EXCEPTIONAL CLIENT SERVICE HANDBOOK

Client meetings

Preparation is key

Client meetings shape relationships and build trust. Know or anticipate your clients’ needs and preferences.

Client meetings are an opportunity to demonstrate to the client that you know and understand them and are thinking about what is important to them
Meetings are not just a portfolio review, but key moments that can shape and deepen relationships
Preparation demonstrates professionalism, commitment and respect
If you are poorly prepared, you will erode your clients’ trust and confidence in yourself and the firm

Read the last meeting note!
Be up-to-date with the client’s portfolio and any transactions
Check any outstanding admin across the client group
A meeting is a useful moment to complete outstanding docs – tax forms, PRT requests, outstanding ELOIs
- Ensure they are on the correct fee – and consistent fee across client group
- Check accounts for any uninvested cash/recent dividends
Update the portfolio review
- Does it feel tailored to the client? – e.g. do they prefer less or more detail?
- Schematics/pots – ensure client group schematic is up-to-date
Tailor the agenda – know your key messages before you go into the meeting
Anticipate questions/concerns the client may have

How often does your client want to meet? Ask them!

Be proactive about scheduling meetings, never wait for clients to ask
Maintain a schedule of ‘last meaningful contact' to help identify when contact is due. In time this should be automated via JANET
If meetings involve other advisers (e.g. investment consultants / trustees), they tend to be more formal – arrange ‘off cycle’ catch-ups with the underlying clients to deepen the relationship
Pick up the phone ‘off cycle’ to catch up and let clients know you are thinking of them

Try to meet in person, rather than via Teams

Make it easy for them and offer to meet somewhere convenient e.g. at their home
Consider the format – over 10th floor lunch, coffee, round of golf, dog walk – doesn't have to be across a table
If you are meeting in the office, consider whether a team member can collect the client from reception
CA should write to client the day before the meeting to confirm it

Who else could attend to broaden the client experience / relationship

CSE if there is a lot of day-to-day contact / payments / help with eAccess
Analyst to build relationship with next-gen
Explain what members of the team do for the client - clients want to know who to contact for actions on their accounts

“People will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

- Maya Angelou

Not just reviewing portfolios, but building trust and deepening the relationship

Agenda: have an agenda – but always ask the client if there is anything specific they would like to cover
Performance: often best to address up front as clients tend to fear the worst (particularly if markets have been challenging)
Performance expectations: does the client understand how it will feel in both good and bad times?
- Is there a mismatch of expectations that needs addressing?
- Remind client of what we're aiming to achieve within their risk profile
- Manage expectations if performance is good “this won’t be the case every year”
- Include the ‘What to expect from us’ page as standard and always touch on 'lumpiness' to help manage expectations in the future (no need to talk through the whole page)
Portfolio construction: revisit how we build portfolios – Return Assets vs. Diversifying Assets/bottom-up approach/we will look different to markets

Start with the personal – family, holidays – before diving into the portfolio review
Listen more than you talk
Take relationship beyond the portfolio: family, interests, wealth planning, etc.
Housekeeping: have you checked the whole family group to see what needs updating? Better to do in one go rather than piecemeal
An opportunity to check they are getting what they need from us: events, publications, performance, eAccess, etc.

The meeting doesn’t end when you leave the room

Send an acknowledgement / follow up email within 24 hours of the meeting
If there are follow-ups, use the email to list them and give guidance on timing
Quick courtesy email to other advisers if they weren’t present in the meeting
Follow-ups should be prompt – otherwise it will feel that they are not a priority
If follow-ups will take time, keep clients updated on progress so they know you’ve not forgotten them

Diarise actions and ensure they are completed
Write and circulate a meeting note to the team – ensure clarity around responsibilities, timelines, etc
Ensure the team have uploaded the suitability documents to CIS
Review the meeting:
- What went well? What could have gone better?
- What can be improved for next time?
- Was there a positive moment of truth?