Creating A Successful RelationshipWith the Client

Allison Rossett

At the heart of the matter--

You never get a second chance to make a first impression.

Tonight--

• thinking about your challenge, project, client in light of the literature

• enjoying success at this first meeting

Thinking about your situation

Three kinds of likely consulting relationships, according to Dormant and Rutt:Product relationship: where client wants a video to do X, or a web site to do Y.Prescriptive relationship: where client wants help figuring out what to do about something specificProcess relationship: where client wants ongoing support and the effort results in their own development.Which type of situation is dominant in 795A? Why? Under what circumstances is a product relationship appropriate? inappropriate?

Purposes for the first meeting

Rapport and relationship Understanding of the situation Discussion about elements of the contract Ways of working together

More on rapport Establish trust

- talk about your background- share an e.g. of your success- admit the absence of expertise in their

world, need for SME, remind of student-ness

- bond re: our project- Have they worked with an ID before?- define roles-- yours, theirs, SME's,

mine, access, timeliness.

Establish credibility

1. What to do?You have met with your client and gotten a pretty good sense of the situation. She promised to get back to you about when the next meeting will be scheduled, and to send you a package of materials about the organization. She also will schedule a meeting for you w. two SMEs. You leave the meeting feeling pretty good abt it all.

• Nothing happens after the meeting. Silence on all sides. Eight business days have passed and no word from her. What should you do?

What should you do now? Where did you err? What could you do differently?

2. What to do?You schedule a meeting with your client. You arrive with an agenda– all set to go. Alas, he forgot the meeting and once you finally get in the door, he takes four calls during your 45 minute session. The project looks good; he was open to some of the narrowing you suggested. He informs you that he’ll be leaving next week for a major Asia Pacific business trip, but tells you not to worry.

• Should you worry? What should you do now? What errors could you make?

Might you try this in conversation with your client? A winning approach?

“Dr. Rossett says you must respond to me

in a timely fashion and you haven’t done that.

Those are the rules. You have to follow them.”

3. What to do?

• As soon as you get your client assignment, because you want to make a good impression on the client, you contact your client and set up a meeting. After all, Dr. Rossett said ASAP.

• You have a partner on the effort, as you can tell from the client assignments. You don’t know him.

• You email him to let him know when the meeting is. He’s not thrilled; he already has a doctor’s appointment scheduled. You’re not thrilled because you and the client got it all settled and now your partner is trying to make a change in everything.

What should you do now? Is this partner going to be a problem? What could you do differently?

4. What to do?

• Your client is eager for you to get your arms around what new homeowners need to know about earthquake insurance.

• You want to do an analysis.• The client says there’s no time for such study.

What he wants is a content outline by next week.• You want to please. You want to be successful

and appreciated. What should you do now? Did you wind up with the

wrong client? Is there any hope for success?

Understanding the situation Seek broad description of the organization

- what does it do? how does it do it?- about what is it most proud?- what does the client think you need to know

about how they do business?- what can you review? web site? Annual

report? Seek specifics about why you're there (FTF)

- nature of the problem or opportunity?

√ what are the optimals? other sources?√ what is going on currently? sources- why haven't they solved it themselves?

Understanding the situation Homework you can do to get up to speed

- meetings to attend?

- reports, articles, extant data to read? Who else cares about this? Who else must be

included in discussions?

• √ learners, audience? do they care? development history?

• √ colleagues?

• √ executives? do they care? Don’t jump to solutions-- temper their enthusiasm.

You’ll be back with a tailored approach.

Begin to talk contract Remind that you will be establishing one• • exactly what will be done • • detailing honorarium, reimbursements• • explain why a contract is good Start setting contract language Reiterate orally and then in the minutes At each subsequent meeting, press more

diligently and bring "straw" language. Contract examples are on Blackboard, in Course Information

Contract elements• Names, addresses, ph numbers, email

• Overall purpose of the relationship. This is not an internship. It is your (our) attempt to provide service in the community, focusing on a particular narrow opportunity or challenge. It is not defined by time on site, though you will visit the site.

• What you will do for them in some detail. Include process efforts (interview engineers; review error data; review the literature on....) and outcomes (update a web site; conduct analysis; create a report and briefing about...) Indicate approximately when you’ll fulfill promises.

Contract elements

• What they will do for you. What is the honorarium? Will they reimburse for travel, materials, software, graphic support? What must you do to get paid and reimbursed?

• How will you work effectively together? You might say something about your role and their role. Detail timely turnaround for submitted materials, agendas, access to SMEs, etc. When will meetings happen?

• Signatures, dates.• Look at EGS on Bb, EDTEC 644 Course Information

Ways of working together Milestone and approval process

- keep them involved- use approval forms- specify the key deliverables

Necessity for speedy turnaround Preparation of agenda and minutes Establishment of time, frequency for

meetings Next steps-- yours, theirs Engineer a positive close

What will you say/do?"Thank god you're here. I am incredibly booked

up, so you're a godsend."

”A web site with photos of the engineers and checklists. No doubt about it. When can you get started?"

"I was thinking about something on the history of Western Civilization and that you'd be the perfect one to create that curriculum for us."

"I'll be your source on absolutely everything. I was a student once and I am the subject matter expert."

What will you say/do?"A contract. Whatever for? This will be between

us. Heck, we’re already fast friends."

"Unfortunately I have to go out of town for 3 weeks. (my honeymoon, hooray!) I leave tomorrow."

"When can you take your results in front of our board?"

"Look, this is a very political situation so I want you to be very careful.”

“Whatever. No need to show me. Just write it up.”

In summary• Focus on the client and their needs and situation. That’s

the best way for you to learn, serve and enjoy.• Think about how they are seeing things. Inquire when

you can’t infer it.• Use reflective listening. “I hear you saying....”• Be authentic. • Be pithy. Keep it short. Less is more.• Be professional. Deliver what you promise, and on time.• Speak English not ID jargon.• Don’t lecture them. Influence through examples.• Have a good time. Affiliate. It’s contagious.

You never have a second chance to make a

first impression.

What’s worrying you?

How can I behelpful tonight?