Invisible Fences

If you’ve worked with clients for a while, you’ve probably experienced the pain of an awkward client moment. It often happens in a team meeting. Maybe the executive sponsor asks the team, for example, how the project is progressing, and then listens to a glowing report from the group.

You know that the client team members are telling the executive what they think she wants to hear, but they are soft-pedaling potential problems. How much should you say when it’s your turn to speak? Whatever you decide to do, there will be painful consequences.

If you choose to contradict the team’s view, you risk the wrath of your client teammates. If you just nod in agreement as the team spins the facts, you’re complicit in a charade that could lead to the unraveling of the project.

Naturally, events aren’t always that black and white. Still, we often face this challenge: how to communicate what we believe is important without needlessly damaging client relationships.

I think of this as the “invisible fence” syndrome. You’ve probably seen an invisible fence in use by pet owners. These electronic systems keep animals within property boundaries without tying them up. If the pet attempts to cross the boundary, a collar delivers a mild shock. It’s common to see poor Fido parked at the very edge of the boundary, dying to leap through but fearful of taking another step forward.

I’ve watched dozens of consultants in client meetings sit inside their own invisible fences when the situation called for pushing beyond the boundary. They may fear the potential “shock” of losing the sale, jeopardizing a relationship, or making waves in the client organization.

In nearly every case, though, the pain you might have to endure will be far outweighed by the reputation you’ll build for independence, objectivity, and putting the client’s needs ahead your own.

Once you pass through your invisible fence, you’re unlikely to go back. And that can mean big rewards in the quality of your client relationships.