They say that everyone has a book in them. Mine would probably be titled Will’s Book of Grievances and Solutions. I routinely observe situations and circumstances that do not meet with my expectations or approval. I usually share my complaints with my wife and explain to her how something could be better. She typically responds sarcastically by saying, “You should add that to your book.” My gripes range from inefficient traffic light cycles to retail checkout deficiencies to incompetencies in parallel parking. The list is long and growing.

Lately, the focus of my grievances has been on customer service. The holidays provided me with an abundance of content for my chapter on poor customer service. There were the Amazon packages that were delivered to the wrong address and the long checkout lines at certain big box retailers where more than half of the registers sat empty. Then there was the power washing company that had been recommended by a friend. They never even responded to my numerous requests for a simple quote. Bah humbug!

Since Covid, it seems like customer service has declined. People and businesses don’t appear to be as dependable, courteous, and responsive as they used to be. Sometimes, it feels like we have moved from, “The customer is always right” to “The customer is an inconvenience.” 

Before you accuse me of being just another grumpy old man, consider the data. The latest release of the National Customer Rage Survey found that 77 % of U.S. consumers reported experiencing a product or service problem in the past 12 months. That figure is more than double what it was in1976. A 2023 study reported that 57% of customers surveyed thought that customer service had gotten worse in the previous year, with a quarter of all respondents saying it had become much worse.

Law firms have not fared any better when it comes to client service and satisfaction. In a study by Case Status, only 40% of clients said they would describe their firm as caring. Only 21% of clients said they felt reassured that their lawyer cared about their experience or asked for feedback. BTI Consulting Group noted in its latest report that overall client satisfaction is at a 25-year low. 

Clients have become frustrated with lawyers who ignore them. It is no wonder that clients are dissatisfied. Clio did a study where they used a third-party research firm to pose as potential clients seeking legal help. They wanted to see how easy it is for prospective clients to get in touch with law firms through phone or email. The results are disturbing and worse than they were prior to Covid. Only 33% of firms responded to the emails from the secret shopper clients. This was down from 40% in 2019. Only 40% of firms answered the phone calls. This was down from 56% in 2019. Some firms that did not initially answer their phones called the prospective clients back at a later date. However, 48% did not do either, meaning they were essentially unreachable by phone.

Gallup research suggests that the decline in customer service could be due to the sharp decrease in employee engagement since Covid. An increasing number of employees don’t feel connected to their company’s mission or purpose. In other words, they just don’t care as much about what they do. Relatedly, many employees today report feeling burned out in their work. Burnout was the primary reason given by employees who quit during the Great Resignation. This has resulted in a labor shortage, which could explain the decline in customer service. There simply aren’t enough employees to be responsive to customer demands. I suspect that it is also true that burned out employees are less likely to provide superior client or customer service. I think this is certainly true for lawyers.

There might be another reason for the perceived decline in customer and client service. During Covid, customers became accustomed to conveniences such as home delivery, curbside pickup, video-conferencing, on-site digital menus, on-demand video calls with experts and a whole host of digital tools that provide immediate responses to address customer and client needs. Today, customers and clients expect to have all these benefits but still want the in-person customer service as well. That can be a tall order for businesses and law firms trying to satisfy this expectation. 

This tension between rising expectations and constrained capacity presents a particular challenge for law firms. Clients now want the ease, speed, and transparency they experience in other service industries, while still expecting the trust, judgment, and personal connection that they have always had with their lawyer. They want prompt responses, easy access to information, and the ability to interact on their own terms. They also want to feel heard, understood, and cared for by a real human being. For firms already stretched thin by workload, staffing shortages, and burnout, meeting both sets of expectations can feel daunting. But firms that are able to meet these demands will grow while others stagnate. 

One way that firms can respond is by using technology to handle routine communication and information-sharing so that lawyers and staff have more time and energy for meaningful client interaction. Online intake forms, automated appointment scheduling, secure client portals, and text or email updates about case status can reduce friction for clients and eliminate many of the unanswered calls and emails that fuel dissatisfaction. When clients can easily submit documents, check deadlines, or confirm next steps without tracking someone down, they feel informed rather than ignored. Importantly, these tools are not a substitute for personal service. They are simply a way to remove unnecessary barriers so that personal service can actually happen.

Virtual communication tools can also enhance responsiveness without eroding relationships. Video conferencing, for example, allows lawyers to meet clients quickly and efficiently, particularly when travel, childcare, or work schedules would otherwise delay communication. For some clients, a short video check-in provides reassurance that would not come from a voicemail or form email. Used thoughtfully, virtual meetings can supplement in-person interactions rather than replace them, offering flexibility while preserving the face-to-face connection that builds trust.

At the same time, firms must be intentional about preserving the human elements of client service that technology cannot replicate. Clients still want empathy, clarity, and the sense that their lawyer understands what is at stake for them personally. That means returning calls promptly, explaining things in plain language, setting realistic expectations, and checking in even when there is no immediate development in a case. Technology can make communication easier, but it cannot make it caring. That responsibility still rests with the lawyer. There are some communications that need to be made in person. 

Finally, law firms should recognize that improving client service is inseparable from addressing lawyer and staff burnout. A burned-out lawyer with an overflowing inbox will struggle to deliver superior client service. Thoughtful use of technology can reduce administrative burden and cognitive overload, but only if firms pair those tools with reasonable workloads, clear processes, and a culture that values responsiveness without demanding constant availability. When lawyers are supported and engaged, clients feel it.

The firms that will stand out in this new service landscape are not those that chase every new tool, nor those that cling solely to old models of in-person interaction. They are the firms that combine technology tools with personal service to address client needs. In a time when many clients feel ignored or inconvenienced, that combination may be the most powerful differentiator of all.

None of this is meant to suggest that client service is easy, especially for law firms navigating burnout, staffing shortages, and rising demands. It is hard but not impossible. I know this because I work with law firms every day that consistently deliver superior client service. These firms remain busy with interesting, rewarding work, yet they still find the time to be responsive and attentive to their clients. If your firm’s revenue is not where you want it to be, it may be worth conducting a client service audit to assess whether your current approach encourages clients to return and refer others. If not, thoughtful use of technology or renewed attention to personal, human service may be the most effective place to start.

I will probably keep working on my Book of Grievances. Old habits die hard. But after writing this article, I find that I have a bit more compassion for the people on the other side of the counter or phone who are simply trying to get through their days in an environment marked by limited resources, burnout, and ever-rising expectations from customers like me. That perspective does not excuse poor service, but it does add some needed context. And perhaps that balance between reasonable expectations and human understanding is exactly what good client service requires from both sides.