The hardest part of my job is stepping back when a client makes a decision against my recommendations. After all, I’m hired to make recommendations.
This pretty much says to me, “thanks but no thanks”.
I make informed recommendations based upon deep evaluations and assessments, fit, and applied experience.
I work in a very narrow niche – specifically agency/marketing operations. I work outside of the creative sphere: in the business of the day-to-day. What makes an agency tick, and what makes them bomb.
This is the space where creative groups make money, spend money and lose money – where employees are engaged and how their engagement affects the bottom line – whether that’s profit or delivering correctly, on time.
So, imagine my surprise when my client doesn’t listen to me.
I am never surprised.
Because when it comes down to introducing change, applying structure, and getting a group, department or entire firm on board – using a new tool or system means you – the client – made a decision and that equates to accepting some level or version of responsibility.
Working with many clients over the years, I have learned that decision-making is a tricky process.
No one wants to make a bad decision.
Decisions are made at many levels. Whether it’s senior level guys making blanket decisions “because they’ve had enough”, the need to make a quick or cheap decision, or the worst – an agenda-based decision – decisions will be made.
Then everyone else lives with the consequences.
I make recommendations based on input from the people doing the work. They know far better than the C-suite, accounting or (God forbid) IT – on what it takes to get work done.
I know what I’m recommending and why. It’s a big responsibility, and one I never take lightly. I always have supporting documentation on my recommendations.
So make that decision. And never make it personal.