By J. Samuel Kellogg
Good customer service means never having to say goodbye, to borrow and morph a famous movie phrase. But there are times when even the best customer service isn't sufficient to satisfy a difficult client.
Of course, the goal here is to keep customers for the life of your business. As we've discussed before, a long-time customer is usually a good customer. Still, it isn't always possible to keep a client, and that means you need to find a graceful way to end the relationship that satisfies you and your business-and maybe even the client.
In my business, these situations most often arise when a client wants to aggressively run a project they've hired me to manage and complete. I believe in client input at every turn, but I draw the line at clients interfering in key relationships with contractors or vendors. I also will sever relationships when clients turn abusive. Life is too short to put up with bad behavior.
Whenever I've been forced to end a relationship with a client, and it has seldom happened, I've followed the HITT principles-honesty, integrity, transparency and timeliness.
Honesty first. No matter how difficult a client is or how sensitive the subject that has prompted our disagreement, I am always honest. I'm a firm believer in telling the truth in every part of the process, and even if a client isn't ready to hear what I have to say, at least I've spoken my truth. This is especially important, when dealing with an abusive client.
For me, integrity is essential. My business is a reflection of who I am and what I believe in. I have never been willing to sacrifice my own principles in the process of recruiting or keeping clients. I think my clients expect me to have the highest of standards in my dealings with them and with contractors, and I agree. I won't sacrifice principles for business.
Transparency is key. I think maintaining transparency in my relationships with my clients is vital, but I first need to be clear about why I'm doing things and what impact my actions will have on my business. Clarity in my own motives is critical before I take any action involving a client.
Finally, timeliness is a priority. Letting deteriorating relationships drag on week after week is detrimental to every party involved. It is important to give relationships a chance to heal themselves, but once it's clear you need to take action, you need to do it immediately. Don't let things fester because you're afraid of the confrontation.
Before I apply the HITT principles, I take one last moment to reflect on why a client is acting a particular way and what I am doing to contribute to the situation. Once I know the answers to those questions, and I've assessed whether the client relationship is repairable, then I take action based on what is best for my client and what is best for my business.
Ultimately, I believe my business is an extension of myself. I am exceptionally patient in dealing with clients, understanding that both sides can have honest disagreements about legitimate issues. But in the end, what is most important is being true to my business and myself. I encourage you to do the same.
Sam Kellogg is the owner of J. Samuel Kellogg Interior Design in Chicago, and is a regular columnist for BIZ.
