You’re a consultant dealing with a difficult client. How can you build trust and credibility?

To earn trust with a tough client, listen well, be understanding, and honest. Show you know your stuff and deliver good work consistently. Build a good relationship, keep them informed, and work together to solve problems. Follow up to make sure they're happy. By doing these things, you'll gradually gain their trust and they'll see you as credible, making it easier to work together.

Understand the ask by asking relevant questions. Many a times what seems to be the ask is not the true ask so ask more about the problem to be solved to actually understand what the true ask is. That makes you different from the rest. Secondly try to simplify the solution by breaking into steps, don’t complicate as it doesn’t add any value in turn more frustration so simplify it and suggest any more opportunities of improvement too

In my experience I have discovered that affording the the client the opportunity to explicitly explain themselves without being condescending and demeaning of their intellect creates a base for trust. This is achieved by enabling the client to self reflect and clarify their needs without binding them to their initial specification but use probing questions and confidence boosting responses. I also opinionated less but accentuate their positive points.

Trust starts with knowledge and then interest. I like to start with talking about my background then ask about theirs. Then get clarity as to their desired outcome/ goal. Get an overview of the company and then start the needs assessment from the end product challenges and work the way up. Don't start at the problem/ concern. Focus on what they are saying. Confirm the information you collect. Use terms like "You are not alone." "I have clients just like you and I was able to support them." "I have come across many companies in a similar situation." I like to include questions like "If I asked the same question to your team what do you think they would say?"

Best practice involves employing active listening and empathy mapping to understand not only the explicit requirements of the client but also the underlying business challenges. Consultants like McKinsey & Company often conduct stakeholder interviews to ensure all voices are heard, and needs are comprehensively addressed. This practice transforms a list of requirements into a blueprint for success, fostering a deeper engagement with the client's business objectives and ensuring customized solutions that resonate with all aspects of the client's needs.

Affirm. Affirm. Affirm. Stay on timelines. Keep the client in the know and affirm you are heading in the right direction. Many companies skip this step. They focus on presenting a finished product and then start tweaking it to work. If you affirm steps before presenting your product will be more on point showcasing your skill and credibility. Timelines are also important. Don't miss the ones you set. Over promise and underdeliver is a quick way to ruin your credibility and reputation. Better to under promise and over deliver.

A proactive stance on conflict management involves anticipation and preemptive action. By understanding common sources of friction, consultants can set realistic expectations early on. Bain & Company, for instance, leverages collaborative tools to align expectations and facilitate constructive conflict resolution, ensuring that when disagreements arise, they are managed effectively through a lens of mutual benefit and understanding.

I don’t believe there is a difficult client. Difficulty exists when expectations are not clear and misalignment happens when the relationship is weak. The wider the gap between client and consultant, the bigger the problem or ‘difficulty’ which impacts everything else. A client won’t see anything good coming from the consultant if the relationship is weak. Just like romantic relationships, transparency and communication are key. In my experience, it starts with building the rapport, then aligning on expectations regularly and being transparent throughout the relationship. The tone in which you address them or the problems also matters. No client wants to see her/his project fail. So, no client is difficult, it’s just a misunderstanding.

I believe trying to build a relationship too soon only leads to disappointment. Focus on the following; 1) Rapport. Building a bit of rapport goes a long way. Make it part of your follow up calls and your engagement will be better received. 2) Consistency. Set a schedule for follow up and target points. If you say you are going to call on Wed call on Wed. Not Thursday with an excuse. 3) Honesty. Don't say you can do something that you can't. Don't say you have done something you haven't. Be clear and take ownership. For example, client wants thier UI to be adjustable by users. Your company has never done that. Tell them we haven't done that however you may have access to people that can. Leave it with you to confirm. Then ask why.

Building a lasting rapport goes beyond professional expertise; it requires a personal touch. Successful consultants invest time in understanding the client's industry, culture, and even personal preferences. Accenture’s approach to client relationships often includes customizing interactions to match the client's communication style, creating a comfortable and relatable atmosphere that fosters strong, long-lasting relationships.

Soliciting feedback is a testament to a consultant's commitment to growth and improvement. Companies like Ernst & Young frequently engage clients in feedback sessions post-engagement, ensuring that lessons are learned and services are refined. Encouraging satisfied clients to provide referrals is also a testament to the value delivered, and it’s a practice that amplifies the consultant's credibility and extends their network based on a proven track record.

In my experience there are no difficult clients - either they're not the right fit for your niche or there was lack in communication and understanding. Spend some more time understanding their exact needs in detail. Communicate more frequently and ask for their feedback and thoughts on why this seems difficult. If you're facing constant resistance even after consistent delivery of quality work, try to find the cause by being empathetic and understanding their concerns. Give more rationale and supporting data for your actions. Start providing detailed progress report and celebrate those milestones. Form a personal connection beyond your scope of work and understand what drives them as a person!

Consultants should always look beyond the immediate project to the larger industry trends and challenges the client might face. It’s about being a strategic advisor, much like how PwC consultants provide insights into market developments and emerging technologies, enabling clients to make informed decisions that keep them ahead of the curve. This forward-thinking approach demonstrates a consultant’s broader value beyond the specific project scope.