DO YOU OVER-STEP BOUNDARIES IN VENDOR-CLIENT RELATIONSHIPS?
Good salespeople know that strong relationships lead to more referrals, repeat business and higher satisfaction rates. So how might a vendor spend years building an airtight relationship with a client, only to jeopardize it with careless action? You know the saying: Familiarity breeds complacency? Well complacency, in turn, breeds over-familiarity!
It’s not a malicious act. This conundrum can happen easily if you’re not aware. For example, a vendor might see a client as a friend or business colleague first, and as a client second. Or the relationship might be long-term, so a vendor assumes he can be ultra-casual. While we're focusing on the vendor in this article, this scenario can also apply to the client who expects a vendor to work weekends to meet an unrealistic due-date, an employer who habitually over-relies an agreeable employee, or an employee who over-indulges on an employer's generosity or flexibility. In a professional relationship, you can't assume an endless supply of goodwill.
Regardless of your role in the business relationship, there are easy steps that can help keep a professional relationship strong:
Set clear expectations — Whether this is your first or fiftieth collaboration, take the initiative to set specific expectations for the project, your respective roles and desired results. Do not assume that your previous projects dictate how you’ll operate on this one.
Perform project check-ins — Throughout the project, call or meet with your vendor or client to discuss what’s working and what needs improvement — on both sides of the equation. The information gathered can only help to improve the remainder of the project and ensure that no one is taking advantage of the relationship.
Conduct non-business conversations in a different forum — To keep from blending the lines of client and colleague relationships, reserve time to catch up on extended non-project-related discussions over lunch, for instance. This doesn't mean you can't be friendly, but rather that you're not spending an entire business meeting on personal chatter that you can enjoy more fully in a get-together designed solely for that! Maintaining distinct interactions allows you to concentrate fully on the topic at hand, so you're less likely to miss a cue or drop an important detail.
Be professional — Err toward professionalism in every situation. This doesn’t mean that you’ll speak ultra-formally, use stilted gestures or act aloof. Rather, you're demonstrating courtesy toward the other person, regardless of how long you've known one another. You show up on time, are prepared for every meeting, return calls and e-mails, demonstrate and share your expertise, etc. — just as you would with any other client.
Call out instances that don’t measure up — If you're a client (or employer, etc.) and perceive that service is slipping, say so. You are not helping anyone by remaining silent, and may in fact be encouraging the poor service if you do not make the other person aware of the effect it has.
Make your intention clear, upfront — State your intention to maintain (if not strengthen) your working relationship by setting boundaries, being clear about expectations, etc. This approach will ensure that the other person interprets your work style as wholly professional and in the best interests of your mutually beneficial relationship. It also will engender confidence in your abilities.
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None of these ideas are worth the salt in a tear if not backed by action. Ponder these questions to invigorate your thinking and rejuvenate your actions around business relationships:
• What’s your best relationship-strengthening exercise?
• How are you applying that exercise to its maximum result?
• How are your relationships advantageous to you and your vendor/client?
• What is your true intention behind your business relationships?
• How can you improve by "three notches" each of your current relationships?
• What dates have you scheduled for initiating those improvements?
This information provides food for thought rather than counsel specifically designed to meet the needs of your organization. Please use it mindfully. The most effective leadership, interpersonal or organizational communication plans are those that have been tailored to meet your unique needs, so don't hesitate to email us or get assistance from your own qualified adviser.
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