The client is very strong-willed and opinionated about what they want. The informed and experienced recommendations from Judy and her team were often dismissed out of hand, with little justification for the rejection other than “that’s not what I want.” So the question arose — Why did you hire us?
The question was asked out of frustration. Judy didn’t really want to get rid of the account. She wanted to figure out how to better work with the account. Toward that end, the group offered some thoughts and ideas on subjectivity/objectivity, trust/control/fear, getting behind the questions, and your negotiating posture.
Judy’s work with clients is subjective, and subjectivity can be an issue. In service industries (like Judy’s), the intangibility of the dollars received, or ROI as related to the fees paid, is open to interpretation. With analytical work where everything is objective, projects have specific deliverables and the results are measurable.
When you offer subjective products and services, try to be objective wherever possible. Identify objective returns linked to services, clearly defining for the client expected results.
In cases where subjectivity cannot be objectively defined, be graceful in holding your position. Speak from experience and clearly elucidate your opinions and the justification for them.
Spell It Out
Use a Statement of Work as your control document for the relationship. Clearly define what you will do, when you will do it, and what the client will receive. Initial any changes to the Statement of Work as the project progresses. If a client goes totally counter to your recommendations, be sure to have a disclaimer signed and attach any Disclaimers to the Statement of Work.
Three variables that play important roles are the trust factor, control factor and fear factor. The trust factor needs to be high in order to facilitate a good relationship. To build trust, manage expectations and deliver as promised. Trust builds over time. It is not an instantaneous thing.
The control factor needs to be shared instead of “one up / one down” or “power over” type situations. Sharing control while working together helps each party feel they are being heard. And recognize the client does have the ultimate control — they can end the relationship.
Fear Factor
Understand the fear factor by understanding what is behind it and driving it. One way many people deal with fears is to ask questions. Recognize that the practice of questioning often masks a specific concern. Questioning in and of itself can create conflict. Try to get behind the questions and understand what is motivating them. Use phrases such as “Tell me more about what you are thinking” or “What’s behind your question” to bring out the client’s concerns and increase your understanding.
Your negotiating posture with a client is another important consideration. This posture is often driven by the value of the account. Do you need to keep the account at all costs? If you lose the account, is that okay? Or, do you fall somewhere in the middle? Know your negotiating posture and the reason behind that position. If an account is a “must keep,” why is it a must keep? The most powerful negotiating position is the ability to walk away from the table. Can you do that?
So if you find yourself asking “why did you hire us?,” take a moment to understand the issues and events that got you to that point. A few moments of analysis, combined with some innovative thinking, can often lead to creative options and solutions.
Ken Cook is managing director of Peer to Peer Advisors, an organization that facilitates business leaders helping each other. You can reach him at kcook@peertopeeradvisors.com.
