Building strong, long-term client relationships is essential, but navigating transitions requires trust, adaptability, and exceptional service.
A successful business is based on building strong, long-term working relationships with your clients. In our business, there is nothing better than having a client that grows to trust and depend on your advice and expertise. They value your work and your contribution to their organization’s success. They don’t question your scope of services or fees, because they understand the added value your firm brings to the table. These long-term relationships grow opportunities for your firm and allow you to work on exciting and rewarding projects.
Then one day you get the call that your favorite client is retiring, or selling the business, or taking another job, or being promoted to a role outside of day-to-day design and construction. Unfortunately, I’ve received several of these calls recently. I have had some of my best clients – clients I have worked with for almost 30 years – retire or move into new roles. Throughout my career, I have experienced numerous client transitions, and I know that they can go in a few different directions.
Some client transitions are seamless – the new client has worked directly with you or your firm over the years, supporting your main client contact. Systems are already in place between the organizations, and the roles and expectations are agreeable and well-defined.
Other transitions are slightly more complicated. It may take a bit of time to understand how the new client operates, along with their individual nuances, and the concerns that motivate them. However, once you get to know one another, and your past client service is acknowledged, the transition ultimately goes well. Sometimes, it just takes completing your first successful project together.
However, there are occasions where a new client can be difficult to work with. They may have established other loyalties in the business, and want to open the process for others to compete with your services. They may not recognize the value that your organization adds, or they may exhibit no loyalty to your firm at all. Even worse, they might be disrespectful and treat your staff poorly.
Here are a few steps to ease a client transition and implement successful projects:
- Build trust. Invest the time to connect with your client on a personal level. Be responsive and dependable. Trust is absolutely essential in client relationships.
- Learn and adapt. Understand that the new client may do things differently than your former “favorite” client. They may have less experience, or they may just prefer that information be presented differently. Instead of saying, “This is how we’ve always done it,” try saying, “How would you prefer we approach this issue, and may we share some ideas that might apply here?” Truly listen to your new client. Understand the issues that are important to them, learn how they want to work together, and then adapt to your new situation.
- Be realistic. This has been the toughest part for me. When you’ve worked with a client for three decades, it means you’ve been in the business a long time and you might be twice the age of your new client. It may be time to transfer the client relationship to someone in your organization who’s closer in age and experience, and can relate to the new client better. Generational compatibility is a reality.
- Do great work and provide excellent service. Providing excellent service, along with high-quality deliverables, will bridge the gap as you learn to build a strong, new client relationship.
While the majority of transitions work well, occasionally a new client may simply be incompatible, and it’s best to work with clients who respect you and your firm, and appreciate the value that your services provide.
For those golden clients who do appreciate your services, pay on time, and acknowledge the value that you bring to the table, make sure you do everything to make them happy during your client transition. Before long, they will become your advocate and your best client!
Dan Houf, P.E. is senior principal and president at Harper Houf Peterson Righellis, Inc., an Oregon-owned firm that has been recognized locally and nationally as a top engineering and multidiscipline firm. Contact him at dan@hhpr.com.
