Then, client relationship management must be a top priority. This does not mean you “roll over” when pushed by a client. 

Of course, these are two obvious statements.  What is not obvious are the answers you need from your client to know how to accomplish this.  Obtaining accurate answers is part art and part science.  You don’t want just to know their overt needs, you want the one’s burning in their gut. The real and covert needs. 

I am going to share with you three critical questions that will reveal the answers you desire. These are not the only questions, but the most important.  And, you likely are not always asking these. But first, allow me to share a related story. 

“We Shred A & E Firms”

I had developed a policy for pursuing business. When I identified that a prospective client had a history of conflict with consulting firms I made an automatic No-Go. 

One day I received an RFP from a former client. I had worked with them earlier in my career as a project engineer while I was with a different firm. I had accompanied the Project Manager to Board of Public Works meetings and saw the board shred him over ridiculous issues. With that vivid memory, I made the requisite No-Go decision. 

I contacted the Superintendent and told him that we did not have time to prepare a good proposal, thus we would not be submitting. He and I got along exceptionally well and we remained friendly over the years. The next day, he called me back and said, “What if I get you more time? I really want to work with you again?”

My white lie did not work. My emotions got the better of me and I submitted. We were selected.

At the kickoff meeting the town manager said, “Doug, we have shredded many engineering and architectural firms. What can you do to avoid the typical outcome?” I said, “I will work with your board and manage expectations.”

At the kick-off meeting one of the board members said, “This design and construction project must not have change orders.” I said, “Change orders will occur to deliver a good product since they’re part of the design and construction process. Some changes are improvements and some are to fix the designer’s mistakes.”

There, I put mistakes on the table.  Earlier in my career I sat next to my Project Principal and listened to him agree with several clients to “no change orders” and he paid for design errors as if the firm was guilty of low quality.  I saw this not only hurt project financials, it hurt the reputation of the firm and the individuals who worked on the project. It was wrong. 

I vowed never to chicken out and to discuss the role of change orders and “standard duty of care” with each client as part of the Project Kick-off Meeting.  I learned that by having the discussion early, clients came to understand that some change orders are going to occur and are even necessary to produce a better project. 

After a tough discussion, the board, while still challenging, understood that errors and omissions were normal and not poor design. The firm did not “eat” a single change order. The project was completed reasonably within budget and the client continued to give us business.

The client really just wanted to feel they got a quality design for a reasonable cost. I knew that and spent the time helping them to accurately understand what that meant. I changed their criteria of what it meant to secure a quality project instead of caving in. 

Its All About Knowing, Then Delivering To It

Even clients who are difficult will appreciate your resolve. They just want to know they are getting a fair deal. I had dozens of similar discussions with clients and twenty years later I am still professional friends with many.

To be profitable and have a good reputation does not mean “roll over.” Provide all of your project managers with these tools and they can repeat this kind of conversation. And, be wildly successful.

The Three Questions

Start with the following simple yet not always obvious questions.  

1. What are the performance metrics upon which we will be judged?

2. What is the outcome you desire for yourself and what will that do for you?

3. What are your and your organization’s “warts”?

These questions set the tone for all of your future dealings. And, although bumps in the road are unavoidable, a strong start helps you deal with them with less stress.  

I invite you to share your personal experiences with me as I use this information to help others to whom I am advising. As a former A/E/Environmental engineer, manager and principal, I now partner with professional services firms to ensure their success.

Doug Reed, P.E., Business Consultant at FosterGrowth. dreed@fostergrowth.biz

The post Three questions for successful client relationships appeared first on Doug Reed - Foster Growth.

For example, a CEO or Division Manager often sets the agenda for business progress meetings.  It is not hard to credibly explain that broad engagement in generating revenue is a good idea. But these meeting agendas are usually a barrier.  They have billability as the first item on the business meeting agenda. The first item on most agendas often ends up being what gets the most time and attention. Instead, the agenda needs to start with client relationship activities and the opportunities those relationships identify and, to measure the level of staff time spent on such client interactions.  The strategy to get the “ah-ha” reaction is to  measure progress towards sales in a language spoken by those who are most often opposed to anything that is not billable– operations and finance staff, and for junior staff, even project managers. If everyone can see value and understands its connection to job security, good benefits, and less pressure, then everyone will jump on board. Whether you are a marketing, sales professional or a CEO, try this approach and see what happens. Don’t over think it.  Sometimes a seemingly simple change like this can be a catalyst for change.

What are other barriers that must be overcome? What barriers have you observed where you have worked? What was the outcome? Comment here and connect with me on Twitter or LinkedIn.

The post Creating change is a top-down imperative appeared first on Doug Reed - Foster Growth.

No matter what your position, ask how staff feels when they talk to clients at this level.  They will say it feels good.  (And, you don’t need to tell them they just completed one of the most basic approaches to sales: Gaining insights into how a client thinks).

Yes, client relationship skills are important. They can be taught and learned. I stipulate that the single biggest impact on doing, is by making it a regular topic of discussion, at as many company and small group meetings as possible. And, by creating transparency in who is doing what in the area of sales.   How to create transparency?  One simple way is to measure it and distribute the data to everyone. Who is meeting what client for the first time?  Who is deepening relationships and knowledge of clients’ priorities? Who is working with clients to develop scopes and approaches? And, who is closing the deal?   By sharing and trending this data, you will be surprised at how many positive events will follow.

I’d love to hear your thoughts. Comment here of connect with me on Twitter or LinkedIn.

The post You don’t need to be senior to stimulate healthy sales behavior appeared first on Doug Reed - Foster Growth.