99. Managing scope, red flags, and handling difficult client situations

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This episode is in response to the story shared by Michel Fortin in the #general channel about how to handle difficult client situations, scope, and spotting red flags before they happen.

If you're in business long enough, you'll eventually run into people who aren't happy about something. Sometimes it's about you, often it has very little to do with you in the first place.

But regardless of the situation, it's your job as a professional to own the problem, look for ways to make it right, and prevent it from happening again in the future.

The gist of the questions are below, but read the full post for the full picture:

So my two questions/suggestions are these:

 1) How do you sell expertise (i.e., head, not hands) after a client has purchased from you? Particularly a roadmapping service where you are not tied to the implementation but the results of which are?

I'm sure proposals/contracts can clearly delineate the deliverables vs expectations. But I don't want to be so specific that I need to create long contracts to prevent every situational nuance.

2) How do you define "red flags" before a roadmapping phase? What do you do to find them (and how do you weigh them against your decision)?

My guess is something like the "why conversation" that Stark talks about would help. The problem is, people who hire marketing experts like us may be desperate and broke, or become nitpicky micromanagers.

But sometimes, these things don't show up in initial conversations.

I wonder if an application process might be good? Do you use one? I know you (Kevin) said you go in blind like in Getting Naked. I charge for the exploration, too, which is roadmapping. But do you do some prequalification?

I'm open to suggestions. 

Give this a listen and tell me what works for you in similar situations, we'd all like to know!

—k