We’ve discussed this idea before. If (a) you have chosen to build a truly client-centric firm, and (b) some of your partners and employees don’t buy into constant improvement and innovation in customer service, tell them goodbye. Do that right away. Your co-workers either love–or don’t love–the idea of great customer service. You can’t teach people to get excited about it. Don’t try.
But if they do “get it”, keep those people, and challenge them to keep thinking and improving by incorporating specific customer service standards and goals into each employee performance review. Those standards may vary from position to position and from employee to employee. Whatever they are, make them as important as technical skills. Measure yourself and your employees by them.