Get Real. Defining a Commitment.

What do we do when we approach an intersection and see the light turn yellow?  For most of us the answer is SPEED UP.  Get through the light and on to our destination.  Truth be told, the reasonable thing to do is apply the brake.   After all, that is what a yellow light is intended to make us do.  It tells us that the intersection is imminently dangerous and we need to stop.  Frequently in client development situations we rush headlong through the yellow lights.  Clients give us a clue that we need to slow down and address something but we ignore it and continue toward our goal, getting the account.  Often times we ignore our client’s warning signs and hope they don’t become a problem.  Legal professionals frequently ignore the signals of danger from clients will often result in not getting the account because they weren’t willing to slow down and address the “yellow” properly.

We often ignore the feeling in our gut that is telling us something is wrong.  This happens when we are getting any commitment from a client.  The “commitment” is often times no more than lip service.  Instead of reaffirming the commitment, we blow by it and hope they really mean what they said.  Hope is not a strategy.  If a client is making a decision to do something we need to be clear about our understanding of what they are telling us.

So what is a yellow light in client development?  Frequently they come in the form of positive statements.  “This time works pretty well for my schedule. We should be able to meet then.”  “I’ll try to get you the info this week.”  “This looks good, let me get my ducks in a row and I’ll give you a call.”  The list goes on and on.  The problem with these statements is that they don’t mean anything.  There is nothing specific about them.  How can something work pretty well for your schedule?  It either works or it doesn’t.  Does trying to do something mean they will or they won’t?  The information is either sent or it isn’t.  The last statement is hopelessly mired in general terms that can mean many things.  We need to avoid letting clients off the hook by babbling nothings at us.

So how do we try to nail down what clients mean?  When it comes down to it, usually we will have to define an apparent commitment for them.  They usually won’t be more specific unless we ask.  If we find ourselves stuck in a wishy washy commitment we have to narrow it down to a specific commitment.  Thank them for what they have told us.  Then restate for them your perception of what the generalized commitment means.  If it “should work” for their calendar tell them, “So, if I have it straight, you and I will meet on Monday at 10:00 AM in your office.”  Finally, they must agree with what you said.  This is simply a way to ensure that you both are on the same page about what is being committed to. 

Being specific is a way to get a client serious about what they tell you.  No one feels guilty about making a general statement and then not following through if the action is never defined.  Don’t let clients shroud us in a fog of ambiguity.  If we expect them to make a decision and follow through on it for us, we need to define that decision for them and ourselves. 

When you come to one of these warning signs slow down.  Take your time.  If a client apparently makes a decision, but we can’t define step-by-step what the decision is, then we need to hit the brake.  Come to a mutual agreement with the client on their specific commitment and they are more apt to follow through.  If we ignore the yellow lights, we stand a good chance of having the account broad side us by not following through.