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Working with challenging clients
Working with challenging clients
Designer-client communication can get really tough sometimes, even if all sides are really into finding the best solutions. We asked three seasoned designers and leaders to share how they approach demanding clients and manage to save the quality of their work.
Designer-client communication can get really tough sometimes, even if all sides are really into finding the best solutions. We asked three seasoned designers and leaders to share how they approach demanding clients and manage to save the quality of their work.
Situations where clients ask for a ridiculous number of unnecessary changes to already finished projects are frustrating. Sometimes, the changes they request might destroy the quality of the project from a functional, practical, or aesthetic perspective.
First, in these situations, we go through all of the decisions made up to this point, giving our reasoning for everything, then collectively assess whether the new changes will be beneficial. If they aren’t, we explain why from a strategic perspective, using the project objectives to frame the conversation.
The process is often about finding the root of the requests and the results clients hope the changes will achieve, then offering an alternative solution. If the issue isn’t resolved and the client insists on unnecessary or destructive work, that’s their choice. We were very protective of our work in the early years, but now we understand that it’s a two-way street. You can lead a horse to water, but you can’t make it drink.
Situations where clients ask for a ridiculous number of unnecessary changes to already finished projects are frustrating. Sometimes, the changes they request might destroy the quality of the project from a functional, practical, or aesthetic perspective.
First, in these situations, we go through all of the decisions made up to this point, giving our reasoning for everything, then collectively assess whether the new changes will be beneficial. If they aren’t, we explain why from a strategic perspective, using the project objectives to frame the conversation.
The process is often about finding the root of the requests and the results clients hope the changes will achieve, then offering an alternative solution. If the issue isn’t resolved and the client insists on unnecessary or destructive work, that’s their choice. We were very protective of our work in the early years, but now we understand that it’s a two-way street. You can lead a horse to water, but you can’t make it drink.
Beth Wilson:
Director of Warriors Studio and Founder of the International Assembly. She had several really demanding clients throughout her career and figured out an effective way to minimize misunderstandings.
Beth Wilson:
Director of Warriors Studio and Founder of the International Assembly. She had several really demanding clients throughout her career and figured out an effective way to minimize misunderstandings.
I’m transparent as an open book and share my process and thoughts with my clients in a way that’s open to critique. I might say, ‘Here’s how I’ve been thinking about this problem, and I’d love your perspective.’ When you’re interested in getting to know a person and note their specific expertise, people feel that you value them. Also, the challenge isn’t setting yourself and your clients up with strong expectations initially. Things happen, and people get upset. For any conflict or challenge, we use the behavior framework, where we talk about the situation and the outcome rather than focusing on the individual who did something. My clients and stakeholders appreciate that at the end of the day, even though it might be sticky and hard to get through in the moment. We always push through whatever challenge comes our way.
I’m transparent as an open book and share my process and thoughts with my clients in a way that’s open to critique. I might say, ‘Here’s how I’ve been thinking about this problem, and I’d love your perspective.’ When you’re interested in getting to know a person and note their specific expertise, people feel that you value them. Also, the challenge isn’t setting yourself and your clients up with strong expectations initially. Things happen, and people get upset. For any conflict or challenge, we use the behavior framework, where we talk about the situation and the outcome rather than focusing on the individual who did something. My clients and stakeholders appreciate that at the end of the day, even though it might be sticky and hard to get through in the moment. We always push through whatever challenge comes our way.
Kaycee Collins:
Design Leader, Product Strategy and Design Consultant. She faces difficult client communication from time to time and states that sheer human interest is the pipe of peace.
Kaycee Collins:
Design Leader, Product Strategy and Design Consultant. She faces difficult client communication from time to time and states that sheer human interest is the pipe of peace.
Design is a discipline that almost everybody has an opinion on because it’s easy to have an opinion, so we see our work as guiding and educating people. For me, the worst thing that can happen in our design process is rounds of feedback. Our quotations and proposals specify how many rounds we have to negotiate something. The only way to come to an agreement is to justify decisions with a concept behind them, as design is very abstract. Sometimes clients expect more rounds, or feedback gets lost, but the challenge is to keep the same energy on the first day, not just for myself, but for the team.
Verònica Fuerte:
Speaker, Lecturer, and Mentor; Founder & Creative Directress of Hey studio. She dislikes endless rounds of feedback but keeps an open mind and energy to explain her decisions.
