Handling difficult clients is part of the job
Published on 05/01/1997 under Ad Management
Almost once a month I hear someone in advertising proclaim what a wonderful business this would be if it weren't for clients. They usually say this after one of their ideas has been stomped on, or a favorite project has been canceled, or a request has been made to revise something one more time.
The reality is "this business" couldn't exist without clients. If we can't live with them, we sure can't survive without them. So the secret lies in managing client relationships and situations so both parties get what we want out of the process.
Here are a few brief discriptions of "difficult" client types, and suggestions for dealing successfully with them:
The Moving Target
Symptoms: Too busy to provide adequate direction. Travels extensively, especially when deadline pressures start to mount. Likes verbal information because it can be easily changed to shift blame or accommodate new (late arriving) directives from senior management.
Remedies: Put everything in writing, even if the Moving Target is out of the country. Let his/her staff forward the information for approval. Project direction sheets indicating key objectives, audiences and messages are essential.
The Fortress
Symptoms: Builds walls between you and the people you need to reach. Insists that all information flow through her. Is insecure about exposing you to these other people, because she isn't sure what you would say or do behind her back.
Remedies: Do not go around The Fortress. You won't live to tell about it. Build trust by scheduling fact-finding sessions that require detailed input from client technical experts. Do your homework prior to these sessions. Develop thorough questionnaires and take everyone who will work on the project so they can hear the responses.
The Creative Director
Symptoms: Wants to do your work for you. Has the creative concept all worked out. Gets a little miffed if you don't run with his Big Idea. Suffers from "Not Invented Here" syndrome big time.
Remedies: Listen carefully to the Creative Director's ideas. The worst thing you can do is ignore them. Do not agree to act on the ideas, but rather to add them to other ideas your group will generate. Make it clear that many ideas will be considered. If his idea has some merit, work it up along with other viable concepts. Never go back to the Creative Director with only his idea comped up. Always show alternatives.
The Intimidator
Symptoms: Provides very little information; makes you feel like you should know already. Drops frequent hints your work isn't quite up to snuff. Schedules meetings with your competitors so they are arriving as you leave. Never gives credit for agency successes; has you back on your heels at all times.
Remedies: Refuse to act like you understand when you don't. Continue to ask "dumb" questions until it sinks in. Knowledge is power in this struggle, and you can't win by faking it. Find ways to get The Intimidator to publicly recognize your contributions, even if you have to ask. For example, "We're thinking of using Bill and Mary again for this new brochure. Are you happy with the job they did on the last one?"
The Mechanic
Symptoms: Always fine-tuning; tinkers with copy until you want to scream. Runs up extra costs by changing things after they're supposed to be approved.
Micro-manages insignificant project details even at the expense of major issues and strategic direction.
Remedies: Give The Mechanic lots of time for approvals; avoid asking for quick turnarounds. If quick approvals are essential, warn her as soon as you know something is on the way. This provides "acceptance" time. Make sure she is aware of project timelines, and explain carefully, in excruciating detail, how late changes impact project costs.
The Devil's Advocate
Symptoms: Tries to poke holes in every idea just to see if it will continue to float. Raises concerns on behalf of minorities, special interests, legislators, lawyers, stockholders, customers, potential customers, distributors, sales reps and even your competitors. Who needs government regulation with constraints like these?
Remedies: The Devil's Advocate will hang himself if you give him enough rope. Keep asking questions about why the concern is valid: "Why should we be concerned about that? How is that relevant to what we're trying to do?" Don't reject the question, just drag in out into the light where everyone can see how ridiculous it is.
The Controller
Symptoms: Sets the meeting agenda and assumes the command position (in front of writing board with marker in hand). Determines format for information to be discussed and/or gathered. Determines follow-up steps and assigns responsibilities. Sets the timetable. Requires all contact be scheduled through her.
Remedies: Bring an alternate agenda to the meeting (say you thought of several extra items last night). Take your own visuals, allowing you to walk the group through your presentation at the proper time. It's not necessary that you totally reject The Controller's agenda or information, just that you present options to broaden the discussion.
The Committee Man
Symptoms: Can't make a decision by himself, needs a committee for everything. Wants to "sleep" on it. Will likely discuss key issues with his spouse and any other person who happens by. In all cases, the SAFE route will be selected.
Remedies: It's not a good idea to present concepts to Committee Man alone (nothing will be approved anyway). Encourage him to invite others, especially persons who are more decisive. Present a range of possible solutions, from very safe to somewhat risky. Give reasons why risky approaches might bring greater results. The decisive attendees will make the bold decisions, and Committee Man will be off the hook.
I think you get the idea. There are many more classic client types that fall into the "difficult" mold; far too many to discuss here. But each one of these can be dealt with successfully if you think about their motivations and devise a winning strategy.
After all, the reason you are hired by any client is to do good work. Getting them to let you do it is just part of the job.