4 Strategies for Dealing with the Impossible Client – Part 2 of 2

In Part 1 of this discussion (http://thecustomersuccesscenter.com/4-strategies-dealing-impossible-client-part-1-2/) I shared thoughts and strategies on dealing for difficult clients. I will continue the discussion on this topic in this second part: Difficult clients master the ability to provoke and anger. Their underlying message is “Do it my way or hit the highway.” Fundamentally, they need recognition and subjugation, and one way to get it is to get you to agree. But, allowing yourself to be drawn into a “me against you” situation “hinders a more intelligent and considered response.”  I always remind CSMs that the fact that you know this gives you the advantage – if you remember it.

Remember, if you give up on the client, it means you gave up on yourself.

Here are four strategies for dealing with impossible clients (first two strategies appeared here:  http://thecustomersuccesscenter.com/4-strategies-dealing-impossible-client-part-1-2/):  

3. Get help. You’re not in this alone; unless you want to be. Other Account Managers or Customer Success Managers have been where you are now, so talk to your colleagues.

If the client is known to others, you can talk it out with them. Even “competitors” can be surprisingly helpful about dealing with people they have had trouble with in the past. And, even if the client is not known to others, you can still listen to colleagues talk about their experiences with similar problem customers. Chances are that someone has dealt with a similar situation before (nothing new under the Sun), and so, you can ask them about how they dealt with such a profile / situation. TIP: establish a regular segment in the weekly/monthly meetings where all CSMs discuss “challenging” clients with each other, and how to handle them.   And even if you find yourself in a place where these situations / profiles are not known, seek the answers outside your department or organization. I am reminded of a famous quote by Will Smith about this topic:   “There have been gazillions of people that have lived before all of us. There’s no new problem you could have–with your parents, with school, with a bully, [at work]. There’s no new problem that someone hasn’t already had and written about it in a book.” – Will Smith  

4. Turn things around. Especially when you have time to prepare, you need a list of quality open questions to put the customer “on the spot.”

If you have enough experience with this uncooperative client, you have enough information to psych up for the unexpected. If you don’t have experience with this customer, you can have some confidence that their “surprise” behavior is not all that unique in the long run. Experience gives you the confidence to be resilient, calm, and controlled in any situation. Having that under your belt, you have time to prepare and practice.

Remember: if the customer behavior can be profiled, it can be managed.

Here are five classic client profiles (I will review in a greater detail in a future article):

• Passive/Aggressive
• Cheap/Manipulative
• Control/Pick
• Superior/Outspoken
• Tedious/Distracted

And, every time I meet with CSMs, they add a few more, but they are usually variations on the same themes. It’s also true that self-awareness, emotional intelligence, and earned self-possession form the foundation to manage most client encounters and relationships. So, dig into your repertoire and turn questions back to the client:

• “Mr. Purchasing Agent, from what you say, it appears you don’t see the value in this deal. What can you do to help us see this from your side?”
• “Ms. Manager, you’re saying that we are not getting the message, and I hear you. But, looking back over our agreement, it looks like we have even beat the specifics you laid out. Could you help me see where we have not lived up to the terms we agreed on?”
• “Mr. Operations Chief, my notes don’t show us getting that input from you. We built this proposal on the data you gave us when we first met and in two other meetings. What would you suggest we do to solve your problem?”
• “Ms. Contractor, I think what you’re saying is that this is too costly. Still, I thought we covered that in your last phone call. Has something changed since then?”
• “Mr. Buyer, I am surprised you’re bringing up the competition now. I’ve never said a word against them, but you had indicated your unhappiness with them, and we addressed those concerns early on. If it is still an issue of price, we can beat their offer if you tell me what we can take out of this deal.”
• “Dr. Rose, my dilemma is that we’re not getting enough subject-matter content from your organization in order to create the necessary marketing leverage. What would you suggest to do?”

 

Remember: due to their non-judgmental structure, questions tend to disarm tension and conflict.  Use questions!

  Keeping the “professional” in Customer Success Manager –   All the strategies discussed here – in all my meetings with Customer Success Managers – assume we are talking about intelligent people working on a level playing field. Any good and effective relationship builds on a fair and willing human connection. Given the variety of humans and their behavior, that assumption may be generous of me. Still, your integrity, character, and ability to look yourself in the mirror depend on your taking the high road. Take the high road! Feel free to share ideas that worked for you in this matter.