When Clients Get Complicated

After almost ten years of consulting, I can tell you that not every client relationship stays smooth. I am speaking for myself, and I accept that someone out there may have consulted for years with nary a whiff of client drama. If that is you, I salute you, oh golden unicorn of consulting. This article is for the rest of us.

On the latest episode of the Fundraising HayDay Podcast, Amanda and I got honest about the uncomfortable side of this work, and I wanted to share a few things I have learned the hard way.

Here’s the deal: as grant professionals, we have to get comfortable with uncomfortable conversations. Whether I am telling a board an application was denied, letting a client know their favorite opportunity isn’t a good fit, or reminding someone my rates are going up, these talks come with the territory.

My favorite tool is a built-in escape hatch. I put a 30-day written notice clause in every contract, and I define written notice as an email so there is no fuss. It gives either of us a clean way to end things when the fit just is not there, or when there’s a change in leadership. I learned that early on, after a client let me go as we were preparing to sign a new contract without ever paying for my last month of work. (It was a modest retainer from an agency in another state, and I chose not to pursue it in small claims court.)

Another hard lesson was realizing that my decades of successful grant-writing, management skills, and expertise were clearly necessary for all my clients. Still, it didn’t automatically translate into the business, marketing, and administrative skills needed to run a successful consultancy of any size.  I learned through experience, reading, and reaching out to more seasoned grant consultants about how to do these critical things.

Here are a few common client situations Amanda and I have encountered, along with a quick tip for each.

• Clients who do not pay on time – I spell out payment terms in the contract, confirm who receives the invoice before I start, and, if needed, pause work when payment is overdue beyond a reasonable point.
• New leadership that does not understand how grants work – I set expectations early and walk them through the realistic timeline before anyone gets frustrated.
• Long-standing clients who slowly stop providing vital grant-related information – Keep a record of follow-ups and, when it is time, share an honest board report so everyone can see where things stand.
• Unreasonable expectations, like wanting grant dollars within weeks – Get clear up front about what is realistic, so everyone is working from the same page.

The thread running through it all is communication. A very wise woman once told me that being clear is being kind, and most misunderstandings can be worked through with a calm, level conversation. When repeated attempts don’t fix things, I remind myself it may be time to bless and release, then open my schedule for a better fit.

Want the full stories, including Amanda’s tale of a hospital call at 6:30pm on a Tuesday that wasn’t a medical emergency, but a grant emergency? Give the episode a listen HERE for all the details on dealing with difficult clients.