Dilemma
January 24, 2007 6:14 pm workI pose for you a question:
Suppose that a client has contracted you to provide a service. You’re an expert in your field (at least, moreso than the client… that’s why they contracted you after all). The client wants you to perform some action, but you consider this action to be high-risk for the client. You tell the client that this is a bad idea, and that you should take a different course of action instead. The client refuses to agree; whatever their motivations, they insist on following their proposed course of action. Other service providers for the same client are syncophants; they raise no objections. Both the client and the other providers were hit with a problem of the very type you’re trying to avoid just recently… in fact, the client swore to try and avoid it in the future. There’s no guarantee that the problem will occur but past experience clearly says that it’s a bad idea.
Do you:
- Attempt to save the client from themselves, and refuse to perform the action, even though doing so would make you appear to be a spoiler to the eyes of everyone else involved?
- Let the client have their way, and play along with the rest. You’re not directly responsible for any failures, but if they do occur, the client may still try to pin the blame on you, and may ask you to work extra hard (at your own expense) to try and fix it.
January 24th, 2007 at 8:59 pm
I swear I’ve blogged this exact topic but I’m not able to Google it up :-\
January 24th, 2007 at 9:40 pm
This is, um, hypothetical? Doesn’t apply to … um … me? I hope
Anyway: my answer–so long as you are being paid you are being paid to do work the client wants done. Smart clients will ask your opinion and respect your expertise but even if they don’t, you’re still paying.
So here is what I do in these situations.
1. Discuss. Hold informal–and then formal briefings. Avoid doom-and-gloom language preferring, instead, “potential cost” language. The client is never told they are ‘making a mistake’ (much less talked to as though they are dumb–if you’re getting paid, that’s unprofessional on your part)–but they may be told that thus-and-so decision will cost more in the future.
2. Document. A document showing your proposal and theirs is produced. If there is any kind of signing-for-work relationship this is signed (but not if that isn’t happening already unless the blunder is likely to be colossal, lethal to the project, and could be plausibly blamed on you).
This document is distributed and, one last time, reviewed by the parties involved. Minutes are kept of the meeting. These minutes are distributed (but with no warning).
Again: the tone is kept positive no matter what. If the captain wants to steer his boat into the shoreline that’s fine. You’re happy to watch and wave.
3. Disperse. If you can’t stand it, set the project up to be transferred well and find another client.
-Marco