CHAPTER 24 Managing Client Relationships

1. CHAPTER 24 Managing Client Relationships

2. Know who your client is • You need to identify the real client. • Ask: • Who knows about the problem/issue? • Who cares about it enough to do something about it? • Who can do something about it?

3. Client relationships are crucial • Client relationships are important because: • clients own the problem • they have a major influence on what you can do and whether you are successful • they may have strong views about acceptable ‘results’ • they may influence your career or your business success.

4. Influences on the relationship Perspective differences Different objectives Power differences RESEARCHER–CLIENT RELATIONSHIP Experience differences Knowledge differences Status differences Potential influences on the researcher–client relationship

5. Stages in relationship-building • Getting in: building trust in your ability and your potential usefulness • Getting on: sustaining a relationship through the project, ensuring continued support and acceptance of your eventual recommendations • Getting out: ensuring that the client is confident and competent to continue without you • Ideally, both of you should leave feeling that the relationship has been productive and developmental.

6. Open and honest discussion • It is important to build an honest relationship, and sustain it throughout the project: from this comes trust. • Discussion needs to be frank and open. Any doubts about your remit need to be expressed as soon as they arise: suppressing them will create greater problems later.

7. Self-awareness is vital • You need to recognise • what you can offer a client, and • your limitations. • You need to be open and honest with the client about both. • ‘Unless the client is your mother, do not assume that they know your strengths!’ Student Activity 1

8. Clarity about research objectives Clarity about your research objectives is essential. It will enable you to discuss how these can be achieved while still meeting the client’s needs for the project.

9. Beware client diagnoses • Be wary of any brief based on a client’s own ‘diagnosis’. • Assert your need to explore the situation prior to agreement on what is needed to address it. Student Activity 2

10. Agreement is needed in writing! • An agreed written brief is essential, specifying: • objectives • activities • resources, and • completion dates. • This can protect you against subsequent changes of personnel – or of the client’s mind!

11. Sustaining relationships • Meeting your client at significant points during the project may allow you to: • build a relationship of future value • sustain your motivation • learn, with your client, as the project progresses • check the feasibility of any emerging options • gain agreement to any deviations from the brief • develop the client’s sense of ‘ownership’, and hence to . . . • establish a stronger commitment to subsequent change.

12. Relationship-building skills • Creating a good first impression • Establishing rapport • Building trust • Expressing feelings honestly and openly • Giving reasons for disagreement • Listening • Summarising • Using appropriate language • Reflecting on – and in – each interaction. Student Activity 3