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My advice you, is to start drinking heavily.
Best example I have of clients being unreasonable is when we were trying to close out a work stream one week, and every day we sent notes asking if they had any needs or anything that might set us back. Friday afternoon they drop a ton of changes that they want to see, but give it to us in a format that we’ve never used before. So we have to spend the weekend interpreting what they sent us and making the adjustments by Monday. Best part, the changes they forwarded us had been sent to them on Tuesday and Wednesday of that week, and they sat on them.
Govnt client loved doing shit like this to us when I was at big D.
Drink tequila
Chief
PMO often goes unappreciated, but it's scenarios like this that highlight the need for it
That’s what you’re hired to do right - keep a log of discussions and actions and circulate to the client / internal wider team after every call. This way when shit hits the fan you’ve got a solid, consistent audit trail.
As for the client ‘giving you requirements’ - you need to get the requirements per your SoW, get their sign off (documented in that audit trail) and implement / execute per that signed off requirements doc.
The way I see it - clients can maximise (or minimise) the value they get out of consultants by being sensible (or not). Your job is to deliver on your SoW and highlight discrepancies / bad apples to the higher client management who likely would care (given that they’re paying you a lot).
Your ‘feelings’ and ‘frustrations’ about it are a waste of energy and time IMO
Pro
Holy shit when did I start working at Accenture
This was my experience with a federal gov client when I worked at a different consulting firm.
That is consulting if you are not ready for this look for another job w people time you can fully control
Push back is necessary sometimes, we can't just let people walk all over us if they are not being reasonable or respectful. There are clients who have been more competent, and I have just been lucky I guess.