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Oh AS thanks for the snark. You’ll come to realize you will have many types of challenging clients throughout your career. Being open to adapting and learning from others is crucial.
OP, have you done the obvious stuff like one on one drinks to get her on even ground? Honestly, sometimes it’s just not a chemistry fit and that’s okay. You’re not gonna jive with everyone but you hope you can at least be professional. Is the account profitable? As in is it worth trying to make a friend above her? I found a really great way to connect with a difficult indecisive client is to completely empathize. I’d tell her I can’t imagine how she does it, how she manages to handle all the different personalities and decision makers at her organization. It’s obviously a fine line because you can’t trash the rest of the organization but you can just make her feel validated. I’ve honestly had that work really well quite a bit. Because people who behave like her are usually unhappy in their jobs and just want to vent occasionally Also any time I could I’d offer her help prepping for a meeting with her bosses (of our work) and I’d always give her “sneak peeks” of the work (read: make you feel important while also getting your buy in early so you are on our side when we present to the larger team).
But in general if none of those things work, talk to someone more senior on your end. Clients also need to behave like professional adults so hopefully you work somewhere that would have your back in escalating this if it really becomes an insurmountable issue
Great advice from all. And I’m adding a build in case the personal relationship efforts don’t work! Over the years, I’ve had many a client tell me to my face “I’m not here to make friends with you.” So sometimes the offer of drinks/small talk can back fire. Instead, clients often want you to prove your usefulness in making them look good: results that get them glory: making it about them, not how great your agency or experience is: helping them to shine... if you succeed in that, the personal relationship will come over time. You could open the door to this by asking your client for a 30 minute meeting and be proactive: “I’m new to this account. I want to be successful and I want to make you even more successful. Would you be willing to share with me how I can be of most help? What’s working, what’s not? Encourage honest feedback. What can we do that would make a difference and be additive to your role? Help me understand internal constraints/barriers you are facing, because I might be able to help. I’m here if you want to pick up the phone and talk through an approach to something you’re dealing with internally. You will need to be able to invest some time in this process: as an AD the relationship building takes unbillable time but pays dividends at the other end. Side note: Two such former clients of mine are to this day, great friends. Best of luck. Let us all know how it goes!
I had a client like this and found that my best strategy was to focus my efforts on nailing the deliverables, staying ahead of project next steps, staying under budget on projects and waving flags well ahead of time so that she want blind-sided and forced into awkward conversations with her VPs. Basically, I tried to make her look like an all-star. I also made clear my boundaries (clear briefs, budget constraints) in a professional yet not-threatening way. For me, that eventually worked and she finally let her guard down enough for more of the casual relationship building conversations mentioned in some of the other posts.
I emphasize with you. It’s hard and you sound like you want to do a great job. You’ve got this. Thank you for sharing your story
I’m guessing here but she sounds insecure. Her not taking meetings could be avoidance. And her passive aggressive tone could be a symptom of fear-based insecurity. Connecting on a personal level and developing a relationship where she could feel safe enough to share background on her hard answers could help. If she’s “in development” as a leader she could also be wrestling with some bad manager examples vs who she really wants to be. Or sometimes we just have nasty clients. Either way the root is usually insecurity. Being their ally, friend, confidant always help them feel safe and therefore more honest with you. If she’s not taking meetings on the reg, the next time you’re at their office, take her to dinner. And try to talk about personal things and personal struggles with work vs the work itself. There’s a wall that needs to be broken down for a more honest and real and transparent relationship. And those that reject it initially are usually afraid of something
First of all - this is a people biz. So get to know them. Talk about something that’s not creative/budget/brand. Work on your “flair” - that thing that people remember about you. You follow phish, or you’ve been to every Dodgers home game this season. Ask about his/her kids. Hobbies, do they ski? Have a lake house? From the same state as you?
Then when there is some kind of mutual conversation, try to non-aggressively talk about the issues you are having. But without some kind of (even forced) common ground, that conversation is impossible .
And if you are an AD you should already know this stuff.
I was totally in agreement of AS until the last sentence. The condescending nature wasn’t necessary when seeking advice is expected and necessary at ANY level.
I agree with Group AD - The key is getting to the root of her issue, which you’ll most likely find has nothing to do with you at all. If she’s facing internal pressures, which clients often do, try to be a resource/solution for her. Let her know you’re there as a partner to make her life easier. And No matter what, stay relentlessly optimistic. Don’t let her kill your spirit! You got this! 😉
Very interesting question. Following for insight
Great advice, thanks all, much appreciated. It’s hard not to take it personally, needed a bit of a pep talk. ❤️🙏🏼
To all the others, I have a client that is extremely passive aggressive, does not make decisions or hold any accountability, always saying she’ll get back to us after speaking with her superiors (she’s director level....)
I’m new to her biz, so trying to find the right approach. She provides no avails for communication and constantly pushes meetings.
I’ve been warned she takes things very personally and is defensive. Trying to make my mark but she’s not really letting me in.
I totally agree with GAD1 and 2 and WS above. Doesn't sound like she's nasty but insecure/afraid to lead or own stuff. And if you've been warned about her defensiveness, then it's definitely not about you or her not liking you as this behavior has been documented by others before you already. On top of that, you're new so it's unrealistic for her to trust you yet as that stuff obviously takes time to build and establish. I'd do all of what the others suggested and start working on her little by little, step by step. Always open with sympathy and acknowledgement of her contributions or pain points and asking open ended questions back. What can I do to help make this easier / better / go smoothly? What do you need / what would help you with your conversation with X? What objections do you think X will have that I can help you address?
Basically, engage her with a pull strategy, don't push solutions on her.
Two key tactics, from my experience. Best used together.
1) Try to find some common ground, and keep all rapport short and focused there. Much like any good sales pitch, when you face a difficult challenge/objection, it is best to keep your focus narrow and succinct when building trust.
2) Start small, and scale. What matters to the contact, personally? How are they goaled? No harm in asking. Highlight areas that will make them look good while still accomplishing whatever the client needs to be successful is a key way to build interest and consideration. Contacts, at the end of the day, are just people. Unless you’re dealing with the head of the company, there’s always some pecking order that you can try to use to your advantage in a subtle way. If you are talking to the head of the company, try to lean on FOMO if you work with their competitors.
Of course, everything in people-focused role is dependent on your selling style. Just because the above works for me (consultative seller focus), doesn’t mean it will necessarily work for you. Happy selling!
Find out what their yearly bonus is based on and help them achieve it. To the point above, if you help them look good in their job/yearly review they will come to appreciate and depend on you. Respect sometimes comes and if she’s insecure will be hard as well but helping make her job easier is huge
@AE1 same!
Great question. Curious to see everyone’s insight!
Can you explain a bit more or give examples? Not liking is not the same as not respecting someone so not sure what advice to give yet.
👀