Try not to laugh.
Yes, the customer is actually a good person. He/She is just like a regular Joe like you. He/She may even have the same interests as you and you just don't know it.
Corporate culture, particularly project engagements, has had so many untoward incidents around customers from hell that they tend to stereotype the good majority as people are just plain nefarious and scheming. Actually, the business world is also as much to blame with this situation as with everyone else.
Need proof?
First off, why do most projects call their project rooms "War Rooms"? Who's the enemy anyhow? Why do projects end with a "postmortem"? Did someone die? Why is Sun Tzu's "Art of War" considered a management book? All these subtly give clues that deep down inside, we look at the customer from a threatened / defensive stance rather than one that encourages cooperation and coordination. We need to stop being at arms length from them and start being open, honest, and sincere. Being too detached gives an indication to them that you are only after their money and not their best interest.
So how do you take this mindset out?
It's definitely not a simple task but is one that is doable nonetheless. At every situation, put yourself in the customer's shoes. The ability to empathize with customer sentiments BEFORE it becomes their sentiment puts you one step ahead of them and in a better position to respond and react. Knowing how they will react, prepare your responses. If there are things that you or your company is honestly liable - then by all means say so. People make mistakes, and since businesses are run by people, businesses makes mistakes too. I have never seen a situation where being honest killed a project. Yes, it gets you in hot water for mistakes, but that is just about it. As opposed to doing cover-ups and not admitting fault, matters only get worse by doing so.
Remember to accept as well the fact that the Customer has the right to change his/her mind. Project Managers at times hate the fact that the customer is too finicky and decides to change stuff along the way. It's ok. Get used to it. As project managers, it is crucial that you are capable of documenting these changes and explaining properly the impact of such changes to the project. Often, some PM's hate the whole analysis and assessment part that they just fire Change Requests left and right. (While the use of Change Requests are correct - it is more often improperly used.)
Lastly, share in the customer's objectives. You have to honestly want the customer to succeed as well. Just doing the work because its the work that needs to be done is just a bad way of looking at the projects and consequently the customer. His goal is your goal. Without this alignment, you will just end up having a poor relationship with your customer, and hence poor chances of success in your projects.
After all, if you take a look at it, we are all somebody else's customer.
Yes, the customer is actually a good person. He/She is just like a regular Joe like you. He/She may even have the same interests as you and you just don't know it.
Corporate culture, particularly project engagements, has had so many untoward incidents around customers from hell that they tend to stereotype the good majority as people are just plain nefarious and scheming. Actually, the business world is also as much to blame with this situation as with everyone else.
Need proof?
First off, why do most projects call their project rooms "War Rooms"? Who's the enemy anyhow? Why do projects end with a "postmortem"? Did someone die? Why is Sun Tzu's "Art of War" considered a management book? All these subtly give clues that deep down inside, we look at the customer from a threatened / defensive stance rather than one that encourages cooperation and coordination. We need to stop being at arms length from them and start being open, honest, and sincere. Being too detached gives an indication to them that you are only after their money and not their best interest.
So how do you take this mindset out?
It's definitely not a simple task but is one that is doable nonetheless. At every situation, put yourself in the customer's shoes. The ability to empathize with customer sentiments BEFORE it becomes their sentiment puts you one step ahead of them and in a better position to respond and react. Knowing how they will react, prepare your responses. If there are things that you or your company is honestly liable - then by all means say so. People make mistakes, and since businesses are run by people, businesses makes mistakes too. I have never seen a situation where being honest killed a project. Yes, it gets you in hot water for mistakes, but that is just about it. As opposed to doing cover-ups and not admitting fault, matters only get worse by doing so.
Remember to accept as well the fact that the Customer has the right to change his/her mind. Project Managers at times hate the fact that the customer is too finicky and decides to change stuff along the way. It's ok. Get used to it. As project managers, it is crucial that you are capable of documenting these changes and explaining properly the impact of such changes to the project. Often, some PM's hate the whole analysis and assessment part that they just fire Change Requests left and right. (While the use of Change Requests are correct - it is more often improperly used.)
Lastly, share in the customer's objectives. You have to honestly want the customer to succeed as well. Just doing the work because its the work that needs to be done is just a bad way of looking at the projects and consequently the customer. His goal is your goal. Without this alignment, you will just end up having a poor relationship with your customer, and hence poor chances of success in your projects.
After all, if you take a look at it, we are all somebody else's customer.
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