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Difficult Client Assignment

Difficult Client Assignment

Jacklyn Dougherty


Assuming the Director's Communication Style


o The director is still determining the event's outcome since he is new to the position. He would constantly look for updates and assurances to lessen his uncertainty.

o He demonstrates a demand for control by wanting to be intimately engaged in many planning areas, which confuses the team and suppliers.

o The director exhibits a careful and analytical decision-making approach by favoring the exploration of various choices.

o He depends on frequent, protracted communication to keep himself informed and feel in control of the situation.

o The director seeks confirmation that his choices align with industry norms, reflecting his desire to leave a good impression.


My Communication Style:


o I like working closely with customers, getting their feedback, and ensuring they are included in decision-making.

o To speed up the planning process, I prioritize effectiveness in communication and decision-making.

o I have faith in my team and my competence, and I often give customers a few well-thought-out ideas.

o I emphasize clear, succinct information while maintaining frequent contact.

o I address issues and allay customers' worries while keeping the planned schedule and spending plan in mind.


Adapting My Communication Style to Meet the Director's Needs:


o Recognize and appreciate the director's worry, assuring him of our dedication to the success of his event. Provide statistics and case stories to support our methodology.

o Provide thorough facts and statistics to support each piece of advice, demonstrating his analytical approach.

o Suggest an organized communication strategy to keep him informed without overwhelming the staff. Consider establishing a weekly summary and a specific window of time for conversation.

o Provide him with tools and instructional materials that will enable him to comprehend industry norms and procedures and provide him with the information he needs to make wise judgments.

o Clearly describe any added time and expenses resulting from his regular engagement and, if required, offer a new contract.


Handling the Difficult Client:


o Arrange a face-to-face or online appointment with the director to openly and honestly explain the matter. Describe your dedication to his achievement and the difficulties his present strategy poses (Dillon, 2014).

o Suggest the modifications above and explain how they will benefit both sides (Singh, 2016).

o Clearly outline the obligations of both your team and the customer. Stress the need to keep vendors and keynote speakers apart to prevent misunderstanding (Waldeck et al., 2012).

o Discuss the additional time required because of his engagement and how it will impact the budget. If necessary, suggest a modified contract (Forbes, 2020).

o If the director continues to be uncooperative, consider having senior management from your organization settle the dispute (Dillon, 2014).

o Ensure that the workload and well-being of your staff are both manageable. Consider employing more assistance if required (Butman, 2013).



Difficult Client Assignment
Difficult Client Assignment



References:


Butman, J. (2013, December 5). How to Manage Impossible Clients. Harvard Business Review. https://hbr.org/2013/12/how-to-manage-impossible-clients

Dillon, K. (2014, December 23). What to Do If Your Boss Is a Control Freak. Harvard Business Review. https://hbr.org/2014/12/what-to-do-if-your-boss-is-a-control-freak

Forbes. (2020). Council Post: 12 Effective Strategies For Dealing With Difficult Clients. Forbes. https://www.forbes.com/sites/forbescoachescouncil/2020/09/03/12-effective-strategies-for-dealing-with-difficult-clients/?sh=7a8d0a857297

Singh, L. (2016). business communication process and product. Guffey. https://www.academia.edu/42021940/business_communication_process_and_product

Waldeck, J., Durante, C., Helmuth, B., & Marcia, B. (2012). Communication in a Changing World: Contemporary Perspectives on Business Communication Competence. Journal of Education for Business, 87(4), 230–240. https://doi.org/10.1080/08832323.2011.608388


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