Working Very Closely With the Client Over

¶ … working very closely with the client over the last several weeks to develop an onsite activation plan for one of their major sponsors. Things are smooth in general, but there are some distinct differences of opinion between the client's expectation around what the final product should be, and the reality of dealing with very challenging logistics in order to meet the client's expectations. The client expects you to solve the issues and be on 'their side'. In order to make the client's vision a reality will require that you put a lot of added stress onto your team who would be involved in the process (including creating excess work, long hours, etc.). How and what do you communicate to the client while at the same time respecting the limitations of your internal team's time and resources.

The crux of the issue here is empathizing with both client and team. The client's needs and situation needs to be realized, whilst the team's situation needs to accepted, and both sides need to feel validated and understood.

First and foremost, therefore, the primary techniques of communication need to be practiced where I show client that I understand and appreciate his situation.

It seems to me that the best scenario would be having client and team sit down together and discuss the situation. A facilitator -- possibly I -- will direct the discussion and ascertain that each hears the other's side in a non-judgmental manner and that points are elaborated upon when necessary.

The procedure may be something like the following:

The client will present his situation. The team will then present theirs. The facilitator will summarize and concretize points when necessary. The facilitator, too, will help client and team brainstorm for ways to deal with the dilemma. When each 'side' fuses instead of becoming opposing teams, there is more opportunity for a solution.

The facilitator may be skilled at communication, but, nonetheless, a very narrow and strategic stance needs to be taken here with facilitator being careful to make communication lucid and clear and, even then, not to convey an iota of criticism in his voice or mannerisms (Riggs, 1983)..

The facilitator too can create joint conditions for success, emphasizing a collaborative environment (Thomas, 1992). When such is in place, the parties will feel more of the 'we' rather than the threat of their autonomy being threatened by an 'I'. The joint and collaborative atmosphere can go a great way in not only de-escalating tension but in helping each party understand the other's position and seek to emerge their goals so that instead of 'opposite sides' all are intent on working towards one goal.

Negotiation and conflict de-escalation techniques will, therefore, be two tools that can be used.

Other tools will include concretizing requirements. This may involve making a master plan as well as metrics so that both client and team can better visualize their goal, know how to proceed towards accomplishing it, and feel more confident in their ability to do so.

Employing decision-making techniques would also come in helpful here, particularly since team will have to deal with very challenging logistics in order to meet the client's expectations. It is, therefore, best that both client and team be 'on the same page' before starting in order to prevent some potential conflict and errors later on.