Conflict Resolution

When to Stay and When to Say "So Long"

By Vincent E. O'Connell

Inevitably in our business, we are faced with a problematic client. While we try to make every project successful and harmonious, sometimes the working relationship needs to end. However, some abrupt endings to a business relationship can be alleviated if expectations are handled clearly in the beginning of a project.

Whether a client should hire an architect, contractor or interior designer can depend on the scope of the client's project. Sometimes the wrong pairing in the beginning of a project can lead to disappointment and unrealistic expectations. In smaller projects, like removing a nonbearing wall or enlarging a window opening, it is not always necessary to hire an architect. For larger projects, such as whole- house renovations, large additions, or moving kitchens and bathrooms, an architect and general contractor, along with a designer, can be the best solution for the client.

What clients really want after a project is started can be chalked up to good, old-fashioned customer service. Any time a client contacts you or your firm, they should be received warmly and professionally. Every client wants to feel valued and special, and they want to be listened to. Failure to listen still ranks high amongst complaints from clients. While listening, I always try to take notes, keep an open mind and not interrupt when interjecting my ideas. Knowing and using a client's name at the beginning and end of a conversation is important. It lets the client know you recognize them as an individual with specific needs. On the other hand, overuse of a person's name can be interpreted as irritating or insincere.

It may also help eliminate some issues if a client is aware of your company's workload ahead of time. Being up front about how their specific project will fit into the schedule can set proper expectations. Finally, no one likes to be told "no," or "it can't be done." Let the client know what can be done and be as flexible as possible, without compromising your own integrity or giving away your business's bottom line.

There are some identifiable traits that tend to reoccur in difficult clients. Do they call you 10 times a day? Let them know you will have to bill them extra for the additional time involved, or that you cannot answer all of their questions until a few days of research. Do they ask for extra time or additional work outside the allotted contract time? Re-establish a new signed contract if the extras begin to mount up. This restructuring allows you to bill appropriately by increasing your fees or other stipulations that will compensate you fairly.

If things go wrong, and in any business they will go wrong on occasion, the client will want you to resolve the issue quickly. We may want to explain the situation, who is really to blame and why it happened, but ultimately, the customer just wants resolution. Clients will often judge the quality of your service by the way you and your company resolve problems. They will even forgive your mistakes if you recover well and in a timely manner.

Sometimes, however, even after all good efforts have been made, we may still have a client that we cannot satisfy. This client cannot make up his or her mind, blames us when their final decision is disastrous and takes all the credit after tremendous efforts on our part to salvage the project. This client has a way of becoming your dominant client, if not in terms of workload or pay, then certainly in mental anguish. You can walk away. This should always be an option if you are making a choice between your own integrity and a problematic client. You may not be richer, but you will be happier. But before you ultimately drop them, be sure that there is no other way to salvage the situation. Can a colleague step in when you are at your wit's end? Is the problem somehow your own pride or frustration? If you are convinced that you are not at fault, then drop that particular client and get on with your life.

There are, however, times when you are going to want to keep your problematic client. It may be the money you're earning, or the client's prestige or the time you already have invested into the project. Whatever the case may be, you can never go wrong by honoring your own integrity.

January 2006 Builder Architect Edition Issue

| Permalink