited to change meaning. The practitioner must also ensure that the quoted comment does not itself disclose confidential information or make a claim that the firm could not make directly.

Handling criticism

Criticism is inevitable, and an effective response distinguishes the private from the public.

Private criticism

When a client expresses dissatisfaction in response to a survey or in conversation, treat it as a complaint that requires attention. Acknowledge it promptly and without defensiveness. Arrange a conversation with a partner. Investigate the facts by reviewing the file. Where there has been a failing, apologise sincerely, explain what will be done to rectify it, and consider a fair remedy such as a fee adjustment. Where the client's perception differs from the facts, explain the position calmly. Keep a record, since the matter may need to be handled under the firm's complaints procedure and the rules of the regulator, and may need to be notified to the professional indemnity insurer.

A firm should have a written complaints procedure that is communicated to clients at the start of the retainer. A complaint that is resolved within the procedure is a good outcome. It is common experience that clients who feel heard are less likely to escalate, and that firms that handle complaints well often retain the client's trust.

Public criticism

Public criticism is more delicate. The following approach is prudent.

Pause. Do not respond in haste or in anger.
Identify whether the reviewer is a client, a former client, an opposing party or someone unconnected. Do not confirm in the reply that the person is a client.
Review the file and the facts, and consult the partner responsible and, if there is any risk of complaint or claim, the insurer.
Reply briefly, politely and generically. A suitable reply thanks the reviewer for the feedback, states that the firm takes comments seriously, says that it cannot discuss any individual matter publicly because of its duty of confidentiality, and invites the reviewer to contact the firm directly. It should not argue, explain the advice given, or disclose any detail.
Follow through. Contact the reviewer privately where possible, and resolve the concern.
If the client later chooses to amend or remove the review, accept it graciously, and do not make it a condition of a settlement unless that has been properly considered, since agreements that restrain reviews can raise their own difficulties.

False, abusive or defamatory reviews

A review that is demonstrably fake, that is posted by someone who was never a client, or that contains abusive or unlawful content, may be reported to the platform under its policies. Keep a record of the review, the reasons it is believed to be false, and the report. Be cautious about legal action, which may amplify the matter, and take advice on defamation and on the regulatory position before threatening or commencing proceedings. A measured platform report is generally preferable to a threat.

A guide to responding to different types of feedback

Type of feedback	Appropriate action	Points of caution
Positive private feedback	Thank the client; record it; consider whether a public review may be requested if the rules permit	Do not pressure; do not offer inducements
Constructive private criticism	Acknowledge, investigate, report the changes made to the client	Record in the complaints log if it is a complaint
Serious private complaint	Invoke the complaints procedure; involve a partner; inform the insurer where required	Observe time limits and regulatory duties
Positive public review	Thank the reviewer briefly and generically	Do not confirm client status or discuss the matter
Critical public review from a client	Brief generic reply; private contact to resolve	Do not disclose confidential information
Review from a non-client or opposing party	Consider reporting to the platform; do not engage on the merits	Do not disclose the existence or details of any matter
Fake or defamatory review	Report to the platform with evidence; seek advice before further action	Avoid threats and public disputes

Using feedback to improve the practice

Feedback has value only when acted upon. The firm should treat the responses as management information and review them on a regular schedule.

Analyse patterns, not isolated comments

One critical remark may reflect a single client's expectations. A recurring comment about slow responses, unclear fee explanations or limited updates points to a systemic issue. Group the comments by theme, note how often each recurs, and compare them against the same themes in earlier periods. A small firm may need only a simple spreadsheet or a section in the matter management system.

Link the findings to specific changes

Translate each significant theme into an action with an owner and a date. If clients report uncertainty about progress, introduce a standard update at fixed intervals. If they report surprise at the cost, tighten the estimates and add a written warning when the estimate is likely to be exceeded. If they find the initial meeting confusing, revise the intake process and the engagement letter. If a particular fee earner is repeatedly praised, identify the habits that contribute and share them with the team.

Close the loop with clients

Where a client has made a thoughtful suggestion or complaint, tell them what has changed as a result. This reinforces the relationship and demonstrates that the feedback was taken seriously. A short note is sufficient.

Report to the partnership

Present a short summary to the partners or principals each quarter, covering the number of responses, the main themes, the complaints received and the actions taken. Feedback then forms part of governance, alongside financial and compliance reporting.

Managing reviews on public platforms

Whether or not a firm solicits reviews, listings and review pages may exist for it on search engines, directories and community sites. The firm should be aware of them.

Claim and verify listings. Ensure the firm's name, address, areas of practice and contact details are accurate on every listing.
Monitor regularly. Set a regular review, such as weekly or monthly, to see new reviews and respond appropriately.
Assign responsibility. Appoint one partner or manager who is responsible for the firm's response and who understands the confidentiality position. Replies should not be left to junior or external staff without guidance.
Maintain a reply policy. Adopt a short written policy with approved wording and escalation points.
Keep a record. Store copies of reviews, replies and any correspondence with platforms.
Do not reproduce selectively. If the firm displays reviews on its site, take care that the selection is not misleading and that it complies with rules on testimonials.
Respect platform terms. Observe each platform's rules on soliciting and incentivising reviews, which are often stricter than professional rules.

Practical next steps

Read the regulator's rules and guidance on testimonials, advertising and online reviews, and record the permitted position in a short internal note.
Adopt a short closing feedback form with a small number of questions, and send it to every client at the end of each matter.
Draft a courteous request that explains the purpose of the feedback, is voluntary, and offers no inducement.
Assign a partner who did not work on the matter to receive and review responses.
Write or update the firm's complaints procedure, and ensure that clients are told about it in the engagement letter.
Prepare an approved form of generic public reply that preserves confidentiality, and brief everyone who may respond.
Claim and check all public listings for the firm and each partner, and set a regular monitoring schedule.
Review feedback themes quarterly, assign actions and report to the partners.

How practice management software supports the work

Feedback is most useful when it is connected to the matter it concerns, the people who worked on it and the client's wider history. A practice management platform such as Legalytech holds client records, matter timelines, correspondence and billing in one place, and provides a client portal through which closing communications can be delivered consistently, so that a firm can follow up each matter in the same way and review feedback against the underlying record of what was done.

This article is provided for general information only and does not constitute legal advice. Practitioners should consult the rules of their own jurisdiction and regulator.