Guest article: Anna Lake, Client Talk: Does your ‘out of office’ leave clients in the cold?
By the time you’re reading this article, you’ll either be breathing a sigh of relief at the return of the term-time routine or gearing up to take a holiday now the prices have normalised, and all those pesky kids are back at school. Either way, how did your client experience hold up over the summer? Do you know or are you assuming (or hoping) the high standards which your client charter espouses were upheld?
Every interaction matters, and clients’ needs don’t conveniently pause when people are away. Whether it’s a summer break, parental leave, or even a long weekend; absences, if not handled well, can cause more than a temporary delay. They can dent your firm’s reputation, frustrate loyal clients, and cause new opportunities to slip through the net.
In a market where competitors are always ready to step in, “I’ll deal with it when I’m back” simply doesn’t cut it. So, what can you do to ensure a seamless and frictionless client experience during periods of absence?
When time away from the office is planned, encourage people to tell clients in advance and let them know when they’ll be away, who they can contact in their absence and how ongoing matters will be handled.
This isn’t just courtesy, it’s risk management. And it reassures clients, particularly during stressful periods such as year-end, during transactions or a conveyancing process.
Don’t assume colleagues will instinctively know how to cover for each other. Create detailed handover guidelines that includes status updates on ongoing matters, upcoming deadlines and deliverables, client preferences and communication styles, and access to necessary documents and contact details.
The art of informative Out-of-Office message
The out-of-office (OOO) reply is often the only point of contact during an absence, so it needs to work for the person making contact. Too many professionals default to the bare minimum:
“I am out of the office until [date] and will respond upon my return.”
That’s not just unhelpful, it can make people sound disengaged, and the sender feel unvalued. An effective OOO should be clear, reassuring, and client focused. It should state a return date, provide an alternative contact (with name, role, and contact details, and set expectations for response times.
This summer, I received an out of office message from a law firm partner which gave a return date and then gave me the names of seven colleague but not their areas of specialism or their contact details! If I were a client, I may have known the individuals and how to contact them, but if I were a prospect, I’d have put finding out which of those people I should try next firmly in the ‘too difficult’ box and moved onto another firm.
Effective handovers
Although clients don’t see a handover, its quality determines how smoothly things run. A thorough handover should cover:
— Current workload: List all active projects, their status, and any upcoming deadlines
— Key contacts: Contact details for clients, suppliers, or third parties
— Next steps: Clear instructions on what needs to happen if certain scenarios arise
— Access: Ensure colleagues can access all relevant files, emails, and systems
The goal is to make it as easy as possible for colleagues to step in without disruption. Incomplete or unclear handovers create stress for teams and risk errors that clients will notice.
Balancing human needs and business continuity
No one is suggesting that professionals shouldn’t take time off, quite the opposite. Clients often tell us that they prefer to work with firms who look after their staff and enabling them to take proper time off is a signal they are doing so. Rest is essential for performance and well-being and the need for it spans all levels of your firm. Although they will wryly admit it’s often helpful when partners reply to emails when they’re on holiday, clients don’t begrudge them a break if their matter is handled well in their absence.
It’s not just clients who need to be looked after when people are out of the office, prospects too need attention. New enquiries or leads that go cold because no one followed up can represent lost opportunities worth thousands of pounds. Some firms are moving toward a model of a centrally managed enquiries team staffed by several people meaning cover can be managed. However, for those departments who rely on recommendation or word of mouth, enquiries often go directly to relevant partners. In a crisis such a child protection case, an insolvency or litigation, who is monitoring those incoming direct requests?
This matters more than ever
Clients today have high expectations for speed and accessibility. Competitors are only a click away, and loyalty is fragile. A single negative interaction during an absence can undo months of relationship building.
Properly handled absences can strengthen client trust. They show that your firm is organised, collaborative, and committed to delivering value regardless of individual availability. That’s a powerful differentiator in a crowded market.
It may only be September, but the ‘C’ word is looming and with arguably more people taking a break in December than August, now’s the time to plan ahead and ensure your CX is a year-long commitment.
Practical tips for maintaining a seamless client experience
Here are some steps marketing and BD professionals can implement with their teams:
Create an Absence Protocol
Have a standard checklist for planned absences: who to inform, how to set OOO messages, and what information a handover must include.
Use shared calendars and CRMs
Make sure client information and project updates live in centralised systems or folders so colleagues can pick up where you left off.
Nominate a ‘primary cover’
One named person should be the main point of contact for clients, avoiding confusion or duplication.
Schedule a return catch-up
On your first day back, meet briefly with the colleague who covered for you to ensure nothing gets lost in transition.
Test the process
Encourage teams to simulate an absence and see if colleagues have all the information they need. They may be surprised by the gaps they discover.
Anna Lake is a Director at Client Talk. She specialises in client experience and client listening for professional services firms.
