As we collectively lick our fingers from the Valentine's Day chocolates we received on the 14th (or bought for ourselves for half price on the 15th), I’d like to send out my own little message of “love” to clients and colleagues. Because this is a blog about relationships and communication in the A/E/C industry, I’ll stick to writing about love from a purely professional perspective. In this season of love, I’m drawn to think about what makes some clients love us and some think of consultants instead as commodities – interchangeable and eminently replaceable.
As many of you know, my team and I spend a lot of time calling our clients’ clients. We ask about the quality of relationships and the perceptions these individuals have of our clients, their work, and their firms. After more than 3000 interviews in the A/E/C industry – and through my own experience working as part of project teams – I’m pleased to report that while being on schedule, below budget, and meeting scope are essential elements of client satisfaction, they are actually far less predictive of long-term client relationship health than we might assume. Schedule, budget, scope, and quality performance are expected parts of project delivery and don’t seem to differentiate firms or teams across the industry.
In fact, one of the more surprising things we’ve found in our research is that sometimes clients can love us even when our projects aren’t going as well as we – or they – would have hoped. And, sometimes clients can feel ambivalent or worse about us when projects are actually quite successful. This doesn’t seem to make sense. Or does it?
In love relationships, there’s a lot to be said for shared values and world view. After the initial chemistry has sparked interest, most couples find they have to have something in common to forge a lasting relationship. The same goes for client relationships: the best predictor of a long term, positive client relationship is choosing the right client – people and organizations who share your view of the world, the market, and the services you provide. If you want clients who treat you as trusted partners, choose clients who tend to have these types of relationships with other consultants and contractors. If a potential client treats your peers as commodities, chances are you’ll be the “flavor of the month” once selected. If a potential client consistently engages in litigation to get what they want, think carefully about why your firm will be different before diving in to a working relationship.
That said, it’s not enough to choose the right client – you also have to treat the client right. Just like in long-term romantic relationships, it’s not about the grand gestures (though those are nice). It is instead about the daily commitment. What nice things can we do for our clients, balancing giving services away with staying profitable? We can help a client get ready for an important meeting. We can come in after hours without complaint to fix a problem. We can prepare a draft agenda for a meeting to get the discussion rolling. Think of small gestures that communicate “affection” vs. grand gestures that embarrass and overwhelm.
Good relationships start with good communication. Firms interested in long-term client relationships start those relationships by asking the client, “How can I make you successful on this project?” They ask what the client’s fears for the work are, and take the time to understand the client’s aspirations and hopes for the work. They focus outward on the client instead of inward on their own firm’s success. Firms who can master this will reap the benefits in long-term profitable work.
Successful firms only surprise clients with good news (or birthday cake); they don’t ever surprise the client with bad news. They especially don’t ever surprise the client publicly in a meeting with bad news. And, they never surprise the client with bad news, in a meeting, with a bill for services. Clients want information, options, solutions, and assistance. Just as romantic relationships can weather almost any storm together with the right balance of communication and care, client relationships are capable of the same thing. Our clients want and need trusted partners who are with them through thick and thin. They want partners who will be their advocates in good times and bad. And, they want friends who share their desire to make projects and communities successful.
When things go badly on a project, successful consultants and contractors will throw their metaphorical coats over the puddle – they pitch in to solve problems, they share the sacrifice of issues, and they stay late to get the job done. This may sound “Pollyannaish”, but this is what proven experience with clients has taught us. It’s not about the cost – that’s a symptom of a much more important problem. The real issue is how the client feels they are being treated in both the good times and the bad.
When the project is over, firms who are successful in building and keeping long-term client relationships don’t go away. They don’t ignore the client until the next budget cycle or the next project pursuit. Their principals check in on a regular basis, sharing information and advice, asking how the past project is performing, and occasionally providing some free advice. They think like and act like their clients matter as more than a project. These firms know that the secret to not being treated like a commodity is to not treat our clients as commodities.
So, in this season of love, that’s my message – care for your clients and prize your relationships with them. I do believe that if more of us actively sought to “share the love” with our clients on a more regular basis – within the bounds of the appropriateness and professionalism – we, and our clients, would be happier and more successful with our work relationships. Happy Valentines!
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