6 types of problematic clients

The General Prescription for dealing with problematic clients is to build trust by reducing their perception of risk. Invest more in face time and reassure them about your product or service delivery.  You should also show them what you are doing at key stages of the project. This will increase communication and you will be able to demonstrate utter reliability and consistency.

Some of the problematic clients include:

1. The Boundary Pusher

These clients have no boundaries with you and your work. They will call or email you throughout the day and night, expecting an immediate response. They are not able to distinguish the difference between an issue that is urgent and one they can do on their own. They invade your personal life leaving you feeling swarmed and overwhelmed. You should not allow this to happen.

The Prescription: Explain your boundaries at the very start of the relationship, especially if you suspect this may become an issue. Say (or write), “During workdays, we respond to emails within four hours unless it is very urgent, whereby we’ll get back to you within the hour. If something comes up over the weekend, we’ll respond Monday morning."

On the other hand, you can respond to an email you get on Saturday or Sunday by writing a one-liner text that says, “Jane, I’ll respond first thing Monday when I’m at my office.” You should also prioritize with your client. Just say: “Mary, right now my priority is getting that analysis that we discussed in shape. Can this wait until Thursday?”

2. The Do Nothing Client

These clients never get things done therefore they end up frustrating you. In order for you to produce, the client needs to act.

The Prescription: Explore what’s behind your client’s inaction. Is it insecurity and fear? Are they hemmed in by a boss or another executive who is blocking them from taking action? Do they work in an organizational culture that is risk averse and prize survival above all?

You need to diagnose why a client might not be acting so that you know how to address the inaction. This will in turn enable the client to accomplish tasks which will add value to you.

3. The Know-It-All

These clients think they know more therefore they tell you how to do your job. They give you way too many suggestions in areas that are outside their expertise.

The Prescription: Reestablish your respective roles. If gentle rebukes don’t work (“Through many years of doing this, I’ve found this is the most effective approach…”), you have to put your foot down.

Tell them they have hired you because of your expertise and experience, they need to give you the proper berth to exercise it on their behalf.

4. Mr. or Ms. Aloof

Some clients treat you like a vendor and resist all efforts to build a real relationship. They are often very professional and can be perfectly pleasant when you are with them. But it is purely at arm’s-length relationship, which seriously limits how much you are able to help them.

The Prescription: Learn more about the client’s agenda and help him/her accomplish it. You may not truly understand their priorities—their underlying needs and goals. However, you’ll be in a better position to help them go “above and beyond” the letter of your contract once you know their priorities.

Try to find out how your client views the relationship. If he or she feels the relationship is perfectly fine then that is a good sign.

5. The Insatiable Client

These clients feel the work is never, ever good enough therefore they wear you down. They have critical personalities and they do not give compliments easily.

The Prescription: Carefully calibrate expectations at the beginning of each engagement or transaction. IT firms have “service level agreements” (SLAs). Perhaps you need to go deeper into specifics around the type, quality, and format of your output for the client.

Do not be overly needy about getting compliments and positive feedback. This is a client, not your spouse. As long as you are doing a good job and achieving the agreed-upon goals, you should not worry about the lack of praise.

6. The Tyrant

These folks have personality and emotional issues hence treat their people—and perhaps you—terribly. Everyone who works for them hates them. Keep in mind that a Tyrant could be a good-hearted person who happens to have an anger management issue, or he could be genuinely mean.

The Prescription: If the client is nice to you, but tyrannical with his team, you may be able to coach him and influence him to change the behavior. If you do not have a coaching relationship, the person may not be open to that kind of personal feedback.

If the client is treating you or your colleagues badly, consider moving on. Life is too short to be in an abusive relationship.

In summary, when faced with a difficult client, there is always a way out. Never take it personally and do not tolerate abuse.

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