The Client Dilemma
As anyone in business can tell you, there are differences between clients. Some are a dream; they work with you and cooperate to produce superb results. Then there are other clients who question your every move. The former client is the one you want to nurture; the latter is in the “handle with care” category.
As a consultant, I have encountered several types of clients, most commonly bargainers, naysayers, stealth implementers, self-made experts, and committee peddlers. Here is how I work with each type.
First, the bargainers. I must say that I admire these clients since they are likely concerned about the organization’s bottom line and want the best result for the least cost. However, the drawback is that they want everything in the project scope but insist they can’t pay for it. Fair enough. Times are tough, and needs are significant. The solution: provide everything over an extended timeline. That way, you will still get your fee, and the client will get the full scope, but not all at once.
Second, the naysayers. These clients generally don’t believe the project will take as long as you state and think they can do it in a fraction of your proposed time and cost. The solution: provide the client with steps in the project plan (including tasks) and explain why each step is necessary. In addition, you might suggest a mix of internal and external resources to save time and money. However, note that there might be an issue with resource availability if using internal resources. Ultimately, if the client remains skeptical of the project timeline and does not cooperate with implementation, walk away. You might recommend they contact one of your competitors.
Third, the stealth implementers. Sometimes you need to love these clients. They just want the job done without involving anyone else in the organization. However, while the work might get done quickly and efficiently, the problem is that after project completion, this client will blame you if implementation flops. The solution: explain to the client that implementation success requires organizational involvement. Change never occurs successfully in a vacuum. If the client still feels no one else should be involved, you should consider how this project may impact your long-term reputation.
Fourth, the self-made experts. These clients invite you to propose a project, and when they review your proposal, they indicate that they could likely do the project without you. They might even ask you to write the steps to complete the project and leave it with them. The solution: walk away. You won’t win with this client.
Fifth, the committee peddler. These clients might lack self-confidence since they believe a committee must make all decisions, or perhaps that’s just how their organization works (now, that’s a separate issue worthy of a consulting project). While the upside is that they see the importance of engaging more people on the project, the downside is that decisions will take much longer, and in the end, no one will take responsibility for decisions. The solution: ensure that you have one individual approving all committee decisions (typically, the project champion) and that the project charter includes the names of all committee members.
In addition to the above common types of clients, some think everything is an emergency (we needed the project completed yesterday), the micro-managers (have you ever had a client dissect your recommendation’s report punctuation?), and the 24/7 folks (the ones who seem to work all hours without breaks and try to draw you into their non-work-life balance – I call these clients the “weekend schmeekenders”).
You may also have experienced other types of clients. However, it’s essential to know that every client is different, and while there are “types,” not all types might respond to a standard solution. Therefore, you’ll need to use your spidey sense to determine how to deal with each client.
Ultimately, when you land an ideal client, you’ll know this is the type of client you wish to attract. The ideal client trusts you fully and appreciates your expertise and help. They cooperate with you. They trust that you know how to and will help them resolve their problem. These ideal clients will turn out to be loyal clients.
With careful handling, you might be able to turn all types of clients into ideal ones. But, of course, it all depends on how much effort you’re willing to invest in the relationship.
