Lawyers often build their practices one matter at a time. Over the years, those individual decisions become the firm’s systems: intake forms, engagement letters, billing practices, client updates and file-closing procedures.

But many firms never intentionally design those systems from the client’s point of view. Clients may receive excellent legal work and still feel uncertain about what happens next, who to contact, how long the matter may take or why they received a bill.

That is the central idea behind Design Your Law Practice: Using Design Thinking to Get Next Level Results, edited by Jessica Bednarz, Catherine Sanders Reach and Juda Strawczynski. The book encourages lawyers to examine how clients experience their services and make thoughtful improvements over time. It also includes a chapter, “Creating Exceptional Customer Service,” by our own retired OBA Management Assistance Program Director Jim Calloway.

START WITH THE CLIENT'S EXPERIENCE 

Design thinking sounds like something for software developers, but the concept is simple: before improving a process, understand the experience of the person using it.

For lawyers, that means looking at each step of a matter through the client’s eyes. Is the intake process clear? Are next steps explained after the consultation? Do clients know how often they will hear from the lawyer? Are invoices understandable?

MAP THE CLIENT'S JOURNEY 

A simple client journey map can help. Start with the first call or email and follow the matter through consultation, engagement, communication, billing and file closing. At each point, ask where clients may feel confused, ignored or overwhelmed.

This exercise does not require special software. A legal pad and an honest conversation with staff may be enough to identify one or two friction points that can be improved.

IMPROVE ONE FRICTION POINT 

The goal is not to redesign the entire law firm overnight. It is to identify one problem, try one solution and see whether it improves the client experience.

If clients are unsure what happens after the consultation, send a short follow-up email explaining the next three steps. If invoices cause confusion, use clearer descriptions or send bills more regularly. If clients fail to provide documents, simplify the checklist and explain why each item matters.

BETTER SYSTEMS SUPPORT BETTER SERVICES 

Client-centered design is not just about marketing. Clear communication, understandable systems and reliable processes help lawyers provide competent and diligent representation. They also reduce unnecessary calls, billing complaints and last-minute problems caused by confusion.

Lawyers can begin with one question: What is one part of our client experience that creates unnecessary friction, confusion or stress?

Then make one improvement, ask for feedback and keep refining. That is the real lesson of Design Your Law Practice: better legal service is not only about knowing the law. It is also about intentionally designing a practice that helps clients move through difficult legal problems with greater confidence.

Further Reading: Design Your Law Practice: Using Design Thinking to Get Next Level Results, edited by Jessica Bednarz, Catherine Sanders Reach and Juda Strawczynski. OBA members may receive an ABA discount by using code PAB9EOKB when ordering.