As a consultant, you face a constant dilemma: how do you balance your loyalty to your client and your loyalty to your firm? Both are essential for your success and reputation, but sometimes they may conflict or compete. In this article, we will explore some of the factors and principles that can help you prioritize client and firm loyalty in different situations.
Loyalty is not only a moral virtue, but also a strategic asset. It builds trust, credibility, and long-term relationships with your clients and your colleagues. It enhances your reputation and your value proposition. It also reduces the risk of ethical breaches, legal disputes, and reputational damage. Loyalty is not blind or unconditional, however. It requires honesty, integrity, and professionalism. It also requires flexibility, adaptability, and pragmatism. Loyalty is not a one-size-fits-all concept, but a dynamic and context-dependent one.
Be transparent and honest: Operate with integrity and honesty in all your interactions. Being transparent about possible challenges or limitations enhances trust and fosters long-term loyalty.
Loyalty isn't just allegiance—it's a dance of trust and adaptability. While it's a shield against pitfalls, blind loyalty can lead one astray. True loyalty navigates the fine line between firm dedication and client needs, always anchored in integrity. Consider Apple's product ecosystem. Customers are loyal due to product quality, while Apple maintains trust by innovating without compromising user privacy. It's not mere brand allegiance; it's mutual respect built over time.
The one rule that has served me well is: "I will suggest things to you [the client] three times and if you do not accept the suggestion, I will visibly, adapt the methodology to minimize the impact of your choice at your cost." I am loyal to the client first. If we did not discover potential conflicts that would challenge that during discovery, proposal, and negotiations, that's on the firm.
What i have learned from my experience is that reading the Client’s emotional response is very important, they expect human touch with our services which makes them trust in us and it has proved us in past to get projects based on just our relations we maintained with them which is a good growth for your own company. Be open and transparent. And only get as technical as their prowess.
Loyalty is not something that is fixed, but rather something that is developed and nurtured. It is heavily influenced by your personal values and beliefs, which reflect your identity and purpose, as well as guide ethical judgment and decision-making. Additionally, contractual obligations and expectations define roles and responsibilities, while relational bonds and commitments create a sense of belonging and foster mutual respect. All of these sources help to shape your loyalty over time.
It is a nurtured tie, not merely allegiance. Personal beliefs lay the groundwork, but contracts establish the scene. Ties with clients and firms that have grown through time are the fundamental anchors that weave a diverse loyalty tapestry. Starbucks, with its "third place" concept, has a contract to offer coffee. Yet, the loyalty it enjoys comes from the sense of community it fosters. It's not just a coffee shop; it's where personal values and business intentions merge.
Loyalty is assessed by each individual on the client team. I believe that sense of loyalty is created by two main behavior sets: meeting the client and its team members where each of them comes from; and making, managing, and meeting commitments. Beyond that, I do not think about being actively engaged in build loyalty in the minds of clients. On three different projects, I asked that a bully be dealt with by the client. On one occasion, the bully "resigned." On another, I was asked to be replaced by my #2 on the project. On the third, the bully asked me to coach him and give him another chance. To me, all three were best for the project and team members. I can live with that.
Loyalty can be tested by various factors, such as conflicting interests and goals, competing demands and pressures, and changing circumstances and needs. These situations can present different agendas, priorities, or preferences between your client and your firm; high or unrealistic expectations, deadlines, or standards; limited or scarce resources or opportunities; new or unexpected problems, opportunities, or risks; and the need for new or different solutions or approaches.
It's like sailing on rough waves. The waves represent shifting needs, changing landscapes, and unexpected problems. The boat may rock, but understanding both the client and the firm allows for a better voyage, even in harsh conditions. Netflix faced backlash with price hikes, a challenge to its customer loyalty. By ensuring content quality and variety, they managed to sail through the storm, retaining most subscribers and drawing new ones
The challenges listed to the left are all technical in nature. They can be resolved using well-proven methods. When there is a conflict of values, you have an adaptive challenge. Each is different and each demands a different path to resolution. You know you have an adaptive challenge when you feel it in your gut before you recognize it in you mind.
Loyalty is not a fixed or static state; rather, it is a dynamic and adaptive process that can be enhanced or diminished by various strategies. Communicating clearly and frequently with your client and your firm is essential for keeping them informed and engaged, as well as listening to their perspectives and feedback. Collaborating effectively and efficiently with your client and your firm as a team, leveraging their strengths and resources, is also important for delivering quality outcomes and solutions. Finally, negotiating fairly and respectfully when resolving any conflicts or disputes is key for acknowledging and accommodating the interests and needs of both parties while maintaining integrity and professionalism.
A COO wanted to exclude the Office of Human and Environmental Health & Safety, and the Office of Human Capital Management from design of a manufacturing plant in a rural by growing community. They were to be brought in only when construction was under way. I put their inclusion as an assumption in my proposal lead organization design and change management. I also noted their inclusion in Benefits Realization and Risk Management sections of my proposal. I titled my proposal with a Construction Management company: "Design of Organizational Systems, Realization of Investment Benefits, and Development of a Supportive Community." We won the contract. We were not the lowest bidder. The term "supportive community" became quite popular.
Loyalty is not a zero-sum game; it is a balancing act with various trade-offs. For example, you must decide between short-term and long-term benefits or costs, as well as consider the sustainability and scalability of your loyalty. Additionally, you must choose between personal or group interests or values, as well as consider the impact and influence of your loyalty. Lastly, you must choose between particular or universal principles or standards, as well as consider the consistency and applicability of your loyalty.
Consider it a seesaw. Loyalty does not necessitate the sacrifice of one for the sake of the other. It's about making difficult choices: short-term gains versus long-term impact, individual preferences versus communal ambitions. The genuine core of loyalty is found in mastering this equilibrium. Amazon Prime offers both immediate benefits (fast shipping) and long-term ones (Prime Video). This balance keeps users loyal, as they weigh short-term conveniences against the broader suite of services provided.
Loyalty building is a divergent process that starts a zero and meanders up and down. For the most part, it is transactional. Maintaining transaction focus on outcomes and adapting means to those outcomes avoids relationship busters. Explicitly stating desired behavior, decision principles, and solution acceptance criteria for both technical and social outcomes and means d goes a long way to team and relationship formation. If there are to be trade-offs, make them explicit. Walk the talk.