So you've just been gifted 'that' client. You know - the one that's irritable, difficult to manage, consistently has 'urgent' work that is not (in any way, shape or form) urgent! You're mid project and you discover that one core piece of functionality has been totally overlooked in the scope.
The client is furious. You're on thin ice. What do you do? This reflection looks into how to recover from tricky project mistakes. And not only recover, but build a stronger and more valuable client relationship out of the ashes. It takes some time, but you're both better for it.
The handover
Let's backtrack a bit first and provide a tad more context. Your Account Director has left midway through a project and passes the project onto you. Sure it's the worst client of the bunch, but in a way it's a compliment. Your Director thinks you can handle the agency's most challenging account.
But a sinking feeling of dread weighs you down before you can ponder that silver lining. This account is tough. Let's add to the dread some more shall we? You're handed this client midway through a major digital transformation that involved two other external digital marketing agencies. The client is based in an industry that demands specifics, with too much red tape and a pedantic board of directors. The client loved your old Account Director, and you feel like the sloppy seconds pretending everything is fine. Fake it till you make it right?
You don't know much about the ins and outs of the project, just that this account is damn important. It has brought in a lot of money over the years and will continue to do so if things go smoothly. This business is like the king of clients within your agency. No pressure your highness.
The beginning of the end
Alright two weeks in and it's been a smooth takeover. So far so good. No major hiccups, the client seems to like you and you're vibing with the two other digital marketing agencies involved. Then one of those agencies makes a comment. It's about a piece of functionality you've haven't heard of or read in your handover notes. The client says it's central to the entire project; the whole reason they're working to transform their digital. How the hell did this get missed in our scope?
The first gate of hell - owning up
Ahhhh do you say something in this meeting to address the elephant in the room? Can they see the cluelessness on your face? Who's to blame for this major fuck up? Usually it's unlike you act quickly and without preparation, but your gut says you need to address this now.
The blame game
It'd be easy to blame your business development manager or sales team for not passing it on. To blame your old Account Director for not picking this up sooner in the Statement of Works. I mean you could even blame the client for not picking it up in the SoW or Functional Spec.
You realise there's a fine line to handling this well versus being a pushover or disloyal colleague.
So you fess up. You have no idea what they're talking about. In that moment, client trust in your capability as an agency and account manager is shattered. They are not happy Jan.
A few 'in the moment' takeaways
Don't blame someone else - It makes you look dodgy af throwing your colleagues under the bus. It's an easy copout. The client is probably at fault too, if they didn't pick it up in your SoW.
Don't say I'm sorry - This implies that you did something wrong; which you haven't. Just be polite, empathetic and strong in your conviction to find a solution. Everyone at this meeting has likely overlooked this functionality in your scope, so you personally (and your agency) are not solely to blame.
Be outcome focused (but not too specific) - You don't want to start making promises here and now. You need time to assess this mess. This was missed in the project handover and scope, but you'll go away and work on the next best steps to fix this problem.
You're a team - You can see that your point of contact is freaking out. It's probably because she's now on the chopping block with her internal team. So make this a collaborative effort. Yes things seemed screwed right now, but we can work out a solution together that is mutually beneficial. This is how we start to rebuild trust within the relationship and project.
The second gate of hell - the plan of attack
First you want to start by mapping out the solution. What is it, who needs to be involved to achieve it, how long will it take you and what's the cost? You'll need to pull in other members of your team to figure this out + chat to the client around their expectations. Time to get specific about the functionality they want. Write it all down and be clear about inclusions v exclusions. There's been one screw up and you don't want it to happen again.
What to takeaway
Tiered options - If there are a few different routes of action, map these out and pitch them to your client. We're all about keeping comms open, honest and fluid. Discuss options, costs and approaches. People naturally feel less pigeon holed if they're given 2-3 options to select from. Again, you're re-building that wall of trust by being so transparent and helpful.
Always call, regularly - It's best to keep the client informed throughout the process. Now is not the time to send off a long message, expecting the client to read an essay. They also won't appreciate radio silence until you've got the perfect, final fix, wrapped up with a neat little bow. Make your comms consistent and pick up the phone to do it!
Third gate - the execution
It's time. You're pitching the final plan of attack to a group of people who are grumpy about the whole situation. They aren't eager to see the dollar signs go up to get this f**k up resolved. How do you get approvals on this without compromising your agencies integrity and value?
Talk to the right people - Things have probably been escalated client-side. Shit hits the fan and they bring in the big guns. Make sure you have the right people in the room or on that call so everyone can hear your plan of attack first hand. Chinese whispers never works out well.
Co-conspire - You may also want to have a prep meeting with your direct point of contact before the larger team meeting. Hash out your goals together. It reiterates that you're on the same team in pitching this to the broader group and allows for more genuine conversations one-on-one.
No freebies - Sure, things might be a bit screwed up right now. But it is not the time to start offering your services for free. Mistakes have been made and the client won't be pleased about paying for additional scope. But remember, your agency is not solely responsible for this. The client signed off on the scope initially and they missed it too.
Discounts - If you are prepared to offer a discount then make it known that this is unusual. You're doing them a favour, extending an olive branch to patch up the relationship. Explain this to the client.
Invoicing - Also include your full price on the invoice with a discounted rate. Everyone should know your true value! You can't expect your point of contact to tell everyone about this favour you're doing them, so make it obvious.
The client has worked with you this far already. They've also had time to ponder the situation and won't be quite so brash. They've probably realised that you as the AM/agency aren't solely at fault. So you get the approval.
Hey, you made it to the gates of heaven!
Okay so a few weeks later and your plan of attack has been executed. The rough seas have settled, blue skies ahead. The crew is still a bit rattled from the bad weather but hey, you worked together as a solid team and made it through the storm.
If anything, you and your main point of contact have been forced into a different relationship - one of higher stress, but also one of greater empathy, collaboration and trust. You acted as the glue to hold the project together and realigned all expectations, scope and budgets. The client depended on you and you've worked together to achieve a successful, mutual outcome.
It's given your relationship a hit of adrenaline. It feels good and sets you up for a positive outlook in the future. Boo yah!