It happened again. He knew he shouldn’t have done it. And now it’s too late. 

Bob gave his client his personal cell phone number. And now his client calls him late at night and on weekends. He wants to share his ideas on how to handle his matter. He wants updates. Sometimes, he just wants someone to talk to. All the while the meter is running. And Bob knows the client will fight every entry when the invoice arrives.  Bob’s client is showing all the symptoms of CFHS – Client from Hell Syndrome.

Sometimes perfectly normal clients who you think will be your “A Level” develop CFHS after you’ve gotten started. Or you just missed the tell-tale signs before you accepted them as a client. Either way, once a client starts showing symptoms you’ve got to take action – because the symptoms will get worse if left untreated.

Turning the client around. 

Treating clients with CFHS is one of the early lessons I share with my private coaching clients. It comes up as part of upgrading their client base so they can make more money in less time. We’re often successful following the performance improvement plan model I used with employees when I was an executive. 

At its most basic level, a performance improvement plan outlines the standards for working together, the behaviors to meet the standards, how you will measure, and the consequences of not meeting the standard. If the employee meets the standards then the issue is resolved. If they do not, then at least you gave them the opportunity to make it right.

Often the CFHS behaviors are rooted in the fear and loss of control that comes with having to hire a lawyer and show up because there isn’t an understanding or agreement on how and when you should be communicating. Just because you explained what they should expect in your retainer agreement or in an email doesn’t mean they’ve read it and understand it.  

The most important step is to have a conversation with the client – at a time they are not in crisis mode – to discover what’s driving the behavior and set (or reset) the standards on how you will communicate with one another. You can’t do this by email or text. It needs to be a live conversation.

Once you know what is driving the behavior you can agree on standards you’ll use for communicating and responding to one another. I’ve found that this human approach diffuses the fear and can reset a relationship – and turn the client around. I even had it happen with employees who, after a long period of poor performance, felt relief to finally understand what was required, and how to succeed. It can happen with your clients too. 

Firing the client. And then there are clients that just need to be fired so you can go on with your life and practice. If there is no hope then your mission should be to wrap up representation quickly, safely, and efficiently.  Don’t wait. It won’t get better with age. Be sure you comply with the rules of professional conduct. If it is really contentious then consult with your malpractice carrier in advance. They don’t like surprises any more than you do.

Staying out of the fire. Most times you can sniff out a client from hell as part of your client acquisition and onboarding process. You just need to know what to look for – and heed the warning signs. Don’t trust your memory or your gut instinct. Write down the things to watch for – and make them part of your client selection and onboarding process.  And if you don’t have that kind of process, it’s time to start.  If you’d like help with that just click here and let’s talk.

-Doug