|
Register


Matt Page

  • Home
    Home This is where you can find all the blog posts throughout the site.
  • Categories
    Categories Displays a list of categories from this blog.
  • Bloggers
    Bloggers Search for your favorite blogger from this site.
  • Login

Response to: Why don't employees like me?

Posted by on in Communication
  • Font size: Larger Smaller
  • Hits: 1245
  • 0 Comments
  • Print

My last entry (read here) seems to have created a little bit of controversy, and I have received feedback from a couple of consultants about my ideas on how consultants should view workplace relationships.

I have been back and forth with each person that responded but I had one question that I thought I might address here.  As per the individual’s request, their identity will remain anonymous.

Here is one of the replies I received:

I have been a career consultant and I 100% relate to what you said. Either you have experienced as a consultant yourself or you have summarized a list of different consultants' experiences, because that pretty much sums it all up!

However, even if we know it, it never get [sic] easier, especially if we are being "vilified" in such a way that if the client manager do not realize their employee(s) is/are doing that or choose to ignore that, we may not be able to get the reference for the next contract from them or being labelled as a difficult person; therefore, sometimes we have to suck it up and try to do miracles, walking on egg-shell and still do not meet their expectations. When this happen, all recruiters flee from you like a plague, because all recruiters probably see the same "black listed candidates", they have to make a living too and try not to offend the prospective client opportunities.

How would you recommend that we should deal with situation like that?”

First, I appreciate the sentiments because, to be honest, most Account Managers are very client-centric.  Consultants need to remember that the client is essentially the one who puts food on the table, and having a good relationship with a client usually means future business.

However, Account Managers also need to remember that if consultants are not meeting client expectations, for whatever reason, that relationship can be damaged beyond repair, even if the client likes the Account Manager personally.

So how to answer the question…

Communication is by far the most important tool.  In the case that a consultant is finding the workplace hostile or the client’s expectations unrealistic they need to bring it to the Account Manager’s attention ASAP.  A good Account Manager should understand that these two situations will affect performance and, if allowed to continue, also the relationship between the Account Manager and the client. 

Often times Account Managers do not learn of issues until the environment has become toxic or key deadlines have passed.  Once the situation is beyond repair for the embedded consultant, the Account Manager usually has no choice but to appease the client.  Had the consultant been proactive in communicating issues, the Account Manager, at least a good one, would have addressed those issues with the client to improve the situation or reset expectations.  Clients understand that not everything will be perfect but they absolutely hate being blindsided by a lack of results.

Outside of those two circumstances you are likely to find Account Managers less empathetic.  Account Managers are often juggling a number of clients, each with very particular and always immediate needs.  As such, they cannot take the time to deal with every minor issue, nor should they, but where performance will affect the relationship a good Account Manager will recognize and act.

Again, consultants need to realize that employees are likely not going to be friendly and go out of their way to help you.  If they had been going out of their way to get things done, you likely would not have been needed in the first place!  That being said, it is important to communicate with your Account Manager, as they have a “bat phone” that connects directly to the client.  Clients are chiefly concerned with performance and results.  A discussion between a good Account Manager and a client can make a world of difference in workplace conditions, especially where they will allow for the consultant to meet their mandate.

TL;DR - Consultants need to be proactive in communicating with their Account Manager when major problems arise.  Account Managers can speak directly to client to mitigate issues but need to bring them to the client's attention before it is to late to repair the situation.

0

As the Director of Professional Services for MGIS I am fortunate enough to have the opportunity to work with our clients, prospects, consultants and network partners on a daily basis. I have been hands-on and successful with finding, writing proposals and placing resources through TBIPS, TSPS, SBIPS and THS, along with private sector clients. I am always excited to meet new people to discuss the challenges they face and strategies for overcoming those barriers.

Comments

Become a Fan

MGIS Bloggers

Marc Guindon
3 post(s)
Founder and CEO @ MGIS Inc.- Entrepreneurial spiri...
Carl Courneya
15 post(s)
Business Analyst @ MGIS Inc. Passionate about mak...
Matt Page
12 post(s)
As the Director of Professional Services for MGIS ...