Setting Expectations With Your Client

This week’s theme is - Expectations. We should always set expectations – for every step – for everything we do in an agency. Pretty simple – right?

Since most jobs start with the client, we’ll talk about setting expectations with them.

You have an established relationship with your client. That means over the course of time you have either trained your client to demand and get, or to ask and receive. Yes, we train our clients – through our actions.

Demand and get – no scope, budget, and the timeline is immediate. You react. The project (or change) is costly, prone to mistakes, and no one is really happy with the outcome. You bend, and the client requires you bend even more. And because you just said 'okay, I'll do that' they don't expect to pay more for that additional work.

Ask and receive – agreement on scope, deliverables, cost and a reasonable timeline (as in, let me check to make sure when we can deliver it). Then you confirm with your staff, and get back to the client with a clearly defined solution. You’re not bent this way and that, and the client – from experience working with you – knows that your word is good.

Never over-promise and under-deliver. But you know that already.

And that’s what setting – and sticking to – expectations with clients is all about. Everyone wins.

Now I’m well aware that there are times where you have to jump on something. There’s an error. There’s a huge unexpected opportunity. Yep, those things do take precedence – while taking into consideration everything else that’s on everyone’s to-do lists.

But in the day-to-day, if you’re the AE who is always pushing through jobs because your client is relentlessly demanding – you have an expensive problem to fix.

If your client doesn’t accept expectations, it’s time to take a close look at the cost of serving that client. You should be tracking everything, because that provides the measurement to determine if they are worth keeping. And if not, that data is your ammunition to fire them.

Keep in mind that cost is more than dollars – demanding clients burn out your staff, overload resources and wreak havoc on morale. Or worse, become such a joke that no one cares and turn out crap. You don’t want to be remembered for crap – do you?

As an AE, you need to take stock in your ability to control clients. Facing difficult clients can suck the life out of your soul. It doesn’t have to be like that.

You can be pleasant, and stick to a specific set of rules. If those rules – which are expectations – are agreed at the beginning of the relationship, you’ll both know what it takes to do business – together.

Fortunately, most clients are great partners. Once established, you both know what you need to give in order to get.

But when your client is running you (and your agency) ragged, it’s time to pull-back, have a frank discussion and set expectations.

You need rules. Or it’s unfair. To everyone in your agency.  

Because, your entire agency pays for the clients who demand and get more than you planned to deliver. So be clear about expectations – you’ll make more money and life will be much easier.

Expectations – Please Read

I read the Cynical Girl blog every day.  Laurie Ruettimann is The Girl, an amazing writer, and at the top tier of bloggers.

Yesterday she posted the most thoughtful piece on Meeting and Exceeding Expectations I have ever read. Simple. Deep. To the point.

You must meet expectations - every day - before you exceed them.

The post is so good, you should read – and share it.

I only aspire to write that well.

Only in Vegas a Giant Heart

You gotta love it. We have a pyramid, volcano, the Eiffel Tower, gondolas, a pirate ship, awesome Chihuly installation – and a Giant Heart.

And that lovely, anatomically-correct muscle is finding its home inside the pyramid. Check out the slide show courtesy of the Las Vegas Review Journal, Photos by Jeff Scheid, all rights to the story and photos belong to the Las Vegas Review Journal.*

So imagine checking in for Superbowl®** Weekend and finding this Giant Heart in the way, keeping you from getting your game-day on. (There’s a copyrighted photo of a guy waiting to wheel his suitcase in for a weekend of fun – while he watches the 13-foot symbol of life and love pass by)

And of course, there was a posse – or rather a caravan (fitting for its final location inside a pyramid) – of ambulances that escorted that big 600-pound Giant Heart down the Strip.

Meh, L.A. had the Space Shuttle. Vegas has a spectacular Giant Heart. And we didn’t have to remove trees to get it down the road. All the better. We just know how to git ‘er done here.

I wonder if Dodge®*** will do a TV spot showing their awesome towing capabilities – of a giant heart. In Vegas.

You see, you just have to come here. It's all so...cool. That reminds me – Valentine’s Day is right around the corner. Forget the chocolates and roses, and show your honey how much you love them with a trip to Vegas, and a in-person viewing of the Giant Heart. Now that speaks L.O.V.E. My bet is that it will be memorable.

Oh, by the way, the pyramid is called The Luxor. And the light at the top is the Brightest Spot On Earth. Yep, Vegas again.

*Okay, I give credit because first, I’m a good citizen (I always link-back to the original story), and second, because there was an outbreak of copyright lawsuits against bloggers who used the RJ’s stuff. I think that’s blown over, but to the guys at the RJ – I really love you – I mean it.

**Also, if you have ever done research into copyrights, trademarks, etc., you know what a pain it is to use the real name of anything, anywhere unless you have purchased rights. So I love the Big Game and used its actual name in my blog with a link to their very cool site. I love them too. Support your team!

***Overkill, perhaps, but credit to Dodge too. Maybe a new record for links on a blog.

I wonder if I should have credited the Space Shuttle…

The Big Game and Sports Betting

I live in Las Vegas, one of the four states* where you can legally bet on pro football – and a bunch of other things, for that matter.

There’s a lot about gambling that I simply don’t understand. I used to work in a casino and asked one of the guys in the sports book to explain a few basics to me, and as he rattled them off, all I could hear was distant…chirping. I just didn’t understand all the stuff you could bet on and the ways to bet, or why you would make one bet over another. And I actually got an A in statistics.

These guys can figure out higher-level stats in their heads faster than your TI84. They have no equals on Wall Street. The only betting I could figure out was signing my name on a square. That’s for me. Pure chance.

Now there are a lot of things you can bet on besides the Final Outcome. And that’s what makes betting more interesting – at least for me.

Like how long the Harbaugh brothers will hug after the game; how many times the game is referred to as the “HarBowl” during play (I’d like to see the stats on Twitter for that one); or what Team Logo the Harbaugh parents will wear to the Big Game. Can you imagine how they’ve had to balance the boys’ feelings all those years?

Okay, it just begs a question – if I’m betting on whether Alicia Keys will add a word to the National Anthem – is that sports betting? And if not, can someone in New Jersey bet on it?

Wow, more questions than answers.

By the way, I want you to be a Responsible Citizen. Do not gamble online if it is illegal in your state. Instead, come to Vegas where you can enjoy betting on (just about) anything without fear of breaking the law. (I am more about improving our economy than worrying about shameless plugs.)

But you better get on a plane now. And get that room booked. Oh heck, skip the room. Fly in / fly out. Who needs to sleep?

*Here’s the answer: Nevada, Delaware, Oregon, and Montana.

Failed Implementation Sunk-cost and The Big Game

So yesterday I gave you some reasons why your software implementation failed.

Did anything jump out at you? Nothing?

Well, what if the software wasn’t the right fit? How do you know? Dig-in immediately and find out.

If you purchased an integrated solution, whether it’s cloud-based or you’re hosting it on your own server, you have made an investment. The sunk-cost effect is the biggest reason we stay in a bad relationship.

And since we’re going into Super Bowl® weekend, I can use this lovely analogy found in the New Yorker about Mark Sanchez, who has been retained by the New York Jets for another year at a cool $8.25 million. Yep, played poorly for two seasons, and because there’s so much invested, they keep him – whether he starts – or sits on the bench.

From the article:
Hal Arkes, a psychologist at Ohio State University who has spent much of his career studying the subject, explains, “Abandoning a project that you’ve invested a lot in feels like you’ve wasted everything, and waste is something we’re told to avoid.” This means that we often end up sticking with something when we’d be better off cutting our losses—sitting through a bad movie, say, just because we’ve paid for the ticket.

“Giving up on a project, though, means that somebody has to admit that he shouldn’t have done it in the first place,” Arkes says. “And there are lots of executives who would rather be tortured than admit that they’re wrong.”

So just to be sure the fit is wrong, and before you cut ties with the solution that made you starry-eyed at the beginning, determine if you have a software issue – a bug, or something that was not set-up properly. Call Support and ask for help. If the first person doesn’t answer your questions satisfactorily, go up the chain of command.

If there aren’t issues, but the technology just isn’t working as it was promoted to you, call your sales person. That individual sold you on a product that, if you gave it a thorough evaluation and they answered all your questions, should work for you. At the very least, they should understand your issues and recommend solutions – right away.

Was the software too complicated for your agency? The modules are designed for individuals who have an understanding of their roles. I’ve seen it many times in small agencies where employees wear many hats – and just because they’re managing the day-to-day doesn’t mean they are in the mindset of using a full accounting or project scheduling program.

The programs are designed to make you more efficient and give you data that you can use to grow your business. Maybe it’s time to invest in an employee who has the skill-set to ensure you grow.

This doesn’t mean you have to fire people – they still know your business and will be an asset to the new-hire who brings in advanced skills. 

Maybe you need more training. Either your software provider or a consultant can help you. A ‘fresh pair of eyes’ to double-check your decision before you bail.
But – make sure the support person or your consultant understands your business. Like advertising, creative process, and how you do that thing you do – every day.

Once you have worked with support, sales and / or a consultant and you determined that the software is not the right fit – make the change.

Cut the losses. It is too painful for your staff to slog through something that doesn’t work. They’ll hate you more for keeping it than if you say, “I made a mistake” and find a better fit. They will breathe a collective sigh of relief and appreciate the fact that you are human - and admit it.

Your agency has just gained tons of knowledge about the tools and process for evaluating the technology to make your agency more efficient. Going forward, they will really know what they don't want.

So before you invest another $8.25 million (it can feel that way), venture back out and really grill the next all-encompassing-solution-provider without all that beguiling starry-eyed fascination.

You all have the right to play on a team that wins. (of course I had to get a football metaphor in here.)

Have a great - and safe - weekend!

Implementation Fail

I have worked with many agencies that have implemented agency management software and found that it doesn't work…for them. Often, rather than an issue with the software, they experienced implementation fail.

You invested time and money into fantastic technology. But it can be really expensive if you don’t do your homework beforehand, and don’t implement properly. So read on – there may be some familiar sounding reasons things didn't work out like you planned…

Now I’m all about an integrated solution because – get this – everyone collaborates on the input, and it is compiled in one place. Then everyone has access to the same information. And if you enforce just a little compliance – like requiring that they use the system, information will be real-time. Return on investment.

Imagine that.

Failed implementations usually come down to these often-overlooked issues:

Didn't really define what problem you were trying to solve. Usually agencies look to software because there’s something wrong. I know what it is but I can’t define it. Well you need to do this first step and it takes asking a lot of questions.

There is a lot of single-purpose software, to do schedules, or estimates or manage assets. Give it plenty of thought, and pull colleagues into the evaluation - before you make your investment. Because going back and undoing something creates a lot of unhappy employees. And a lot of extra work. And skepticism for any ‘new’ solution you bring to the table later on.

Management didn’t support the software – and the change that goes along with it – 100%. Staff will complain because routines are different and they may be asked to do something – like timesheets – every day. They will go to the big bosses who must push-back and re-direct issues to The Implementation Team. Without management’s full support change will not stick.

Thinking that software will fix everything. Nope, it takes process and people too - who actively use the software. That means a big slice of change management pie. Be prepared.

Everyone else in the agency is unaware that change is coming. If ever there is a way to completely alienate your staff, it is blind-siding them with the introduction of a New System – which usually includes software.

 The entire agency uses software every day to create Cannes Winners. But put in agency management software and all of a sudden they hate you. And the software too. “It’s too hard and doesn't make sense.”

So to get buy-in and include at least one individual from each department to take part in evaluation, customization and implementation. And then they will take their insight to their colleagues, and spread the good word. While you’re at it, give them some sort of perk for managing these duties – it’s out of their creative sphere.

You didn’t plan who would manage, or how you would implement the software. You need someone to drive the bus of change management. It isn’t automatic and it takes time away from other duties. Someone in your agency who really knows the ins-and-outs of the program will be able to close the communication gap and make it more relevant. As for timing for a comprehensive system, expect three months minimum. Really.

You thought you were buying a ‘plug ‘n play’ system. Pay attention here: Nothing is out-of-the-box and ready to use. You will have some set up to do prior to roll-out so that it operates – the way you want it to. Shame on your sales person if that is what they told you.

There’s a second part to that as well – decide which features you really need to get started, then test out and add new features as staff gets comfortable. Trust me on this – your lovely colleagues will cease to be kind and gentle if you throw too much at them at once.

You didn’t train – or which is usually the case – you didn’t require staff to attend training, and pay attention (e.g. turn off your iPhone). Further, you didn’t supply documentation, like at least a cheat-sheet on how to get from point A to point B. Uh, where do I click? Something as simple as this will keep people on task.

There was no follow-up. A new system needs follow-up. Because there is a lot of change that goes along with a new system, how people end up using the software can surprise you. I have witnessed work-arounds I didn’t know could be done. Remarkable.

People are resourceful if they don’t like change, or if they don’t understand something. So follow-up is essential to ensure the technology is used – as you meant it to be used. Your data is more useful if entered properly. Additionally, your staff MUST let go of old systems. They do not need to waste valuable time doing everything twice. If you can remove / block / turn-off old systems - do it. Or they may be prone to just keep doing things the old way. 

Keep your implementation team together for a few months after going live to check on their respective departments and then report back. Adjustments can be made anywhere along the way if there is something that simply doesn’t work – or if there had been an issue that wasn’t considered. 

There are a lot of little things that will surface when you put new systems in place.

A time of change is when you get to see your colleagues in their best temperament. So plan ahead, get buy-in and learn to take (just a little) flak.

And if you need any help, or just someone to talk to, I'm here for you. I've been there.

Cloud 365 Project - My Daily Diversion

Here's a link that takes you directly to the Cloud 365 Project About page.

Scroll down to: Art, Learning, Determination, Process and Patterns. 

Read it.

Sometimes I forget where I am, what I want to do, or just some basic things that are really important - like appreciate beauty. This is absolutely one of the most lovely, well-written sites I have ever read.

Check it out. And donate so Kelly DeLay can keep up the incredible work.