Most client dissatisfaction in litigation comes from surprise rather than from outcome. Structured communication removes most of it.
At the outset. A written assessment covering the claims, the realistic range of outcomes, the cost estimate by phase, the schedule, and the decisions the client will be asked to make and when.
Regular reporting. A short monthly note covering what happened, what is next, budget against actual, and any change in assessment. Monthly is enough for most matters; weekly during active periods.
Before every significant expenditure. Depositions, expert retention, motions — a note explaining what it will cost and what it is expected to achieve.
After every ruling. What it means for the case and for the assessment, sent the same week.
Written evaluations before mediation and before trial. These are the documents that allow a client to make an informed decision, and their absence is the most common complaint after an unwelcome result.
Bad news promptly. An adverse ruling, a damaging document, a witness who performed poorly. Delivered early, it is information. Delivered late, it is a different conversation.
Decisions belong to the client. Whether to settle, and on what terms, is the client’s to make. Counsel’s obligation is to ensure the decision is informed and recorded.