Why strong client communication deserves a seat at the top table

In professional services, communication drives growth. Mary Cloonan explores how firms can harness consistent client contact to drive competitive advantage

In professional services, your relationships are your business. Yet, in many firms, client communication tends to happen only at quiet times.

This mindset no longer cuts it. Clients today want more. They expect ongoing visibility, meaningful contact and to feel genuinely understood.

In a market where competition is never more than a click away, staying in touch isn’t just part of good service; it is a core leadership responsibility.

If you want clients to stay, thrive and refer your services to others, they need to feel a sense of connection.

This doesn’t happen by chance; it happens when communication is baked into your firm's DNA, supported by a clear structure and led from the top.

Here are the practices forward-thinking firms are implementing to spark better conversations, strengthen relationships and drive long-term growth.

Make client contact a firm-wide habit

High-performing firms treat outreach as a priority—a weekly commitment, rather than an afterthought.

One simple habit: ask every partner or senior team member to check in with three clients each week. This might involve making a quick call or sending a short note to share valuable information or updates. The format doesn’t matter, but the consistency does.

This isn’t something to hand off to marketing. It needs to be owned by leadership. If it’s not scheduled, it won’t happen.

Lack of visibility is a client problem

Firms often possess rich technical and sector-specific knowledge that is hidden, even from long-standing clients.

You might be delivering excellent audit or tax work. However, unless you are actively support your clients in other ways, they won’t know about your advisory strengths, international capabilities or expertise in succession planning.

Regular communication creates space to connect the dots and demonstrate the full value your firm can offer.

Slow the pace and listen properly

When delivery dominates the agenda, it can be tempting to stick to the task and move on.

Clients often reveal their most valuable insights in informal moments when they mention a challenge, plan or passing concern.

These are not throwaway comments—they are commercial cues. And they will be missed if your team is always in execution mode.

Encourage people to slow down and make time for conversation. The next opportunity will often come from this.

Ask, don’t assume

Many firms think they know what their clients want, but assumption-based insight is risky. A structured feedback process can give you a much clearer view.

This doesn’t need to be a major undertaking. A short, well-designed survey or a few open conversations can reveal what’s working, what isn’t and what’s top of your clients’ agenda for the months ahead.

This clarity can bring quick wins, while also helping to identify risks and revealing new opportunities to add value.

Help your team know what to say

The challenge isn’t always about time. Sometimes, people hesitate because they are unsure of what to say.

A shared resource can make all the difference here. Pull together a simple library of talking points, such as:

• Upcoming budget updates.
• Sector trends.
• Grant opportunities.
• Light prompts or questions—for example, “what’s coming up for you this quarter?”

This approach will help your team approach conversations with confidence and relevance.

Use digital channels, but follow up personally

Newsletters, LinkedIn updates and firm-wide communications help with visibility, but they only go so far. The real impact occurs when someone follows up directly, prompting personal interaction.

It could be a simple message to start you off: “We recently shared something on R&D tax credits, and I thought of you because of your investment in innovation.”

This is where trust builds. Use digital content only to start the conversation, not to replace it.

Measure communication like it matters

This is where the whole thing can fall apart. Everyone agrees that client contact is important, but it can fade quickly into the background if it isn’t tracked or prioritised at leadership level.

Client communication should be built into your key performance indicators, reviewed alongside billings and pipelines and discussed regularly with senior teams. If it’s a strategic priority, treat it like one.

Checklist for building a communication culture

If you’re serious about embedding client communication into the firm’s culture, start with these questions:

• Are your top 20 clients hearing from a senior contact at least once a quarter? If not, who will be reaching out this week?
• Is client contact actually in the calendar? Add it to weekly plans for partners and managers.
• Are you relying on instinct or gathering honest feedback? Start a simple programme to ask clients what they really think.
• Does your team know how to spark a conversation? Share a list of timely, relevant prompts to make it easier.
• Are clients aware of your full offering? If you have invested in specialist expertise, make sure it isn’t hidden.
• Is communication part of the leadership dashboard? Track it just as you would financials or new business.
• Who owns this? Appoint someone internally to champion and maintain the habit.

When firms consider growth, the conversation often shifts to campaigns, new sectors or market expansion. However, the fastest route to progress usually begins with the clients you already have.

Show up, be useful and keep in touch. Get the rhythm right and the rest will become easier.