Recognising and Serving the Needs of Clients

Most clients don’t walk around with a sign on their neck saying, “These are my biggest challenges,” or, “This is what keeps me awake at night.” The question of what clients truly need isn’t so easy to answer.

In this article you’ll find some thoughts and tips on the topic.

To recognise needs, two things are required of you:

1. Preparation
2. Talking with the clients – you can’t do it without that.

In general: whoever wants to understand clients must invest – time, attention and genuine interest.

Preparation: How to impress the person opposite you

Suppose you want to convince a potential client. Before you sit down with the decision-makers at the table (or in a Teams meeting), you should inform yourself. If it’s a business client, for example, it makes sense to invest time in looking more closely at the company (structure, employees, offices, products, sales channels, etc.). For your exchange with the target, it is useful if you understand how the market in which the company operates is developing.

What is the competition doing? What topics are being discussed at industry events or in magazines? Has the company recently featured in the media?

You should know what is publicly available. That shows respect and willingness to invest in the relationship.

The meeting also becomes interesting for your counterpart. You signal that you’ve prepared because their time matters to you and you didn’t want to waste it on an unnecessary lunch or after-work chat – just to present your entire “product buffet.”

But be careful: it’s a bit like a blind date. Don’t slip into creepy stalker mode. You should weave the intelligence you’ve gained into the conversation with finesse.

Where can you find information? Websites, LinkedIn, magazines, media links, Google alerts, etc.: there are many tools that help you gather valuable information. Don’t forget your contacts. Lawyers are well connected. It’s quite possible you know someone who can make an intro. LinkedIn is especially useful here: once you’ve identified a decision-maker, you can quickly find mutual contacts.

In conversation: watch your talking time

Those who are well prepared have better conversations. These don’t arise through self-presentation, but through clever questions. Active listening also plays an important role here. Often we have a tendency to talk a lot in order to convince others of our skills.

In fact, we then miss out on all the valuable information. We rob the person opposite us of the chance to express their actual needs. This is where the leverage lies: rather speak a little less yourself and instead ask precise follow-up questions. That creates clarity for the client, gives them a feeling of genuine interest, and delivers real insights for you.

Real needs are always somewhat hidden. Pay attention to statements that are unusual.

“Relationship” requires open exchange

Relationships with clients become stable when law firms are seen as strategic partners. That presupposes that we invest in this relationship even outside of concrete mandates. Useful formats can include, for example:

• Client Listening Meetings: Deep exchanges with key clients about the course of collaboration, what should be optimised, what wishes they have, how satisfied they are with the lawyers working on the matter, etc.
• Lunch-and-Learn formats: Short presentations at the client’s company for their employees on important topics.

Bonus: You often meet other important people from the company and expand the network within key clients.

• Structured feedback conversations: A mandate conclusion should actually always be completed with feedback.

There are other such formats that enable exchange and mutual learning. Even though many firms might think otherwise: clients generally don’t find these conversations disruptive, but rather appreciative. They are seldom asked – and appreciate the opportunity to share their perspective.

Why the topic is especially crucial right now

Law firms are increasingly competing not just among themselves. New providers and artificial intelligence are changing the market. More and more standard legal work is being automated or handled internally. The value of external lawyers is shifting.

Clients expect less raw knowledge, more interpretation. Less reaction, more orientation.
If you don’t understand how clients themselves use AI, where they hit limits and where they need strategic support, you lose relevance – regardless of professional excellence.

Business development is a long-distance sport

Good conversations don’t always lead to clients instantly. Sometimes nothing happens for months. And then suddenly a lot. Patience is not a sign of weakness, but of professionalism.

The same goes for regular follow-ups. Clients are grateful when they are reminded of open tasks at reasonable intervals and when their partners show that they are continuing to pursue important projects.

And what do I do with the insights?

You’ve done everything and gathered lots of exciting information. To ensure that this is effectively used, you can, for example, record it in marketing personas. Personalising customer segments in this form is one of the most effective measures. It helps clarify your own services in marketing and in effective external communication.

Conclusion: Those who invest, learn more

If you want to learn from clients what is really important to them, you must invest in the relationship and signal true interest.

1. Preparation: Invest time in research. Know what is publicly available.
2. Meetings: Invest time outside billable hours for your key clients and signal genuine partnership.
3. In the conversation: Invest time and create space for your counterpart. Active listening and skilful questions – those are your game changers.