Sometimes your client makes you want to pull out your hair. He may not be outright hostile, but he can definitely be a frustrating person to work for. But you grin and bear it, because thatâ²s what professionals do.
Right?
Wrong.
Professionals have standards of behavior and procedures, and you shouldnâ²t compromise those unless youâ²ve got a very good reason. Here are some examples for you to think about:
Demands Affect Work Process
The requests start out reasonably enough: a quick status update here, a short meeting there. But when the client starts wasting your time in endless meetings and perennial status updates, something has to giveand that something shouldnâ²t be the project.
The client needs to know that their requests are affecting your teamâ²s productivity. But then again, they have a right to stay informed. So set up a compromise solution: fewer but more focused meetings will allow you to focus on keeping the project on schedule. And instead of handing over multiple reports in a day, either give the client limited access to your project management software or set up automated reports for a hands-off solution.
Drastic Project Changes
Only you can stop scope creep. But I donâ²t mean you flat out refuse to accept changesthatâ²s going to burn bridges and cost you your job. You have to be more subtle.
The next time the client walks in with a list of changes theyâ²d like to squeeze in, listen. Smile. Take notes. Ask questions. And then tell them how long it will take to do, and how much. Be as helpful as you can by providing options and reasoning out their needs, but donâ²t bend over backwards to make them happy.
Long Approval Cycles
The client quirk I hate the most is the hurry up and wait syndrome. There you are, burning midnight oil and sacrificing personal time to get to the next milestone, only to have the client sit on the review for a monthtime that couldâ²ve been used working regular hours.
To be fair, many of the larger clients have their own internal procedures, few of which are made with the project management team in mind. Things have to be kicked upstairs for approval, and then further up after that. It takes a while. But you canâ²t afford to be this understanding when youâ²ve got a hard deadline. Communicate your concern to the client, and that further review cycles delays will mean you have to push back the project end date. If you feel like the client needs a more forceful message, consider charging them a project holding fee for idle time.
Abusive Behavior
We all encounter nightmare clientsthose who scream, bluster, or threaten when they donâ²t get what they want, in the manner they want it. Some even project their mistakes on to you and expect you to take the fall with a smile on your face. Donâ²t. Thereâ²s being professional, and thereâ²s being a doormat. Youâ²re not a doormat.
If you feel like youâ²re on the abusive end of a client-vendor relationship, consult your boss. Maybe he or someone within your company can be an intermediary and let the client know theyâ²re behaving in an unacceptable manner. Otherwise, you may have to take steps to handle it yourself. Your objective is to stop the negative behavior while preserving your working relationship.
