My debut job was with a customer service who was a human being when I went out as a Solopreneur advertising consultant and the experience was a tough one. I did the best that I could to meet client expectations which were ridiculous in the context of budget allocated.
I acknowledged the rookie client management errors I had made failing to confirm in writing funding, time-table, and the project specifications. I also learned how to recognize prospects that might have the capacity to develop into poor clients (not a fool-proof science, but it stays helpful to this day).
Furthermore, I have the power to fire a client, because they are not worth the price. Customer neuroses emerge and if you find yourself, you will need tactics that can allow you to exercise some degree of control and preserve sanity and your dignity and possibly even the customer relationship.
Nit-picker – (this person always finds faults) doesn’t need to pay additional for the second-guessing. Make it clear that beyond that and allow two revisions of your work, there’ll be a surcharge for your services. Consider declining projects. Going write in the contract a surcharge for revisions which you would discover excessive.
Case like this dealing with clients is not an easy job, as professionals, we handle things professionally. Once in our lifetime, a counseling is essential it could be an advantage if we undergo a Counselling Services in Singapore for a better handling of the difficult situation with clients. Clients are business, without them, no company exists.
Setting boundaries are the defense that is favored but is advised that a customer has every right and a duty to inspect your work, especially if this is the first project. If your customer that is nit-picker is OK with paying extra pretend to welcome his/her suggestions and involvement. Call it a lesson in building confidence and meeting or exceeding customer expectations. Perhaps the attitude is rooted in a previous experience? The client that getting the job is your goal.
It’s useful to deal with the topic of progress meetings and propose linking them to project milestones. Include meeting time in your project fee. It’s tough to address a number of meetings after the fact if you experience a meeting maven who believes that you shouldn’t be paid additional, or who likes to stretch meetings outside to more than necessary.
Meetings are useful because stakeholders can convene to discuss the development of the job and make any desirable refinements on the way while affirming that milestones will be met. Progress meetings could be held occasionally, but too many are a waste of time.
That customer has you by the short hairs if numerous encounters are required, or pre-scheduled meetings drag on. You might have to decline future jobs and chalk it up to a lesson learned. Going forward, expect the need to meet and talk about it ahead. Some long meetings might be beneficial to you in addition to the customer, but also make it known that you’ll be paid.