What are some effective ways to manage your time with difficult clients?

My 25 years in strategy and management consulting have taught me three key lessons to manage expectations with clients: 1/ Establish trust quickly. The client needs to see the value you and your firm bring. And they need to see that quickly. Once you show that value, your client will begin to trust you, and your status as a truly trusted advisor will immediately generate respect. Once you have that respect, expectations are much easier to manage. 2/ Be very clear on what you will do as a consultant, but more importantly what you (and the team) will NOT do. Scope creep is the easiest way to fall into this trap. 3/ Underpromise and over-deliver: This is the best way to manage (and exceed) expectations.

One thing I've found helpful in managing time with difficult clients is by mapping out guardrails in three ways. 1. First is by prioritizing tasks: Identify high-priority tasks and focus on them first. Allocate more time to critical client needs and less to less urgent matters. 2. Time Blocking: Use time-blocking techniques to allocate specific periods for client interactions, research, and other tasks. Stick to your schedule as much as possible. 3. Effective Communication: Maintain open and honest communication with the client. Discuss any challenges you face in managing time effectively and work together on solutions.

I'm not sure I totally agree with the proposed solution to this admittedly common problem. In the current climate we find that a more dynamic approach works much more effectively where a project is divided entirely into sprints and where we regularly rethink scope, timeline, milestones, etc with the client. Our typical client is moving so fast and facing headwinds and opportunities on so many fronts that yet another piece of bureaucracy from firms rather too often trying to cover themselves is most unwelcome, unhelpful and delays unnecessarily the process of getting started. We're a 'pay as you go' firm offering clients the ability to exit after each sprint without penalty and in a manner that enables them to keep all the value.

Clients are difficult only if you haven’t managed expectations at first time. Manage expectations before start, set clear rules and 99% clients will fit into it.

Time management helps handle challenging clients while keeping your work. First, sort out your tasks. Determine what's urgent and essential. Focus on high-value activities. Second, set rules. Tell clients when they can reach you and how you'll communicate. This helps avoid confusion and stress. Third, talk clearly and listen well. Understand their concerns, but also politely speak your mind. Fourth, manage stress. If you're overwhelmed, take short breaks or lean on your team for support. Finally, always look back and learn. What did you think about going well? What do you think needs improvement? Use time-saving methods like the Pomodoro or the 80/20 rule to be more effective and make your life and client interactions smoother.

Dealing with difficult clients while managing your time effectively is an art. In my agribusiness journey, I've picked up a few tricks. Start with Clear Boundaries, like what is the time frame they can reach you- put a cap. Second, Stay on top of task priorities & tap into your industry know-how. Last, let them know or realize, it's all in their favor & you are there to help them only. It's all about maintaining professionalism while being empathetic. Let this become one of your basic skills and you'll see no issues dealing with any difficult person, be it a client, colleague or whoever.

I completely agree with setting boundaries with your client. I will say that I've noticed clients are often surprised when I state boundaries on working hours, the number of ad hoc meetings and limiting phone calls. I have been told I am surprisingly firm and the truth of the matter is that I have to be. I create funnels of communication for my clients in a structured manner because that's what works best. Additionally I have to consider fairness, I pay my team for everything and nothing they do is free. So we have to be conservative of our time in order to remain on budget for the client engagement. My main priority is the client's project and providing flexibility, yet structure to ensure we wrap on time and with excellence.

i agree with the discussion on "managing emotions" here. My most argumentative, forceful and on the face "difficult" clients have been the ones who have backed me most when the job was done so worth investing energy here. I would add that very rarely will a client be difficult for the sake of being so. Try to understand where they are coming from - is it the original scope frustrating them, is it a mismatch in expectation of deliverable from what was envisaged or is it something going on in her/his/their lives. If it is the 1st two, then have the discussion, determine corrective or adjustment path and if required help the person sort it out through the key decision makers.

Recognizing and understanding cultural differences can be key when working with international clients. What might be considered "difficult" behavior in one culture might be standard in another.

From the moment that you walk through a client's door, it is a balancing act. You were hired by the executives, but you will be partnering with the people on the front line to get the information you need, do the analysis required and get the deliverable that is being paid for. You are commanding a high salary to do this work, but also to support what will likely be imminent change for your client partners. It will be difficult to make them comfortable with both you and the project's goals. Personally, your needs and those of your client team will often be out of alignment. Acknowledge this. Be empathetic. Point to the project's benefits. Use all the tools and tips mentioned here. No one ever said it was going to be easy.

Managing emotions in those demanding client meetings is a must. It's about striking that balance and yes, sometimes a touch of detachment can help too. This blend allows us to nurture productive partnerships effectively.

I would say the below to tips are crucial. Practice Patience: Managing difficult clients can be challenging. Patience, resilience, and a positive attitude can help maintain a professional relationship and ensure productive outcomes. Empathize and Listen: Often, difficult clients just want to feel heard. Actively listening and empathizing with their concerns can go a long way in building a positive relationship.

Making sure that we're engaging in an open feedback with clients, can do wonders, while working towards effectively managing our time. We can either do it through calls, using surveys, working on the rapport building and all this can bridge expectations which will strengthen the client-consultant relations. Also, taking the baby steps to identify the gaps & working on them, before we jump on the next project, the clients will not only be satisfied, but you'll see the magic of the 'word of mouth'.

Resist the urge to resolve the problem immediately I find that sometimes taking the problem away, to think about it and try and find a resolution, works best. If I come back with strong arguments as to why something cannot be done (for example due to impact on other work, cost) then even difficult clients tend to accept the situation. It also help to turn the question to them, what would they do to resolve it, then explain the implications of doing something differently. Going through this process makes clients reflect and at least accept the situation or even agree with the course of action.

Build relationships within the client's hierarchy. Drive to create strong bonds with the highest levels that you can. Work with the client's leaders to understand their needs and goals - and then be purposeful to stay laser focused on meeting them. You can often overcome the rest of the challenges, if the leaders know you want them to win.

I have seen the word ‘boundaries’ being used a great deal. Setting and agreeing expectations may be a better way to put it . Any engagement includes setting a plan to achieve a stated goal normally within an agreed timeframe. Any deviation from this plan has effects on scope schedule quality resources etc . The consequences of which should be communicated clearly so as to ensure all parties understand that actions have impacts.

People aren't usually inherently negative or difficult, at least that's been my experience. They most often act like that due to fear, guilt or lack of understanding/visibility. Empathy is key, as well as active listening and purposeful feedback. People fear the unknown, feel guilty they aren't tackling the situation better or they simply don't know that they don't know. That's why a diagnostic of sorts is how I like to start my work with clients that aren't clear on the root of the issue or how they would prefer to resolve it. Some of the tools I have found very useful are the SWOT analysis, RACM (risk and control matrix) and due dilligence.